Is your revenue forecast wrong more often than it’s right? Have you ever stopped to ask yourself why?  You may find that it’s a big problem, and if so, you’re not alone, as it’s the most common problem CEOs talk about.


The good news is that this blog post will show you why your forecast is wrong and provide clear actions to correct it.  You’ll also get the structure to hold your sales leader accountable so the forecast is reliable.

The bad news is there is no magic wand. Like most sustainable solutions, it will require some work. You built a company to where a revenue forecast is important, so hard work is nothing new for you. 


Pushing your sales team is required.  You will have a road map to an accurate forecast and I will provide additional tools throughout the workbook.


The Recession is Here


Given the state of the economy, a choice must be made when you get your sales leaders to make corrections. Option 1: a sales organization that is a predator which takes accounts from your competitors. Option 2: is to be prey during the down economy. 


The choice may seem obvious.  You must make a conscious effort to build a sales organization that can win in a down economy.  Everyone is not ready to add value to your customers.  Think beyond sales skills and advance to anticipating the mindset and GRIT of a competitor. This is critical. Is everyone on your team ready? 


If you are unsure of the strengths & weaknesses of your sales team, look for the free offer at the end of this blog post, and take advantage of it.


Before you dive into the 7 steps, let’s consider what you already know about how your customers and your company operate in a recession or down economy.  The first thing to consider is how your sales organization pivoted in 2008 and 2009.  History provides great lessons for the future so use it.  What did you learn from the recession in 2008 and 2009? 


What did you learn during the shutdown in 2020?   These are all lessons that may help you reduce the impact on the current economic situation.   



Is your sales organization prepared to be a predator during the economic downturn, or will they end up being prey?


Did your sales team enjoy a flow of inbound orders in the last year?  We call it the bounce from the demand created during the shutdown.  Orders came in due to pent-up demand and the salespeople did not have to work as hard to meet their sales quotas. 


As the economy rolls into a recession, your sales team will need to work 3x harder to sell new logos and 2x as hard to protect the current customer base.  Yes, they will need to work harder and smarter.  Their mindset must change.


This also means that to be seen as a valued partner and keep high margins, your sales organization must bring new ideas and creative solutions to your customers. Let’s look at a common scenario most CEOs face every month: their revenue forecast.


Does this sound familiar?


  • The sales forecast for the next quarter hits your inbox and you are wondering if you should discount the forecast by 25% or 35% before you take it to your leadership team or the Board.


  • Sales leadership has missed the revenue forecast for six consecutive quarters.  At least once a quarter there is a bounce in revenue, but when you look under the hood, those were the months that your margins dipped significantly.


  • Your company is consistently recognized as a market leader in quality, the product team is innovative, and the marketing spend is generating marketing leads (MQLs). 


  • You granted the new sales leader the resources requested to upskill the salespeople in consultative selling.  Nine months passed and, again, you ask yourself, “why is the revenue forecast off by more than 35%?”



Put a different way, as CEO, you would never accept a P/L or balance sheet report that wasn’t 100% accurate, nor would you accept a production run with a 20% failure rate.  So, stop accepting bullshit forecast reports!



Why do you tolerate revenue forecasts that must be discounted?


In this workbook, I am going to share what high-priced sales consultants don’t want you to know.  You will get the reasons why the revenue forecast is wrong, and what your sales leadership needs to do to fix it!


For each of the 7 steps, you get:

  • Key Learning Topics
  • The Action Items You Give the Sales Leader
  • Action Needed From The Sales Leader
  • How you hold them Accountable

Your forecast is a report on the data accepted into the sales pipeline.  Your sales leader is responsible for the efficacy of the sales pipeline.  High-priced sales consultants don’t want you to know there is a simple fix, but I will show you how to protect the integrity of the data.

The fix is simple but requires diligence.  You pay your sales leaders to be attentive, and that requires that you hold them accountable.  I will give you the accountability framework to achieve an accurate revenue forecast! The process is simple, but not easy.


Here are the 2 steps (details in the workbook) –

  1. Stop the sh*t from entering a sales pipeline
  2. Practice diligence with pipeline hygiene



How do we get there?


Now, if you won’t hold your sales leader accountable and she won’t hold your salespeople accountable, you may as well stop reading!  An accurate and reliable forecast requires everyone to have clear expectations.  The sales leader will need to make changes to how she manages the sales pipeline.  She will have to change the expectations of the salespeople, and the sales managers plus create clear guidelines and standards for what is required!


