Managing The Number, Missing The Cause
The article warns that managers who chase win‑rate or pipeline numbers miss the underlying causes of performance shifts. It argues that metrics are merely signals of outcomes, not explanations, and that true leadership requires probing the why behind the data. The piece further contends that AI‑driven dashboards, while richer in data, can erode managerial judgment by supplying ready‑made hypotheses and recommendations. Ultimately, leaders must treat every metric movement as a question, not an answer, and use AI to challenge, not replace, their own analysis.
What You Can’t Count, You Have To See
The article warns that turning soft‑skill behaviors—curiosity, learning, caring, customer centricity, adaptability, accountability, discipline, purpose—into numeric scores collapses their essence. When leaders chase metrics, employees game the system, producing compliance theater rather than genuine change. Instead, the author argues these...
Do We Even Need A Sales Process?
The piece challenges traditional sales processes, noting that CRM stages often don’t match a buyer’s real progress. It cites stark metrics—over 60 % of buying initiatives end without a decision, only 35 % of reps hit quota, and win rates sit at...
Do I Care? Posted on February, 2026
The article argues that "caring" is not an emotion but measurable engagement, and that many professionals default to going through the motions because system‑driven metrics reward activity over depth. It highlights how short‑term tenure cycles—especially the average 18‑month CRO lifespan—encourage...