John H. Patterson, founder of National Cash Register (NCR), introduced the first mandatory sales script, sales quotas, and sales conventions. These innovations were created to standardize professional selling and tame the 'wild west' nature of the profession at the time.
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While telephones existed earlier, the concept of a dedicated, non-traveling sales team working from an office was pioneered by Dial America in 1957. This marked the beginning of inside sales as a distinct profession and a major shift toward virtual business transactions.
Legendary CRO John McMahon posits that while the human element of sales (the art) remains constant, the process (the science) has evolved into a highly structured discipline focused on playbooks, messaging, and ideal customer profiles.
The most effective way for a salesperson to challenge a perceived unfair quota is not through complaints, but through data. By presenting an analysis of their own average deal size, sales cycle length, and win rates, they can build a logical case for what is achievable and force a more constructive conversation with leadership.
A sales leader's value isn't in managing from headquarters. It's in being on the front lines, personally engaging in the most challenging deals to figure out the winning sales motion. Only after living in the field and closing landmark deals can they effectively build a playbook and teach the team.
Inconsistent sales performance is often a cultural problem where process is not respected. To create consistency, mandate that the sales script is followed verbatim. The process must always be valued above the individual player, with no exceptions for top performers.
A well-designed management operating rhythm for forecasting and QBRs isn't seen as punitive by top sales teams. Much like an athlete's game-day routine, this structure provides a predictable framework that enables peak performance. Its absence creates chaos, while its presence is a hallmark of a championship-level team.
Sales reps often feel overwhelmed by their large annual number. The key is to break it down, subtract predictable existing business, and focus solely on the smaller, incremental revenue needed. This makes the goal feel achievable and maintains motivation.
The cost of setting quotas too high is catastrophic: you demoralize and lose your A-player sales team. The cost of setting them too low is manageable: you overspend on commissions but exceed targets and retain a motivated team. The latter can be adjusted; the former is an unrecoverable error.
Early jobs without direct sales quotas, like retail, can build stronger foundational selling skills. When not pressured by a number, reps learn to conduct discovery and upsell based on genuine belief in a product's value, fostering a more customer-centric and authentic approach.
ElevenLabs' CEO realized his first sales leader hire was monumental not just for revenue, but for culture. Sales leaders tend to hire people in their own image, meaning that first hire dictates the approach and values of the entire future sales organization.