Here’s why… You already have evidence of what weak processes and ineffective accountability deliver.  A crappy revenue forecast!  Let’s fix the problems once and for all.


The rest of this blog post is a workbook to solve the problem of an unreliable revenue forecast.  I am going to share a few tips for putting what you will learn into action.  You will not need to do the work, but you will need to set the expectations and hold your sales leader accountable. 


Points to note –

  • I recommend a recurring weekly 15-minute accountability meeting with the sales leader. You can delegate this to a CFO, but CEOs who run this accountability meeting immediately know if progress is being made.


  • Your situation is unique, so read through the description of each problem and the solution.  It’s up to you to assess how much of a problem the particular step is at your company.  Rest assured; each step is a problem.  The only question is the level of dysfunction.


  • There is a second version of the workbook at the end for your sales leader.  Share this with your sales leader. 





The seven fundamental reasons for inaccurate revenue forecasts are caused by neglect in the sales organization.  Just like in a car, the basics must be maintained for safe driving.  Regular maintenance of things like the oil, brakes, tires tread, clean filters, spark plugs, and fuel.

Your sales leaders may not be good mechanics or even know where to find the spark plugs.  This workbook will give them the knowledge and you the framework to ensure the sales engine is properly maintained.

But, before we dive into the 7 Steps and fixes, let’s establish the structure of the workbook.  For each of the seven steps, the format is the same:


  1. Description of the problem
  2. Key Learning Take-Aways
  3. Your Action Steps
  4. Sales Leaders’ Action Steps
  5. Accountability Framework

The intent is to give you the fundamentals that are usually missing. Sales leaders cannot be responsible for something they don’t understand. Most CEOs believe the sales leader is prepared for their role.  Sadly, they are not.  This is why the average tenure of a VP of Sales in the U.S. has dropped to 16 months.

Let me explain. Sales leaders who are coachable will embrace the opportunity to learn. Some may struggle but give them a fighting chance.  Those who push back may not be open to coaching or the direction you need to take the sales organization. Regardless, you must hold them accountable or move on.


The accountability framework is a set of questions asked of your sales leader. You will immediately know if they get it or if they need support & coaching. Here are the 6 questions.

  1. What is your approach to making the change?
  2. What resources will you use or need?
  3. How will you introduce this to the team?
  4. What is your plan to train & coach the team?
  5. What is your accountability plan for the team?
  6. What is your continuous improvement plan?


Accountability comes with the follow-up on each step. The sales leader must demonstrate the agreed upon outcome. A timeframe is set for each step and you must hold them accountable.  Accountability is critical for success!


It is common for the CEO to get busy and let accountability slide. However, failure is inevitable without accountability. Your revenue forecast will be wrong and the effort will be for naught. Here are two possible solutions:

  1. Can you assign the accountability & follow-up to someone on your leadership team? The person in the CFO seat is usually good with accountability. There must be a professional relationship with the sales leader and clear expectations.  You must still be engaged with the process!
  2. Hire a coach for the sales leader to hold them accountable. The coach must have a plan and experience. By the way, the reason I started Helix was to help sales leaders who are struggling. Would it really be a ridiculous idea to put your sales manager and sales leader into an intensive program that gets that training to help hold the sales team accountable?


The Workbook


7 Steps to Recession Proof Your Revenue Forecast Before the Shit Hits the Fan 


Here is the list of 7 Steps.  Let’s get to work.  


  1. Wimpish Sales Management (Leadership)
  2. Feeble Accountability
  3. Ungated Sales Pipeline – Everyone in the pool
  4. The Sales Process is not optimized for your business
  5. Proposals are not gated and given out like candy on Halloween
  6. Weak Integration with your CRM and your sales process
  7. The Salespeople are average or worse


  1. Wimpish Sales Managers

Sales managers can be a huge asset to a company if trained to coach and hold salespeople accountable. They must spend 50-60% of their time coaching their team.


A common mistake is taking the role of HERO. 

  • It looks or sounds like this; instead of taking the time to coach & train a rep when an issue arises, the sales manager jumps into the fray, does the work, and closes the sale all while leaving the rep on the outside looking in.


  • The rep learns nothing and needs the sales manager going forward for similar situations.  The sales manager wimps out instead of doing the work that will support long-term growth. 


  • This hero behavior hurts your sales culture and the growth of the team.  Some reps will not bring learning opportunities to the sales manager because they feel they will be taken out of their own deals and diminished! 


