WHO IT IS FOR
Your reviews will not get better until everyone is describing the same thing.
You do not have a visibility problem. You have eleven versions of the truth, one per rep, and a forecast assembled from verbals.
WHAT IS REALLY HAPPENING
The reps are not going high enough, not quantifying the consequence and not mapping power. You know this because you have said it in every review this quarter.
THE WORK
Replace repetition with a structure the team runs on every call.
Make every deal legible in the same language, so inspection becomes a decision about where effort goes.
Rebalance the quarter: one third seeding, one third building, one third closing.
Keep performance ownership. The motion complements what you run; it does not duplicate it.
THE OPERATING STANDARD
When every deal is described the same way, review stops being an argument about whose account it is. It becomes a decision about where the effort goes.
THE NEXT MOVE
Do not start with a programme. Start with the one live deal, account or operating problem that tells you where the motion is missing.
PRINCIPLES TO APPLY
The thinking behind the move.
02
Sales is a motion to be navigated, not a process to be followed.
A complex deal is a sequence of buyer decisions. The job is to read the moment, name the most important next decision and turn it into a move.
Read in the manifesto05
Nail it before we scale it.
Do not multiply a motion that is still dependent on a founder’s memory, a top seller’s instinct or a generic playbook. Capture how you already win, make it teachable and test it on live deals first.
Read in the manifesto11
Measure Buyer Activity, not seller activity
Whether the buyer articulated their problem back to you, gave you access to power or sent the first message after reaching the product. One hundred emails that produce one qualified conversation count as one.
Read in the manifesto