INBOUND 2015 HTT: Steve McKenzie "How to Run Your Sales Team Like a Data Scientist"

Key Takeaways

thanks God thanks for taking the time to listen to me drone on for 40 minutes today hopefully it's valuable to you this feels very weird so I'm gonna stand over yeah please tell me if it's awkward for you if I stand down here I'm gonna give up my my crib notes over there and try and wing it so let's see how we go this is okay if I stand down here yep cool okay not just quick question who here is a sales leader of some sort cool marketing leaders individual sales contributors okay cool so a bit of a spectrum so I want to talk a little bit about how to run your team like a data scientist this just it's just get straight into it um one of the reasons why I think this is important is we have to have context right we have to think about why is this relevant and I'm not going to quote the quote but the statistics are all over that if you are more data-driven within the sales organization you are just more successful so I think this is just an indisputable fact I think that what we're seeing you can google it anywhere and you'll get a whole bunch of data coming back that proves out the point and I just took out a credible publication Harvard Business Review that talks to this what's interesting here is if you look at the thing there talks about the your bottom performing reps you really want to improve those guys because the guys that are your Eagles the people that are over a hundred percent you're not really too focused on worrying about improving them because they're doing a great job what we really want to focus on is those reps that are perhaps struggling a little bit and using data to try and drive behaviors definitely does work and hopefully I'll prove that up during the course of today's session and another reason why it's important is because most of us work for CEOs and Bob Brennan who's a a well known CEO in the Boston area was the CEO of Iron Mountain now the CEO of vary code came up with this quote which i think is great every company and more particularly every CEOs two kinds of problems the first one is not enough revenue and then everything else right so CEOs are absolutely focused on revenue and most of us here probably in companies that are looking to grow I don't know too many people that are very happy with staying stagnant and as a result of that we're continually thinking about how do we grow how do we get more how do we do better right so if you have a boss you want to make sure you can speak his language it is advisable so let's get into what a data scientist is so I'm kind of going to read this a little bit this is a definition of a data scientist as per IBM so these are people with a background in computer science applications modeling statistics analytics and math a strong business acumen with an ability to communicate findings to business an IT I'm not going to read it all you can kind of read it for yourself but this is kind of a data scientist right so as the world is moving I think that in the sales profession we are lagging our colleagues in the marketing world our colleagues in the marketing world have been more data driven earlier on than we are and we are now paying catch-up the sales professionals but I guess you're also thinking as a sales leader that is certainly not me it's certainly not me although I come from a finance undergrad background I spent the early part of my career in investment banking but I'm certainly not a data scientist and I do not aspire to become one but I want to see if I can cheat my way to becoming a data scientist so most sales leaders probably in the room are thinking I don't have those five characteristics that you just listed up there so the good news is you don't have to do a lot of sales people think like this a lot of sales leaders think like this listen I don't need all this data crap I'm an artist right I'm good with people people like me I take them to ball games steak dinners like it's all relationship I don't need this data stuff it's not going to make me any better just leave me alone back off I'll go and get the deals done well if that's the case buddy I think you're coming very close to the end of the road right people without attitude of dinosaurs in our industry and it's not okay just to focus on the artistic element of sales we have to combine it with the science and the data that exists out there to make us better because there is empirical data out there that just proves that we can be a lot better so but but I do want to go back to the art and the science because I think that for those of you that have ever done a deal for those of you that have ever led sales teams you will know that the artist the artistic side is still absolutely relevant so if we read the common marketing theory that exists out there we know that about 55 to 75 to 65 depending on what report you read of the sales cycle is completed by the time of human being engages right but that means a human being still has a massive impact so I don't want to take the artistry side and push it and say that all salespeople can be robots because I fundamentally do not believe that to be true so there's a whole nother session that I can do about the artistic side of things because actually naturally that's the way I lean in terms of the way I came up through the sales ranks but I'm increasingly realizing the benefit of the left side over yeah so I'd want to make sure that what we don't do is swing the pendulum too far it's all in vogue right as is evidenced by all of you sitting in the session it's in vogue to talk about data-driven sales organizations and the like and I think it's fundamentally important that we adopt this and we help improve but let's