Why Are You Still Doing Pipeline Reviews?2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Nigeria Sale Concept

Why?

While this long entrenched ritual has some utility, it more often than not ends up being a painful and torturous waste of time. Reps are rarely truly prepared and while this is not excusable, it is usually because they feel that regularly these are a CYA exercise their managers go through. Numerous times I have seen mangers schedule their pipeline reviews just in advance of their review with their higher ups in the hierarchy, not much in that for the rep but the stress.

The whole concept of a pipeline “review” is flawed and a practice that should be a relic of the past, a past where CRM’s did not exist, and managers had to submit everyone to the grind, be that one-on-one or a group agony. Some still tell me that a pipeline review meeting is conducted to confirm and validate the information in the pipeline on each deal, be that end date, deal size, weighted likelihood of closing, and other data are all accurate. Why? Their answer “Managers need to ensure that their sales forecast is accurate, questionable opportunities that could impact accuracy, need to be identified, flagged and or removed.” CYA, fun with numbers, the manager brings his/her subjective bias to things, the Director adds his/hers, and by the time it makes it “upstairs” the plot and theme of the story has little to do with the rep.

The other subtexts is about coaching “Great coaching opportunity”, but is it. I find most use it to talk deal and tactical strategies to closing the deal now, a good thing, but not coaching. In fact when I ask most front-line managers if they have an annual coaching plan for individual reps, the answer is no, which is why the coaching is tactical and situation, all of which would improve if they were aligned to an ongoing development plan.

Others will point to the need for data quality, but I have always wondered why focus on the quality of the data rather than the quality of execution, if you had that, the data would be much better to start with.

So what is the alternative?

Switch gears, go from reverse to forward, from Reviews to Previews. Don’t get me wrong, I have nothing against reviewing deals, why we win, lose or get no decision at all, and there are many lessons to be gained. But if you want to help reps with their pipeline, and change ongoing performance, close more and beat quota, you need to look forward. Do pipeline Previews. Look at active opportunities they will be interacting with in the coming week, a better focus. Who are they going to see, why that person, what are they looking to specifically accomplish that will move the opportunity forward or allow them to disqualify it, yes take it out of the mix, what are the potential roadblocks, resources they may require achieve things. Examine how many new (real) opportunities are in the pipeline this week over last. These are not only more forward looking, more telling about the quality of execution but an opportunity to coach in the present, when it can make an immediate and long term impact, rather than review the past. Question of Leading vs. Lagging indicators and related actions. Do this regularly, weekly, rather than monthly, do it as a team, great learning by osmosis opportunity. Do not do this at the same time as a coaching meeting, schedule those individually, and another day of the week; yes formal coaching every week, over and above the situational daily coaching.

As I said above, want to increase quality of data, focus on improving the quality of execution. If they were allowed and instructed to take trash out of the pipeline, and coached on how to get real opportunities in, and then how to usher them through to close, the data would not only be impeccable, as well as the results.

Tibor Shanto

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2 Comments

  1. steve dodd

    Tibor, recently i’m really struggling with all the sales ‘bashing’ i’ve been reading about lately. The terminology might be bad but the root of all of this is a clear misunderstanding of the selling process and all it entails. Your post, although totally accurate, suffers from the same issue.

    Pipeline reviews are crucial. But, if sales teams are not using them to plan strategy and ‘preview’ as you suggest, the fault is that of faulty approaches not the function itself.

    But, great comments on the real value of regular reviews and where the focus must always be!

    • Tibor Shanto

      Steve,

      Thanks for the feedback.

      I share your view, and was not looking to bash sales people. To some degree questioning the practice by some sales managers who misuse the process.

      I think planning and strategy are crucial, and execution more so, which again go to approach, not the function.

      Tibor

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