Another common problem with sales managers is they are not prepared for the role.  Too often, a sales manager gets promoted because they were a good or great salesperson.  The skill sets required for great sales management are different and they will need help. 


If you have a sales leader and a sales manager, the sales leader must work with the sales manager.  If you don’t have both roles, you will need to be the sales leader or hire a fractional sales leader.  Fractional service providers allow you to leverage experience until a full-time sales leader is needed. The sales leader or you must be coaching on:

  • Running Sales Meetings that refresh skills & share best practices
  • Debriefing reps after a sales meeting or call
  • Pre-call planning
  • Train the team on the sales process & methodology 
  • Holding monthly, 15-minute accountability meetings
  • Monthly Pipeline Reviews
  • Coaching techniques

There are lots of resources available, including Helix


Key Learning Takeaway 

Sales managers are often not prepared for the job.  They need help.  The VP of Sales must coach the sales manager.  If you do not have a VP of Sales, you must coach the sales manager on these elements or find a program or outside coach. 


Accountability Framework for Sales Leader.

  1. What is your approach to coaching the sales manager?
  2. What resources will you need?
  3. How will you have these conversations with the sales manager?  How often will you have these conversations?
  4. What is your plan to train & coach the sales manager?
  5. What is your accountability plan with the sales manager (Milestones & time frame)?
  6. What is your plan for continuous improvement? 




  1. Feeble Accountability

A high-performing sales culture requires accountability.  Elite salespeople will not work at an organization that accepts mediocrity.  Sales meetings in a high-performing sales culture are loud, fun, and full of good-natured competitive trash talk.  


If you believe holding people accountable is a negative attribute and contradicts your company culture, you are wrong.  High achieving salespeople love accountability because they achieve results.  When they miss, they know it. Great salespeople want constructive feedback.  Weak salespeople don’t like accountability or coaching because it makes them uncomfortable. 


Accepting mediocrity in a sales organization is a slippery slope that requires significant work to improve.  Tie personal goals of sales reps to the goals of the company, and everyone wins.  Show them what they need to do to buy the boat or house they want and you have the leverage to help them achieve their goals!


If accountability is a bad word in your sales organization, you probably have weak salespeople, and/or weak sales management.  Get the right people on the team. Here is a 15-minute accountability meeting structure that is effective, avoids micromanagement, and shines a light on the poor performers.  Yes, you must weed out the non-performers. 


  • The meeting takes place early in the month as soon as the sales manager has the previous month’s revenue figures.  
  • The meeting is scheduled, not a hallway conversation.  
  • The meeting is scheduled for 15 minutes.  


  1. Revenue is reviewed.  Was the goal achieved or not?  
  2. The pipeline is reviewed for health, size, what is new, and what has been advanced since the last meeting.  
  3. Did the sales activities, prospecting, and meetings meet the KPIs agreed to? 


  1. If the revenue is achieved, the meeting is over.  Accountability achieved.  If achieving revenue goals is uncommon with the rep, a look at the pipeline is prudent.  5 minutes.
  2. If the revenue goal is missed, the sales manager must look at the health of the rep’s sales pipeline for size.  Size is determined by the annual revenue goal divided by the rep’s win rate percentage.  The sales manager must also ask what was added and advanced in the process since the last meeting.  If the pipeline is healthy, the meeting may end.  10 minutes. 
  3. If the revenue goal is missed, and the pipeline is weak, the sales manager has no recourse but to look at KPIs.  Is the rep doing enough prospecting?  It is not micromanagement because the rep failed to meet the objectives.  


Key Learning Takeaway   

The 15-minute accountability meeting is easy and effective.  Creating accountability with salespeople is as easy as following a simple process that is effective, efficient, and consistent. Sales managers must be tough.  High-performing sales teams expect and accept responsibility for their actions.  


Accountability Framework for Sales Leader

  1.   What is your approach to making the change to creating accountability?
  2.   What resources will you need to do this?
  3.   How will you introduce this to the team?
  4.   What is your plan to train & coach the team?
  5.   What is your plan to implement a consistent accountability plan?
  6.   What is your continuous improvement plan? 


Auxiliary Questions: 

  • What are the metrics in place to measure success monthly?
  • What is your approach to establishing accountability with the team? Frequency?
  • Are you using the technology to make these accountability meetings efficient for everyone?
  • How do you think all of this affects the revenue forecast? 