make sure that we don't spend swing the pendulum too far because we still want to focus on our sales reps development our sales methodology how we approach deals with an artistic side but today we're going to talk about the science okay so let's get into it when you look at how a data scientist operates on a day to day basis this is kind of what they do they're figuring out how to ask questions of their business using data and then bringing that data back and presenting it at a human readable format such that we can make decisions that's really what they do and the important thing is to never stop questioning so I have to as a result of my quotas going up every single quarter every single year and we're trying to achieve ridiculous growth rates I have to obsess over how do I get more how do I get better and I'm pretty sure it's the same for all of you in this room right so we cannot stay stagnant we cannot think about just doing the same things because if we do the same things will just get the same results and that's the definition of insanity right so what we want to do is continue to be questioning how do I do more how do I get better and that's really what a data scientist does on a day to day basis always thinking about what they couldn't do to help improve performance within the business and I like this this is a customer of ours that we were we did a we did a big deal with the other day and we were the final hurdle this person had just joined he runs a very big sales organization he had just joined the organization and he came up with this quote and I really liked it he was like Steve I'm a believer I absolutely am a believer this is exactly what I want within my business we have to be more data-driven because ultimately you cannot improve what you cannot measure because how would you know right if you cannot measure how would you know if you've actually improved so it's kind of an obvious statement but I quite like the simplicity thereof it's a big data like I started getting involved in high-growth SAS businesses back in early 2008 when the word cloud was not a word you know there was still those things in the sky but cloud computing wasn't a word that was talked about and then suddenly cloud computing became all in vogue and everyone clarified their business there was a lot of but there was a lot of guys who were putting cloud in front of what was already like a managed services type thing so cloud became invoked and what we've seen is the same thing with big data people are talking about big data this it's the panacea it's the answer to everything big data will solve all your problems I kind of want to unpack that a little bit because I think that's too much of a broad topic we like to talk about big data versus small data for us the definition of big data is like the Internet of Things everything is a everything is a sensor it's machine generated data this is like lots and lots and lots and lots and lots of data but for us who are running sales organizations trying to coach mentor and develop sales individuals to be better we're really focused on the small data and that is human generated data data being generated by our people and the systems that our people use more specifically CRM data and that's what I'm going to focus on a little bit here today so I spoke about this earlier the good news is that all those qualities that a data scientist needs to have you don't need to worry about it you don't have to suddenly retrain your brain tasks that a data scientist performs is something that you should be thinking about adopting into your daily jobs that you do but you don't have to change who you are you can cheat your way to becoming a data scientist and the beauty is it's actually quite easy you just got to do it I do want to caveat this right what you find is so just a quick little background finance undergrad spent a couple of years five years in Investment Banking moved into big hunking enterprise sales in the City of London who thinks I'm English oh I might knock you up well then cool please don't call me English we're about to play them in the World Cup in rugby in anyway so one of the things that sorry so going back spend time in London selling big honking enterprise solutions they went back to South Africa Business School started my own business sold it moved back to London with three young children joined assess startup where we had to make things up as we went it was like a really early-stage company and we built it to something quite nice and then I've kind of gone back and inside spread for the last twelve months so I've built a few sales teams and let me tell you now it is not easy but if anyone thinks this is an easy job then maybe you're you're in the wrong place there are certainly no silver bullets and sometimes those of an engineering orientation might say it's simple you just do this this and this and then you achieve this in this and then we're golden right but there are so many dynamics to successful sales so I don't want to stand up here and profess to be a complete no at all and have all the answers hopefully I can impart some of the experiences that I've had as to things that have served me quite well but I do want to caveat there are no silver bullets right one of the things I like to talk about is this so we live in a results obsessed work world there's two things for us that are carrying quotas that are driving growth within our businesses that we obsess over and are forced to obsess over and that is the results what's our forecast and how did we do against our forecast right and that can be quite paralyzing so I would encourage you to think of not that and think about performance and the definition of performance is doing the things you need to