Instead of reps giving meandering updates, the manager reads the deal's CRM data (stage, amount, close date) and asks, "Is this accurate?" This forces reps to own their data, corrects inaccuracies in real-time, and allows for rapid review of the entire pipeline, not just one or two deals.
Related Insights
For managers with large pipelines to review, asking three core questions can quickly get to the heart of a deal's health: Why do they need to buy? Why won't they buy? And why do they need to buy now?
The availability of real-time data in ad tech allows for a "daily rigor" management style. Instead of long feedback loops, leaders can steer the business daily in "war room" meetings, tracking deals and numbers to maintain intensity and react quickly to performance.
Because managers don't trust CRM data, they spend their time chasing reps with active deals to secure the forecast. This focus on closing existing business means ramping reps are neglected, which is a primary driver for ramp times increasing from five to nine months and high attrition.
Many sales leaders run pipeline reviews solely to extract information for their forecast. The meeting's primary purpose should be to help the rep understand what to do next. Effective coaching leads to closed deals, which in turn creates an accurate forecast naturally.
To drive data discipline, a RevOps leader should consistently review a core set of metrics with the executive team. This forces their own team to come prepared with answers. This scrutiny trickles down, as sales leaders learn which metrics matter and begin proactively reviewing them with their own business partners.
Instead of focusing on a large quota, leaders should reverse engineer it. Calculate the number of deals needed based on win rate and average contract value, then break that down into weekly opportunity creation goals for reps.
Ineffective leaders use Quarterly Business Reviews to demonstrate their power by grilling reps. Great leaders use a single deal review as a live coaching session for the entire sales floor, knowing one person's mistake is likely a problem for hundreds of others.
Salespeople often keep dead deals in their pipeline out of hope. To get realistic, ask a simple question for each opportunity: "If I had to bet my own money on this closing by year-end, would I?" If the answer is no, immediately remove it from the active pipeline and replace it.
Encourage reps to take full ownership of their total pipeline number. Use sales math to show them how self-sourced deals, which often have higher contract values, give them more control over their success than relying purely on inbound or SDRs.
Most managers default to using 1-on-1s as pipeline reviews. This is a mistake. Dedicate separate meetings for deals (Deal Reviews) and protect the 1-on-1 as a "sacred space" for building connection, discussing personal and professional development, and strengthening the manager-rep relationship.