  1. Ungated Sales Pipeline.  Everyone in the Pool – Regardless of Qualification

If you don’t do anything else, stop allowing salespeople to decide any prospect who can fog a mirror is qualified.  Just because they give you an RFP or ask for a quote does NOT make the prospect qualified.  This kills your revenue forecast before it has a chance!


Sales reps create opportunities for projects that will never close.  They don’t do this to mislead you.  They do it because they don’t value their time or your resources and they believe hope is a qualification for an opportunity.  Mostly, they do it because they are allowed to get away with it.   

They need a gate to ensure compliance.  Some sales reps believe everyone will buy from them but that’s a delusion.  If you offer inbound leads or marketing qualified leads and you don’t have a structure to qualify these leads, your forecast will be wrong!  

You need a gate or scorecard to define when a prospect is fully qualified to enter your pipeline.  This problem must be fixed.  Not everyone is willing to pay for the value your company offers; not everyone is ready to do business now.  We don’t toss these prospects in the weeds.  We nurture them, but they don’t enter the sales pipeline.  Think of the sales pipeline as hallowed ground. 


Salespeople don’t get to decide how or when a prospect is qualified. Sales managers must enforce a scorecard and guard against crap entering the pipeline.  Think of the pipeline as sacred because if the crap enters the pipeline, it shows up in your forecast!


How do you create a scorecard?  You must know what matters to win.  Know your strengths.  Know why you win consistently.  Understand which industries, companies, and individuals care about what you offer. Prospects are smart and manipulative.  If your salespeople are easily manipulated, they need clear criteria. 


How do you create a scorecard to qualify a prospect?  

You must score the prospect and their needs against a set of qualifications.  You create the right qualifications by knowing why you win.  

I strongly recommend a whiteboard session with the top salesperson and sales managers to create the criteria.  They actually know the criteria, they just need help to define it plus coaching on diligence.  


Have the sales leader establish the perfect, non-existent prospect – a persona or ideal buyer.  If you have complicated the sale with lots of moving pieces, the more robust the criteria must be.  

Instead of “does the prospect fog a mirror”, or “did the prospect open an email”, you must look to disqualify a prospect before they pass through the gate.  That doesn’t mean they will never be a prospect, but maybe not now.  

Criteria examples may include: 

  • Does the prospect have a problem we can solve?
  • Why do they need to solve the problem now?  
  • Do they substantially fit our ideal client profile?
  • What is their timeline to purchase? 
  • Who else at the prospect’s company cares about the problem & solution? 


The criteria may need to iterate over time, but only after you have data to make decisions.  Sales managers must roll this criterion out to the salespeople.  The salespeople won’t like it, too bad!  Those that grouse the most have a pipeline that causes your forecast to be inaccurate.


The sales team believes criteria will force them to work harder when the opposite is really true.  Criteria will make them more effective, their win rates will increase, and the sales cycle will be shorter. The criterion they’re using now doesn’t work. If it did, your forecast would be accurate.

Your sales managers MUST police this gate.  No more crap gets into the pipeline!


Key Learning Takeaway

Only allow Qualified deals in your sales pipeline because that feeds your revenue forecast.  There is a direct correlation between your sales pipeline size, accuracy, and hygiene to your revenue forecast.  Diligence is required.   


You must have a clear method to ensure salespeople qualify deals.  You must know why you win deals and how you differentiate.  If your team cannot articulate these simple facts, they must be trained!  Create a scorecard and a gate to your pipeline and enforce it! 


Accountability Framework for Sales Leader

  1.   What is your approach to creating a scorecard, and ensuring qualified opportunities?
  2.   What resources will need to do this? How are you using technology to manage this? 
  3.   How will you introduce this to the team?
  4.   What is your plan to train & coach the team?
  5.   What is your plan to implement consistency?
  6.   What is your continuous improvement plan? 


Auxiliary Questions: 

  • What is your accountability process with the sales reps?
  • What are the consequences for missing revenue 3 months in a row?
  • How do you think all of this affects the revenue forecast? 
  • Tell me about your pipeline reviews.
  • How do you think all of this affects the revenue forecast? 



  1. The sales process is not optimized.


The sales process is the context for everything your sales organization does.  It is used for coaching.  It is how accountability is defined and, when optimized, ensures a deal is right where it should be.  


What does it mean to have an optimized sales process? There are stages and milestones reps achieve as they go through discovery with your prospects.  The sales process represents the journey a buyer must take for your team to provide a successful solution and a sale. 