do to get the results that you want so results is merely a byproduct of performance and if we can maintain the discipline of saying guys I'm not going to obsess over what are we going to do this week what are we going to do this month I'm going to obsess over the things that are going to allow me to be successful so I'll just say it again because I think it's quite a powerful statement the definition of performance is doing the things you need to do to get the results that you want and results is merely a byproduct it's like if you think of Usain Bolt I'm pretty sure when Usain Bolt is at the start blocks for the hundred meter sprint he's not thinking about winning 100-meter medal what he's thinking about is how long how many strides do I keep my head down for how high do I raise my knees when do I take my first breath how many breaths do I take in the hundred meters that I'm gonna be running how do I perform optimally and if I perform optimally the result will be I'll win the race and I'll win the gold medal but if he obsesses over the gold medal he will not focus on his performance and therefore he will probably falter well he's a bit special so maybe I'll just win anyway but so that kind of gives you an example of like obsess over performance and the results kind of take care of themselves so some of the performance questions that that I think that we should be asking us off on a day-to-day basis is how am i doing I always want to know how am i doing how is my team doing how am i guys doing do we have an ability to answer those questions did I have a good day week or month how would I know you know if you ask someone any of your reps how was your day today I guarantee you that they'll say oh it was a great day and you go how do you know I got I don't know felt good had a couple of good calls or whatever it is but you really want to use data to support the answer to the question so you really want to be thinking about what does a good day look like and can they answer that how did my day compared to yesterday or last week or last month how was my performance today or the period in question versus the previous period and how do I know how do I compare against my colleagues is it an emotive thing do I feel a certain way or do I have dated a backup my performance did the changes I made have an impact and we always want to be thinking this remember our obsession with more and better so a good thing to do is look at a be testing you know if you've got a particular value proposition that you want to test a pitch or an approach split your team into do do the traditional way take the second second part of the group and let them go out to market and test a message or a picture and approach see how it works and if you get a better result just port everyone over to the new way of doing things or if it doesn't work then you retire it and go back to the old way of doing and hypothesize about a new way of getting better and again a be tested within your sales organization and you want to be able to test and how do you know right so we have to use data to support whether the changes you made were effective or not you cannot cannot just be in a kind of just be rhetoric kind of just be at felt good felt a little bit better we really want data to support those how am I going to do against my goals based on my performance so if we know that our goals are the results what we want to do is focus on performance track our performance see how we're doing so that we can predict the future we know we live in a in a forecast obsessed world as well a lot of our success will be determined not only by hitting our goals but our ability to predict whether we're not we're going to hit the goals and even if we're not going to hit the goals we should be able to predict a number that we're going to hit and I guarantee you now that most of you will be judged on your ability to accurately predict because sometimes the goals that are set are perhaps a little bit too stretchy and so it's almost more important to understand your business and we all know that when you get into the public markets your share price gets absolutely hammered if you do not do what you said you were going to do so everyone who is aspiring to get into the public markets should start to look at this as a discipline now from a grassroots level saying we have to be able to predict our business because very soon it's not the head of sales or the CEO or the board is going to want to notice the public markets and our share price gets crucified if we get it wrong so everyone's to know are you controlling your business and then how did I do against the goals that I set and indeed all the goals right when you set goals you actually don't know if they're right so what you want to do is set the goals execute a plan against those goals and then how did we do did we achieve what we thought we were going to do other goals right maybe we need to pivot were there too high were they too low but we need to have data to help inform the answers to these questions so what I'm going to do is I'm going to take it down a notch and kind of give you some insights as to how I see the world and I am NOT a data scientists therefore my IQ is not through the roof and I'm a dumb sales guy so I like to keep things very simple so I'm going to give you some insights as to how we like to see things I like to talk about this notion of a customer journey from awareness to loyalty and if you think about it the awareness component starts with marketing through the sales journey from when they sign up become a customer hopefully they renew you have an ability to upsell and then they tell their friends and you get referrals out of them so that's the loyalty component and the awareness