Jason Jordan > Quotes

“It became clear that the results of our actions are not as controllable as the actions themselves.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Of course, as high-level corporate outcomes, Business Results cannot be directly managed. To exert any form of control over these numbers, leadership needs to select the right Sales Objectives and manage the right Sales Activities to drive its desired outcomes.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“It became quickly apparent that sales pipeline metrics have two distinct uses. The first intended use is to measure the health of the company looking into the future.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Crisp Sales Objectives are the difference between a chaotic selling effort and a precision selling effort.”
― Jason Jordan

“We refer to this set of selected metrics as A-O-R rather than R-O-A because it emphasizes Activities as the drivers of the Objectives and Results. In”
― Jason Jordan

“confidence that its sales force will react accordingly. Crisp Sales Objectives are the difference between a chaotic selling effort and a precision selling effort.”
― Jason Jordan

“If Account Management is important to your organization, then do it. If not, then do not. But don’t find yourself in the middle ground of investing moderate effort with zero return. The”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Since not all customers are equally desirable, sales management must be directive about where its salespeople are investing their time.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Hiring the right salespeople, deploying them in the right way, targeting the right customers, and selling the right products is the only formula for long-term organizational health.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“The objective of the Market Coverage sales metrics is to help make staffing and time allocation adjustments that will keep your sales force operating at peak productivity. There”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Crisp Sales Objectives are the difference between a chaotic selling effort and a precision selling effort. For any organization that offers an assortment of products to a diverse customer base, a laissez-faire management strategy is a high-risk and potentially wasteful approach.”
― Jason Jordan

“Basically, our ability to report data accelerated faster than our ability to understand it.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“First, you need to ensure that you have enough selling effort to sufficiently cover your target markets. Second, you must develop a sales force capable of effectively selling your products and service. Third, you need to focus them on the right types of customers. And finally, you must provide them with guidance on what types of products to sell.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Greater visibility provides you with exactly that—greater visibility. Not greater control.”
― Jason Jordan

“Therefore, the closest you can get to managing your sales pipeline is to manage your salespeople’s opportunities and calls. In”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Plan from the top to the bottom, and then manage from the bottom to the top.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Letting go of the past is as much a part of management as providing guidance for the future.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“FIGURE 5.20 The Sales Force’s DNA However, it wasn’t yet a full set of operating instructions. To make the code practically useful, we would need to understand how the framework should be applied to the task of managing any particular sales force. We had the “superset” of things leadership could measure and manage, but we needed clear guidelines to help cull from it the handful of activities and metrics that would enable leadership to focus on its own organizational goals. We needed to know how to apply these insights in a targeted and tactical way. Fortunately, we were on the verge of doing just that.”
― Jason Jordan

“When the right artist gets the right canvas and the right subject to paint, magic can occur. While”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“W. Edwards Deming is credited with saying that “A bad system will beat a good person every time,”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“process-driven perspective led managers to say, “Wow. We are asking these people to do so much, it’s unlikely that they’re doing any of it as well as possible. Maybe we should split this job into two or three different roles, so our salespeople can do fewer things with greater focus.” To which we responded, “That might be a good idea.”
― Jason Jordan

“Activities can be managed—outcomes can’t.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“First, you need to ensure that you have enough selling effort to sufficiently cover your target markets. Second, you must develop a sales force capable of effectively selling your products and service. Third, you need to focus them on the right types of customers. And finally, you must provide them with guidance on what types of products to sell. If you meet all of these Sales Objectives, you will have a laser-guided sales force that will destroy your targets as well. And that will put a smile on your face. THE”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“With extremely rare exception, the best sales managers we’ve encountered are unconsciously competent scientists. They hold formal meetings with formal agendas on formal schedules. They set rigorous expectations for their salespeople and track progress against those goals with equal rigor. They manage by analysis rather than anecdote and by measurement rather than gut. They are continuous-improvement experts with action plans galore. While their lower-performing peers try to manage with the same artistic flair that served them well as salespeople, high-performing managers adopt a more scientific approach to management that enables them to get consistently higher performance from their team. Salespeople”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“The second use of sales pipeline metrics is to measure the effectiveness of salespeople at moving opportunities through their sales cycles.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“Companies with more developed sales processes enjoy greater sales performance.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“have control over something, it is fundamental that we understand the cause-and-effect relationship between the action we take and the outcome we expect.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“don’t prescribe a remedy without first examining the patient—particularly when the remedy is an invasive procedure.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

“An Account Management process is used to maximize the long-term value of selected customers. It helps you to align your company’s goals with those of your customer and to find compelling ways to strengthen your business relationship.”
― Jason Jordan, Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance