Sales managers should structure reps' calendars into blocks for calls, prospecting, and account work rather than setting arbitrary activity quotas like 70 dials. Work backward from revenue targets to create an equation that defines how many meetings and accounts each rep needs to hit their number.
Chapters
But I think first and foremost, it's like, figure like what does a successful day look like for a rep? And so giving them like almost like blocking off different calendar chunks of this is when you make your calls, this is when you actually are scrubbing your accounts and prospecting and adding the right contacts into sequences. And so they know exactly where to spend their time. But taking a step backwards, I'll say if you tell a rep to make 70 dials, guess what they're gonna make? 70 and have a very hard stop at 70. And so eliminating like the, the what I'll call just like checking the box type of activities throughout the day and like truly getting to a point where you have what I'll call like a, an SDR sales equation and working backwards off of knowing what someone's quota is, but basically like how many meetings do they need to schedule for that to happen? How many accounts need to go into a sequence for that to happen? And truly defining like what working an account actually means.