component just starts with marketing and goes through the sales journey and I'm going to stop at the end of the sales journey through the eyes of a sales need I think most of us will probably appreciate the analogy we always think of things in the in the form of a final a lot here and a little down at the bottom and there's a series of steps that we want to go through there are many many things to analyze again I'm just gonna give you a snapshot of a few that I think are the absolute basics that we should be thinking about on a day to day basis but there is also the notion of analysis paralysis we all know that so I would encourage you to think very long and hard about the sort of things that you want to measure measure them with a very strict cadence have that measurement across the entire organization so that everybody speaks the same language what sometimes happens is every day someone's asking a new question and what it does is it takes you off piste it confuses you and it stops you from executing on your plan so start simple and then slowly but surely add more questions that you want to ask but if you start with a gazillion questions the answers to those questions will really confuse you so try and keep it simple so if we look at the top of the funnel and here what we're seeing as a graph that denotes the gray line sort of starting bottom left up to the top right is something that talks about the marketing goals so what we want to do is we want to make sure that sales and marketing or luck stick stay that we understand the goals we've mutually agreed and what those goals are in terms of leads or mq ELLs or however you score marketing success the different colors are denoting different types of campaigns very useful to see which campaigns are producing the best types of leads so in this example what you've seen is the marketing crew have absolutely blown the doors off it but that's not the full picture what we want to make sure there is a line between marketing and sales and mark the marketing organization responsible for this dummy set of data are not walking around high-fiving one another saying awesome we're so good look how we've blown our goals out of the water it's good to have blown your goals out of the water but that's not the that's not the finished that's not the end results we need to take it down a step the next thing you might do for those of you that run the classic inside sales model where we have marketing producing MQL x' passing those mqs over to an SDR or BD our team this is kind of assessing what the BTR's are doing so in terms of the SLA the contract between marketing and the BD our group and videos by the way can sometimes they're in marketing sometimes in sales i've run both his merits in both there's no right answer but what we want to do is marketing want to know and the leadership of the BD r group want to make sure that they're santa marketing great job we're accountable not at taking that ball and catching it and doing things that we said we were going to do so we'll have an SLA around number of calls we will make the number of touches we will put into a lead like what is our SLA before we say we are the converted to an opportunity or we say no so you want to highlight what those SFA's are and then you want to monitor and measure those things with the daily cadence you want to set goals around these things but you also want to check in to see whether those goals you set were right who has a BD or group under their watch whose KPI for them a B our business development rip those people who set appointments or STR sales development grips whose KPI for those guys is measured other than the result which is meetings opportunities who has a strict KPI run number of dials whose dials is more than 80 whose dolls is less than 50 cool so you can already see people have different versions of what works for them so there is no single point of truth yeah there is no right answer to be fair no one's ever gonna get hold of me on the phone ever I don't answer my phone especially if it has no caller ID you're gonna get hold of me via email or via LinkedIn message so you know if I tell my guys we were trying to sell to guys like me to make 120 dials a day well then I'm probably wasting their time I need to think about blending their activities that is appropriate for them to achieve the results they want right so we want to start thinking and firstly what we do is hypothesize as to what those kpi's should be execute on those and see what the results are and then maybe look at tweaking the dials to see what is the right blend of doing that so what we're looking at here is a simple graph again it's it's good metrics to track whether it's and you can set whatever metrics you want but call what you're called to connect ratio which will connect ratio to meeting scheduled ratio what is your op sourced from meeting scheduled and so it helps you look at their funnel the BTR's accepting leads and then doing things to convert this into an opportunity and we want to know if we set them the right KPIs are we driving the right behaviors and are we yielding the results that we hypothesized that we would yield somebody this is very important when it comes to capacity planning we usually start off with our corporate goals don't start off with what is possible they start off with how much money do we raise awesome so we've got to do like 150 percent growth this yeah cool here's the number let's reengineering architect a plan that gets us there how many leads do we need what is our lead accepted how many calls need to be made on the leads that were given to connect how many connects conversations do you have to schedule a meeting how many meetings do we need to have to convert into an