Fly’s Friday Five: A Behind the Scenes Look at How TBG Wrapped Up Q1

Written by: Gary Fly
Flys Friday Five

 

Hey, it’s Gary fly with The Brooks Group.

I want to talk about the fact that we’re done with the first quarter of the year and headed into the second quarter, and what does that mean for us as business leaders and as sales leaders?  It’s an appropriate time for us to pause for a moment, think about the business in a few different ways, and then make a refinements and changes going forward.

At The Brooks Group, we’re doing a few things.

  1. We are reviewing the deals that we closed in the first quarter to see if we learned anything. I’ve talked many times about all of the uncertainty in the world: inflation, supply chain issues, the war in Ukraine. There are a lot of outside influences that are impacting our deals, our clients, our sales teams. I think it’s important to understand what what we might take away from the first quarter in terms of what deals are closing and what deals are not so that we can make appropriate adjustments in Q2, 3, and 4.
  2. It’s time to scrub the pipeline. I don’t know about your organization, but sometimes deals get pushed. When sellers don’t want to close them out, they’ll push them out a month or two. I think it’s time to scrub the pipeline, to make sure that the deals that are in your Q2 pipeline are real and have a reasonable expectation of closing.
  3. We’re really focused on getting salespeople back out in front of clients. We’ve had some great success at trade shows recently and we have our sales team back on the road meeting with clients individually. I just came back from a trip where I met with a few clients and it was good to be back in person. It’s always important for us to show up in the client’s territory, either their tradeshows or at their offices, and showing up started to rebuild some of those relationships, especially those that just got a little bit strained during the pandemic. While they remain clients and we all communicated regularly, it was good to be back in front of them in person and connect.
  4. We’re pressure checking our annual goals. We’re now 1/4 of the way through, and it’s time to examine where we thought we were going to be to determine if we need to make any changes or refinements. We also want to understand if we fell short, why we fell short, and if we exceeded, why we exceeded. We look at how that might change what we do going forward.
  5. The last thing that we’re doing is a talent audit. That doesn’t mean we’re looking to replace people. It really means, how’s the business unfolding? What’s our organizational structure look like? Do we have the right people in the right seats, all of those sorts of things. We want to make sure that that we have enough people, that we have the right people. We then ensure they have the right training, they have the right tools, and anything else that is appropriate and necessary for people to be successful in their job, so the organization can be successful in reaching those annual goals I just talked about.

I’m Always happy to discuss, to debate, and to provide more information if that’s helpful. My email is gfly@thebrooksgroup.com.

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I truly appreciate you watching and reading these weekly tips. I hope you found some value.

– Gary Fly

Written By

Gary Fly

Gary Fly is the President & CEO at The Brooks Group, where he brings 25+ years of senior management experience. In his role as President of The Brooks Group, Gary is applying his keen business insights and energetic management style while extending the success and legacy established by William T. Brooks and his sons, Jeb and Will, honed during the company’s rich, 40-plus-year legacy.
Written By

Gary Fly

Gary Fly is the President & CEO at The Brooks Group, where he brings 25+ years of senior management experience. In his role as President of The Brooks Group, Gary is applying his keen business insights and energetic management style while extending the success and legacy established by William T. Brooks and his sons, Jeb and Will, honed during the company’s rich, 40-plus-year legacy.

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