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B2B Sales Rep
Alex Buckles

Breaking Down The *Love/Hate* Relationship with Updating CRM and Next Steps for B2B Sales Professionals

Every week, millions of sales reps across the globe have their one-on-ones with their managers. What’s common between most of them? Just before their meeting, they rush to CRM to update their opportunities.

“Make sure all of your opps are updated in Salesforce.” — Felt like a weekly lecture for me, as it does for most reps. Updating opportunities felt like the bane of my existence every time I had to do it. Why did I have that feeling though? Why was my manager always such a pain about it (no offense) and do they really need this done? Especially the “Next Step” field. It’s like without that, managers lose their minds! 

Yet, when I go to enter it, it tends to be this tiny little text box that has a character limit of 255. For you non-technical sales people out there, “character” also includes spaces (lovely, huh?). I can’t tell you how many times I’ve hit that limit and have had to redo my entire statement to make it digestible for management. 

I also know there’s so much context and key information missing, there’s NO WAY someone could independently determine where my deal stands. Not to mention those companies who decide to force formatting requirements (i.e. You must enter a date in XX/XX/XX format and when you reference someone’s name, you must also include their title)… whelp…there goes 20% of my available space.

Or maybe you’re a rep that’s been blessed by a Sales Operations team that’s gotten rid of the standard next step field and has replaced it with a custom “long text” field that gives you somewhere between 32,768 characters and 131,072 characters. Now we’re talkin’! (sarcasm).

And let’s face it, a lot of rep updates consist of simply changing the date of the entry. The manager is likely none the wiser with so many deals to manage and no historical values of the next step field being displayed. I researched this topic and saw a lot of technical articles about how to extract the field history and blah, blah, blah. With all of this technology in our lives, I can’t believe this is even a challenge. There are literally companies receiving investor funding for making it easier to update fields in salesforce, which is mind boggling. 

For those that want a quick & easy way to update Salesforce, here’s a free google sheet template we created that’ll allow you to quickly update all of your opportunities on a single screen and have those updates push to Salesforce, including the next step field. No investor funding required. Ha! But, it should save you an hour or two per week, so we’re happy to do that for you.

In all seriousness though, let’s get back to those questions I posed earlier:

 

Why do I feel annoyed when I have to update all of my opportunities? 

It’s primarily because I’m doing so for the benefit of someone else and, for me, I struggle with that small space to articulate where the deal stands. If you have a fair number of deals, this can be a very time-consuming process. 

Why is my manager always a pain about these updates and do they really need this information?

You’re not the manager’s only rep and it’s impossible for a manager to remember every deal, so these updates should serve as a reminder to the manager about where each deal stands. And yes, they need this information so they can provide you with proper coaching. It’s the manager’s job to help you be as successful as possible. As part of that, he/she needs to see where you’re at, what you’re up against, and what you plan on doing next to progress the deal. With this information in hand, the manager can affirm your plan, stop you from making a bad move, or suggest alternatives to help you get to the next stage of the deal.

What should be contained in the update?

  • You should always ask yourself, “What is the next stage of the deal and what do I need to do next to get myself there?” The answer to this question is what should be in your update.
  • The content of updates could vary from deal to deal or company to company, depending on the complexity and length of your sales cycles. If you’re not working a complex deal, you can literally provide a play by play with each update (“Demo went over well with 2 of 3 stakeholders. Providing pricing next and need to schedule time with the stakeholder that’s struggling right now”).
  • But in the complex sale, there could be many more stakeholders and lots of different activities happening simultaneously, each of which could have their own update. You could have next steps per stakeholder even. Since the next step field is primarily for someone else’s benefit, and you’re going to have to verbally explain the complexities anyway, put items in the next step field that will remind you to verbally explain what you need to in your one-on-one. Example: “IT – Security Review. Evaluation Committee Meeting next week. Procurement – Engaged, but slow. Competitor ‘A’ causing challenges.” — These are all just ticklers for you, so you know what you want to cover with your manager in your one-on-one. 

 

How often should the next step field be updated?

Again, this depends. If you have short sales cycles that move fairly quickly, you could be updating that field often because you’re probably leveraging it for your own opportunity management, as opposed to entering text in that field for another person’s benefit. In my opinion, the next step field should only be updated when there’s a new next step, but that could cause angst with management as they might think you’re not working the deal if it’s been two weeks and the field hasn’t been updated. This is why looking at these fields alone isn’t good for management. There’s so much more to the story. But, let’s face it, unless management has the right technology in place to see the full picture, reps are going to be stuck updating this field on about a weekly basis to keep everyone at bay and satisfied.

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Mollie Bodensteiner

Revops Advisory

 

Mollie Bodensteiner is an experienced operations professional with a demonstrated track record of utilizing technology to support operational processes that drive performance and innovation.

She currently is the Vice President of Operations at Sound and owns go-to-market agency, MB Solutions. Mollie has previously held operations leadership roles at Deel, Syncari, Corteva and Marketo.

She has over 14 years of experience in both B2C and B2B operations and technology. When she is not working, Mollie enjoys spending time with her husband, three small children, and two large dogs.

Childhood Career/Dream:
Growing up in the age of Disney and Nick@Nite I always wanted to be a child actor (good thing that never was actually pursued 🙂

Favorite Win:
I am not sure I have a specific “win” but I think I get the most joy and excitement from coaching others and watching them hit major milestones in their career. The first time you get to promote someone on your team or watch them lead a major project – are always career highlights!