opportunity so I would encourage you to start thinking of top-down/bottom-up right you take the the top down corporate number that's being given to you and you reengineer how you gonna get there and then you've got to look at your human being capacity and your marketing capacity whether they can flow enough leads into the funnel to ultimately get you there and you reconcile in the middle now what we and then do is going so if we look at this graph we go like look at that awesome I've done tons of calls I've spoken to ten people each person spoken to ten people a day they've each booked two meetings a day we're golden we're now high-fiving one another so marketing have high-fived themselves here and Biddy Oz have high-fived themselves here but what we want to make sure is the yielding pipeline as a result of those efforts is the right kind of pipeline the blue line here the kind of light blue line at the top talks about in the red sari the kind of the bars the red bars below the line to note out so what we want to make sure is they're not throwing against the wall over the wall but so we want to make sure that we are having a high level of quality control because there's two previous slides you might have two departments that are going on spoofs at the end of the month but are celebrating their successes but when it goes over to the guys carrying a quota they're realizing the pipeline that these guys are producing for me is just not of a quality that we can do anything with so you want to look at the net inflow outflow not just what's going and keeping the other parts of the organization that kind of trifecta between marketing BDR and sales that everybody is holding themselves accountable and keeping themselves honest this is my favorite so the next two slides are my favorite if there was only two metrics that I would ever look at it would be these this one and the following one and that is the sales conversion final I hate the notion of applying a weighting to opportunities based on sales stages so some people will set up their salesforce instance where they will say if it's a stage one give it a ten percent rating if it's a stage to give it a 15 et cetera etc that's complete it's just completely made-up you should be using empirical data to inform that and this is what you're seeing here is conversion ratios ratios through the different stages in the final but this cannot be a human being made-up decision because you will just make bad decisions if that is the case you want to look at saying how much do I need at the top so that I can hit the numbers that I need at the bottom based on actual conversion rates but this is only one component sorry the other thing that I think is hugely important here is this is so powerful as a coaching tool for individual reps so powerful because what you want to do is say okay this is my aggregate across my organization a twenty two percent conversion rate from stage one all the way through how does this compare within separate sales groups perhaps selling different products so there might be some nuances so organizationally interesting but when we want to drive improve performance we need to take it down a level so how does different products align to our sales funnel how to different teams align to their sales funnel and then how does an individual rep compare to another individual rip within the same team and if we see wildly differing conversion ratios it's a it's a absolute trigger for coaching so very quickly you can realize if someone is losing most of their opportunities from stage one to two therefore you worried because they're burning through pipeline but you might say well either the pipeline they're getting is crap so we need to look at that but similarly maybe their ability to tell stories and convert convince people to come and engage with us through an evaluation phase is where they need where we need development on them so let's do some sales training some coaching and mentoring so very very informative sure sure so there could be anything but this is qualifying evaluation buying process fulfillment and deal these sales stages actually are aligned sure so I'll tell you the logic behind the stages and then I'll read them again what we do here is we talk about a buyer experience not a selling experience so we try and map our sales stages to the journey that a buyer is going on so they're qualifying us to see whether or not they want to keep talking to us stage one stage two we actually have another stage in our actual this is kind of dummy data we have a stage - that's called discovery which is we're discovering whether or not we can do business together they're discovering whether or not we're an organization that they could potentially buy from and is this technology that they want to evaluate so we're evangelizing at the stage the art of the possible you know this is what we do this is our value proposition they make a decision to go into an evaluation phase where they start evaluating us they start evaluating whether or not they actually want to buy whether or not this is technology or services or products whatever it is that they want to endorse and put into their business once you pass that you've got someone saying I'm in this is my project or under sponsor and I need to go through a buying process internally which is I need T's and C's to be looked at I need to make sure that commercially we're in good shape etc etc so I as your sponsor have made a decision that I'm in and I want to do this I'm now trying to get a quorum internally the next phase would be fulfilment which is guys we're good T's and C's are agreed commercials are done you should see receive the order in the next two or three days so just kind of fairly standard