The sales process is the map your salespeople use to conduct business your way.  The process guides your team to consistently ask the right questions at the right times.  It becomes the language salespeople use to talk about opportunities.  The process is the context for sales managers to be doing pre-call plans, debriefs, and coaching with the salespeople. 


Key Learning Takeaway

Your sales process is the language used for talking about deals and coaching deals; it provides the context for accountability and performance.  It is optimized when it represents the stages and milestones your salespeople must follow to guide their prospects on their buyer’s journey with your company. 


Accountability Framework for Sales Leader

  1.   What is your approach to changing and optimizing our sales process?
  2.   What resources will you need to do this?
  3.   How will you introduce this to the team?
  4.   What is your plan to train & coach the team to use the sales process & improve performance?
  5.   What is your plan to implement consistent use of our sales process?
  6.   What is your continuous improvement plan? 


Auxiliary Questions: 

  • Is our sales process staged, milestone-centric, and does it look similar to the sales process represented in the Appendix?
  • Is our sales process used consistently by the sales team?
  • How do you think all of this affects the revenue forecast? 



  1. Proposals are not gated

Proposals have valuable information within.  Would you want your competition to receive a copy of your proposal?  They can learn about pricing, offerings, terms, and your differentiator.  So, why do salespeople feel compelled to give them to anyone who knocks on their door?  


Proposals should be gated which means they don’t go out without being qualified. They need to have a scorecard that identifies what information should be known, or what conditions are in place that creates wins.  

Ask yourself why you win.

  • Is this client’s challenge similar to problems you solve?  
  • Have you had success with others in this industry?   
  • Is there a demanding timeline that works to your advantage?  
  • Does this prospect always ask for a quote, but has never awarded you a project?  


Would you like to increase the win rate of your sales team?  

Stop letting salespeople send proposals out without meeting defined criteria.  This doesn’t mean the team doesn’t send the proposal.  It means they understand why they are sending it and understand what happens next.  

When you create a scorecard for proposals, you gain a meaningful metric.  For example, proposals for opportunities with a score under 65%, close 39% less than those with a scorecard rating of 75%.  Your team can gather this type of data and improve their performance.  


When this data is available, the sales team can begin to understand what caused the lower win rates.  Perhaps they can do a better job of uncovering information from the prospect. The sales managers and leaders must have data to help the salespeople improve their skills and be better. The revenue forecasts will be more accurate plus information that can be used to improve performance.  All this because the team consistently asks a few more questions.


Even with RFPs and RFQs, salespeople should understand what to look for when providing a bid and when not to offer a proposal.  Salespeople can influence the bid process by asking good questions about the bid documents or offering suggestions to help the buyer get what they really want. 

Do you see how this will improve revenue forecasts?


Key Learning Takeaway

Without a scorecard or gate, proposals are given to unqualified prospects.  Or worse, they are given to your competition.  Without a scorecard, win rates will be lower, and this will hurt your revenue forecasts.  


Accountability Framework for Sales Leader

  1.   What are your thoughts and approaches to building a scorecard for proposals?
  2.   What resources will you need to do this?
  3.   How will you introduce this to the team?
  4.   What is your plan to train & coach the team to use a proposal scorecard & improve performance?
  5.   What is your plan to implement consistent use of a scorecard?
  6.   What is your continuous improvement plan? 


Auxiliary Questions: 

  • Do we use a scorecard to evaluate opportunities before a proposal is provided to the customer?
  • What is our current criteria to qualify a prospect before a proposal is sent to a customer?
  • When there is criteria, how do the sales managers insure compliance? 
  • How do you think all of this affects the revenue forecast? 


  1. Weak Integration

More technology is not the answer.  Integration of the tools must drive performance.  I believe a sales rep with a telephone, curiosity, skepticism, empathy, a yellow pad, and the ability to listen is still a pretty good tech stack.


A computer with internet access, a CRM that enables your team to focus on prospecting, and sales opportunities that integrate your sales process provide a significant advantage. True optimization requires the process to be integrated into your sales technology stack. Don’t let technology hold you back from making progress with your revenue forecast.  


A good tech stack must be embraced by your sales organization not because you asked, but because it makes them more effective.  Do you remember the stat from earlier, that a sales leader should spend 50-60% percent of their time coaching? A sales leader with their head buried in a CRM is not much of a coach or a leader.  


