Why in the world would you want to create an extra administrative task as a seller?
I probably worked for about 15 years before I went into a company where everyone did a weekly report. It was part of the culture for all departments. For sales, AM did one up to their manager, managers did one to their directors, and directors up to their VP.
Was it a pain in the but? Definitely, there were some weeks where I was busy. My style is if I am going to do something, I need to do it well. I couldn’t just half ass the work.
I learned a very interesting lesson over the years doing this.
- It forced me to slow down once a week and reflect on my business.
- It forced me to slow down and think and assess my upcoming week.
- Writing down your forecast and forecast construction once a week just keeps things top of mind.
- Helped highlight where I need help or where there is a challenge and made it easier for my manager to have visibility on this.
What to include?
Upcoming week
- Start with your forecast or quota, how much have you sold, % of forecast
- What are your big rocks for the week? These are the 1-3 things that if you get them done, they will have an impact on your business. BTW - I’ve been doing this for years in my planner and it helps ground me when looking at my daily tasks.
- Important meetings for the week
- Depending on your business, what is forecasted to close this week.
Prior Week
- What did you do on the big rocks last week?
- Outcomes of key meetings?’
- What deals closed? In reality, your manager already knows this one as they are probably staring at the CRM/forecasting tool
- What new pipeline or opportunities did you create?
- Things management should know.
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