sort of sale stages that you might want to think about so very very very valuable information here very very valuable information to help inform capacity planning coaching how many leads you need but you have to overlay it with us which is how long does it take so it depends how you decide to do it everyone's different I like the idea of having a lead which is usually data then I like the idea of something happening some interaction with your content perhaps which causes the slight hand raise which would be a marketing qualified lead so in other words marketing have done something to create this the marketing qualified lead then goes over to perhaps BDR where they have that human interaction they try and book the meeting if the meeting is accepted by the salesperson I would call that then a sales accepted lead in other words looks good I'll take it thank you very much I'm gonna accept it and then I do the first meeting and I have the conversation and I'm gonna say you know what that's now a sales qualified lead I've had the first conversation I've qualified it I'm gonna take ownership it's now my responsibility to try and take them down the the journey to turn them into a customer that makes sense yep so overlaying the conversion rates with sales cycle helps you figure out how much stuff you need at what point in time so you can forecast more accurately because our conversion rates might be I don't know 90 percent that's great but you might have four sales stages and your sales cycle time might be twelve months so you're not gonna hit your number this month because you know 12 months hence so what we want to do is overlay time with conversion rates very very important for us to understand where are we are we in a position so how much pipeline sorry how much pipeline do I need and where does it need to be for me to hit my number at the right time so looking at those those conversion rates and sales cycle two very very important pieces of data the other thing that we want to start thinking about is are we wasting time on time wasters all of our guys hate saying checking out of a deal they are they hate checking out of a deal so they are like I think I'm in and most salespeople have happy years the reason for that is because we get rejected all the time it's a terrible job people say no more than they say yes so they get so depressed for themselves and when someone says kind of they go yeah baby I'm in deal review so how's that deal looking amazing absolutely amazing they said conda I'm forecasting it oh really that's awesome well they didn't tell me to get so this is good news right well hold on let's look at the makeup of that deal let's look at the information that you have it's do a full inspection of that deal and where we are on that deal to figure out is this the right type of account we should be chasing just because somebody who might perhaps not be the type of persona you want to sell to is maybe helping you educate them is saying kinda you want to make sure that you're not wasting time on time wasters let me give an example the best way to quantify the cost of a salesperson back of an envelope type type math if you have a million dollar quota you divide that by 12 months you divide that by four and a half weeks you divide that by five days you divide that by eight hours you get to something like four hundred and sixty-two dollars per hour that's the cost of a sales persons time per hour I just did that in my head I'm joking I did it five minutes before I came in so that that is about the cost of someone coming a million dollar target right so if it's hoffman and honors that's half of that and so what you can start thinking about is the value of a sales persons time and therefore we want to make sure that they're not wasting time on time wasters so not only is there the quality of the pipeline needs to be inspected but the quality of the individual deal their engagement and the human beings that they're engaging with what the next steps are so you can help assess and be that critical eye on their business as to whether or not they should really be spending time on those opportunities and what you're saying from this sorry you probably can't see that what you're saying is at stage one the deals that are one is the green bar so the green bars here are the deals that you're successful with you can see that you sitting in this example data at stage one for less than ten days and then you shift straight through the final but the deals that you lose you spend about twenty two and a half days at that time and the blue line is saying that those are still open opportunities that you're engaging so arguably the blue and the green line is full of deals that are crap and your guys should be going hard for a note to try and qualify them up otherwise they're spending so much time on those opportunities when they could be hunting in in richer pools of fish so again another overlay piece of data to help Shaw make sure that you guys are spending time in the right areas another thing that you might want to consider is what are the deals at risk and you can come up with your own risk metrics but the way we like to look at it is this a deal bigger than what you would normally see so if I'm seeing a deal that is bigger than my average I'm going hang on is this our type of customer can we win this type of deal if the answer is let's do a deal inspection but I want to know and these things to bubble up to meet the surface do a deal inspection and say guys it's not waste our time we're never going to win this deal this is not our market or we have a real shot at this thing let's bring in the cavalry let's bring in the executive team and it's over-invest to win but let's make sure that we surfacing