A CRM must be integrated with your sales process and provide data on metrics with dashboards and visual pipelines.  If you have sales playbooks, those should be integrated as well. 


There are many CRM tools out there.  Some provide an ROI, and some never will.  Select tools carefully.  Personally, I only recommend one CRM product.  Membrain. It does everything we’ve talked about above and is easily tailored to fit your business. You can try it for free here

Check it out.  If you are invested in one of the big brands, okay – make it work.  Keep it simple, get your sales process integrated, and gain full engagement with the entire sales organization.  


Key Learning Takeaway

More technology is not the answer.  Integration of tools to minimize duplication of work, and easy access to data, is key.  Most importantly you need your sales process in the CRM so the reps can follow the process, and optics for management, and a revenue forecast that you can view at any moment.  


Accountability Framework for Sales Leader

  1.   What are your thoughts on our current tech stack and its integration of our sales process. ?
  2.     What resources will you need to do this? What tech is not being used?
  3.   How will you engage the team with technology?
  4.   What is your plan to train & coach the team to be more effective with our current technology?
  5.   What is your plan to implement compliance & engagement?
  6.   What is your continuous improvement plan? 


Auxiliary Questions: 

  • Please describe the methods used to manage the pipeline & the frequency completed with technology.
  • Are all of the salespeople using the CRM properly & fully?
  • Do they all understand how to do what they are supposed to do? 
  • If we do have full engagement, how can we rely on the output? 
  • How do you think all of this affects the revenue forecast?


  1. The Salespeople are average or worse.

How many of your current salespeople would you hire today?  Have you lost performing salespeople based on the sales culture?


Objective Management Group has 30 years of data on salespeople, sales managers, and sales leaders from over 2.2M sales evaluations and assessments.  OMG’s data demonstrates that 5% of salespeople fall into the elite category.  49% of salespeople are weak, and you don’t want them on your team.  


If you have the wrong salespeople on the team, you will never have a high-performance sales organization.  You probably should look at your hiring process and selection criteria and remember, salespeople, are so much better at interviewing than the average hiring manager.  

Why? Because the hiring manager falls in love with a resume that shows “industry” experience.  Or they allow their bias to cloud their judgment. I have heard many hiring managers exclude candidates because of the University they attended.  


It is much easier to hire better salespeople than it is to train sales managers to be better. Your sales managers and sales leaders must always be on the lookout for great salespeople.  Always be recruiting. 


Key Learning Takeaway

You cannot have a high-performance sales team without good salespeople.  Your sales organization should always be in recruitment mode and building a bench. How many of your salespeople on the team today would you rehire? 


Accountability Framework for Sales Leader

  1.   What are your thoughts on our capabilities for the current sales team?
  2.   What resources will you use or do you need to build a bench?  Coach up the team?
  3.   How will you engage the team to help you, help them?
  4.   What is your plan to train & coach the team to be more effective?
  5.   What is your plan to build or rebuild the sales team?
  6.   What is your continuous improvement plan? 


Auxiliary Questions: 

  • Is our hiring process for salespeople the same as hiring other employees?
  • Please describe our onboarding process for new salespeople.
  • What criteria do we use to evaluate the sales candidates for comparison?
  • Do we use standard questions during the interview process? 
  • How do you think all of this affects the revenue forecast? 



Now you have the steps to instruct your sales leader to make the changes required to fix your revenue forecast. Take the reins and make it reliable and accurate!  Your sales organization is not as complicated as you think.


Nothing will guarantee success.  You are too smart to be asking for guarantees.  The smart play is to be proactive.  Consider these 7 ideas to improve your revenue forecast, and implement them.  Take action.  Use the accountability framework to take your sales leader through the steps in the workbook.

You must hold your sales organization accountable for each step.  If you try to shortcut this, so will the sales leader.  Paint the entire picture with an emphasis on accountability along the way.  


The average VP of Sales tenure has dropped in the last five years from 18 months to 16 months. The VP of Sales does not know how to fix the revenue forecast, but the information is available for them to solve the problem.  Typically, it is their fear of not being the expert that causes them to do the same things and expect different results.  You can break that pattern now.  


Because you have read this far, I will make this offer –
I will give you a 90-minute consultation session over Zoom –  a $1,500 value. I will meet with you.  We can look at your sales process, strategize, and answer your questions to help you get this done.

Book your time here

This plan will work in a down economy and good times.  You just need to execute.