1. High value deal review

Focus on forecasted deals with the highest value. The expectation can be set by the Director / VP that the sales managers come prepared with specific deals and identified blockers (for example, depends on an integration partner, depends on an external consultant or something in house that can be expedite) so that the business has the best chance of realizing the revenue in the period that it’s forecasted.

2. Diagnose gaps in the forecast

Based on how the forecast is tracking to targets, what needs to be done to fill the gap? For example, based on conversion rates, are there a certain number of demos and calls that need to be booked?

3. Develop a plan of action to fill the gap

Once you understand the gap, work together to build a plan for how you’ll go about closing it. For example, if you’ve identified 50 more demos need to be booked — assign next steps for who’s responsible, by when, etc.

4. What’s working and what’s not

This meeting is a great opportunity to identify macro themes commonly arising. For example:

• Why are we losing / winning deals and the evolving selling environment?
• Which reps have been poor at forecasting historically and why?
• Which reps aren't forecasting anything at all for this period and why?
• What enablement gaps exist that we need to prioritize?

5. Review the pipeline for next period

Before closing out the meeting, look at the pipeline to get a sense for what’s to come. This will be helpful in identifying if there’s anything you can get ahead of gaps or barriers to meeting next periods target.

Once managers do their 1:1s with team members, use this meeting to regroup with the Director / VP (Second line leader) and review what deals are coming up and where forecasting stands at a higher level.