that information other areas of risk might be and when was the last time you touch them or spoke to them so if it's camping with no activities logged against the particular opportunity then you want to be going hold on a second sounds like they're just not that into you I have this thing within our sales process called used to be called action and I've called it manner which is mutually agreed next action and if the action the next action is not mutually agreed-upon it's probably not going to happen so most people don't want to be horrible so when you say hey can I catch up with you next week to see how you're going there guy sure give me a call hey just three o'clock on the 15 sound good for you sure three o'clock in the fifteen comes along you know what I just went dark I mean it's really weird don't know what happened well the action wasn't mutually agreed-upon there was no benefit to the other party for actually saying yes to that and a clear objective was not communicated and stated therefore they're not gonna you know time is the most important asset we have and salespeople their job is to keep asking for more time and if they cannot demonstrate the value of the time that they're gonna ask for then you know the person on the other end of phones gonna say well and the meeting is going to say and I'm good thanks so what we want to figure out is when was the last touch that we had and how long has it been sitting in a particular stage so again if we look at that what we want to figure out is how do we bubble up those opportunities that have perhaps been sitting at a stage longer than is the average and there might be a perfectly plausible reason therefore but we want to at least have that that information I think it's so we can go and inspect it to say why is this taking longer than normal and if there's a good reason fine carry on but maybe your sales rep is a little bit stuck or they're just not that into you other thing we want to check out is why are we losing this is really really good information for sales and marketing to talk about because we can start to maybe engineer marketing campaigns and and collateral that talks to the reasons why you're losing right so yeah we've got timing that sounds like apathy to me lost momentum that also sounds like apathy to me authority that also sounds like apathy to me which means how do we drive momentum how do we drive urgency so that we don't have those as our lost reasons how do we get people to start thinking this is stuff we've got to do and we've got to do it today or tomorrow so loss analysis win-loss analysis very very critical to do as well and then what we can do is if we take all of that and we use the data science approach and we have tools that allow us to do this we have an ability to forecast more accurately and with more confidence we have an ability to start thinking about going into your board meeting or your executive meeting or your Monday morning forecasting call to say guys this is the number I think I'm comfortable delivering based on all the stuff that we've just gone through because I had very quick and easy access to the data to my pipeline to my wind loss ratios reasons why we've lost the shape of the pipeline my sales final my sales cycle time I think I'm good at predicting where we're gonna end up and the results merely take care of themselves our job becomes easy so if we focus on the performance the results take care of themselves and we don't live in a results obsessed world and get paralyzed by the obsession over results so remember we spoke a little bit about this you know this is the this is a day in the life of a data scientist they're extracting data they're running it through analytics platforms creating visualizations it shouldn't be this hard I've just showed you a very easy way to do it by clicking buttons and seeing data at their edge your fingertips you really can't cheat your way to become a get data scientist I'm speeding up something go go - one minute left five step guide get support you cannot do this in a silo if you choose to become more data driven you want to get support from the rest of your peers within the organisation going it alone means you will fail so you want to really talk to the benefits from your peers within the organisation and don't just tell them sell to them the benefits to individual sales reps unbelievable if you give this information to individual sales reps about their business they come Maxell they become much more sophisticated about what they choose to do and not to do set your SMART goals specific measurable achievable realistic and time-bound such that you can lock them in execute against them and then assess how you're achieved what were the results that yielded from those very specific and time-bound goals that you set yourselves create a culture of transparency and celebrate it you know the amount of people I've spoken to are like no night I want people knowing about that I don't want my CEO to know what I'm doing I don't want other parts of the business to have visibility into the sales part of the business I mean that is just ludicrous because people are there to help right we're all on the same team and then let's make sure that our one-to-one reviews with individual reps but all the conversations about driving the business forward are using data to inform those conversations not just opinion I think it's obvious right data shows data driven teams will perform better it's not that hard if you know how you just need the tool to be able to do so if you want to improve I always swear but this room is too big for me to get away with it so I'm not going to you should just do it do it measure it assess it look to improve it and then repeat cycle that's it