Personal Fun Facts:
Favorite Song: If it’s love, Train
Favorite Movie: Good Will Hunting
Favorite Meme: Disaster Girl

Kelsey Buckles

Director of Operations

 

My journey from Education to Operations has equipped me with a unique perspective and skill set that perfectly aligns with Forecastable’s mission to help businesses improve sales collaboration through partner co-selling strategies.

At Forecastable, I am passionate about empowering teams and organizations to unlock the full potential of strategic partnerships. By leveraging my expertise in communication, leadership, and operational efficiency, I contribute to creating seamless co-selling processes that align with business goals and deliver exceptional results.

The intersection of my educational foundation and operational experience fuels my dedication to fostering alignment, building trust, and enhancing collaboration between partners. I am driven by the opportunity to contribute to a platform that not only optimizes sales strategies but also strengthens relationships that lead to long-term growth.

Paul Jonhson

Chief Technology Officer (Co-founder)

 

Paul Johnson has 20+ years of software development and consulting experience for a variety of organizations, ranging from startups to large-enterprise organization with highly-complex needs.

Mr. Johnson has a long track record of successful technology deployments.
This, combined with his deep passion for machine learning and exceptional user experience design, allows him to lead our technical direction from the front with confidence.

Alex Buckles

Product, Partnerships, and Value Engineering (Co-founder)

 

After serving in The United States Marine Corps, Alex Buckles spent the next two decades as a student of revenue production and an advocate for innovation.

Along the way, he has helped numerous companies achieve double and triple-digit growth by crafting and executing high-performing go-to-market strategies, with co-selling at the center of each.

As a once-advanced technical marketer, an expert sales & partner professional, and a strong customer success advocate, Mr. Buckles understands the impact of these functions aligning not only on revenue production, but on the day-to-day execution of the go-to-market strategy. This concept of revenue-team alignment is what quickly became the foundation of Forecastable back in January of 2018.

In his free time, you’ll find him spending quality time with his children, one of whom is on the autism spectrum. 1 in 36 children in the U.S. are on the spectrum and boys are four times more likely to be diagnosed than girls.

With that in mind, Mr. Buckles plans on dedicating the rest of his life serving those living with autism, through his organization Pathways for Autism. From his perspective, there must be a scalable and financially self-sustaining infrastructure established to put as many individuals with autism as possible on a path towards complete independence as adults.

Dave Govan

Chief Executive Officer, Forecastable, Inc.

Dave Govan is the Chief Executive Officer of Forecastable, Inc., a Privately Owned, Managed Services SaaS business helping Companies improve Collaboration and Sales Productivity with Partners. In his role Dave leads all aspects of the business.

Prior to Forecastable, Dave was the Global Chief Revenue Officer for NetWitness, a $200m business in the CyberSecurity Industry. At NetWitness, Dave led all customer-facing functions including Sales, Marketing, Channels, Professional Services, Customer Support, Customer Success and Sales Operations. In his role Dave assisted the Chairman on hitting EBITDA and Revenue Targets for the new Private Equity Owners after carving the business out from three other businesses at RSA as well as divesting from Dell EMC. Dave created and led a customer-first approach unifying all functions internally and externally to manage the transition and rebuild the organization. Prior to Netwitness, in his first two years at RSA, Dave was RSA’s Chief Revenue Officer of the Americas achieving his Revenue Targets in 2019 and 2020 and grew the business from $400 to $540 million across all Product Lines.

Prior to joining RSA, Dave was Vice President of Sales within the Big Data, IoT and Analytics Division of Hitachi Vantara for two years improving collaboration between Hitachi’s Hardware Sales Organization and his Organization resulting in closing large Software Contracts and achieving Plan. Prior to joining Hitachi, Dave served as Chief Revenue Officer for two early-stage SaaS growth companies, Sailthru and Dynamic Yield in the Marketing Technology space. In each role Dave built SaaS businesses from the ground up and laid the foundation for successful exits. At Sailthru, his Team closed 250 New Logos in 2 ½ years and grew Revenue from $3.7m ARR to $32m ARR Run Rate, increasing AOV by 10x. Prior to Sailthru, Dave founded and operated G2 Strategic Advisory Services full time, for five years helping Technology founders optimize Go-to-Market Strategies and improve Sales and Marketing execution.

Previously, Dave was Chief Revenue Officer of the Americas for VeriSign leading a $200m+ Sales Organization. At VeriSign, Dave turned around the organization and consistently achieved his numbers resulting in a 37% CAGR vs the Industry Standard CAGR of 17%. Prior to VeriSign, Dave worked as Chief Revenue Officer, in the Data Integration space joining Juice Software pre-product and helping the scale to their first Enterprise Customers. Previously, Dave worked at NetPerceptions, market leader in Personalization Technology, as VP of Sales for US East, Canada and LATAM. Prior to NetPerceptions, Dave worked for five years at Oracle Corporation in the Enterprise Major Accounts Organization. In his second year at Oracle, Oracle’s Executive Leadership Team named Dave Global Account Manager of the Year and he was given a double promotion to Regional Sales Manager, his first Sales Leadership role.

Dave started his technology industry sales career at Digital Equipment Corporation, the then 2nd largest Technology Company in the World. At DEC, Dave received excellent training and mentorship which helped him become a successful Major Account Executive, achieving Plan Eight years in a row, including two Top 10% Awards out of 5,000 Reps resulting in six promotions in eight years.

Dave’s professional development includes training by Dr. Jeff Spencer, former Olympian and Author of Champion’s Blueprint, and completion of Executive Training Programs with Dr. Noel Tichy, Director of the University of Michigan’s Global Leadership Program as well as an Executive Leadership Course at Babson College’s Executive Education Center.