If you’re in Revenue Operations the chances are high that you wear fifty different hats. Fifty might be an understatement.
Before you lose your marbles and hit burn out, how can you go about asking for more people resources? The good news is you can make this a math problem.
By how much do you impact productivity and revenue? That’s X. If X is net +1 sales executive or more, you’re already paying for yourself.
Next, how much additional productivity-impacting work is on your plate? If it’s 100%, meaning you’ve got twice the work ahead of you than you’ll ever be able to output, a second “you” also pays for herself.
The articles below go into more detail and helped equip us to double the size of our team at Zerto.
#1 is “When to Start and Scale Sales Operations?“, by VC, CEO, and multi-time CMO Dominique Levin.
Dominique’s formula for Sales Ops hiring is simple: you expand the team each time the aggregate productivity gain (%) of the number of quota carrying reps (#) is greater than or equal to 100%.
As Dominique writes, “if you’re delivering a 20% boost in productivity, and you have a 10 person team, then hiring another Sales Ops pro would give you a 2 FTE equivalent boost in productivity, meaning that you probably should have hired them a while ago.”
#2 “The Right Ratio of Sales Ops to Salespeople“, by the fantastic team at SellingBrew.
#3 “In the Best Sales Teams, About Half of the People Are in Support Roles“, by a team of sales pros turned partners at McKinsey.
Your company only hires current executives as executives.
Directors have to be 40+ or have 15+ years experience in a single role.
“MBA preferred” actually means required at your company.
Employees can’t progress, or can only move one step up the imaginary ladder at a time.
No one is promoted with less than X time in their current role.
One or more folks in the C-suite has been overheard saying that someone couldn’t work for them because that person isn’t “big” enough.
If you’re in a position of authority at some company and making rules like these, quit.
You’re harming everyone around you and damaging your company’s future success.
If you’re working at a company like this, next year is right around the corner. Get the f*** out now. They don’t deserve you.
Now, in 2019, the CEO of Burger King is in his 30s. His age doesn’t matter. His message does: hire people who are passionate, humble, and will bust ass vs hiring someone for their pedigree.
The return on his strategy?
300% growth since he took over in 2014.
This message inspired by a Twitter thread full of software developers posting about not being hired or passed over for promotion due to any one of the stupid BS reasons from the list above.
Every single one of a company’s employees should understand what’s happening in your business, how your products and services work, what your go to market strategy is, and how the business is doing.
They’ll either learn it from you or from the internet, and the latter is unforgiving.
One major benefit is that every one of your employees then becomes a voice for your brand.
Why is that so important?
“All business success is fundamentally driven by word-of-mouth marketing, and the people who are in direct contact with customers must understand that their every interaction with the customer leads to that person telling another person – for free – either to use the company’s product or service, or not to.”
-Patty McCord, former Chief People Officer at Netflix, from her book “Powerful” available at https://amzn.to/2VYL5Is