How will the team hit a higher target if the working week stays the same?
Translate a higher B2B revenue target into changes in qualification, customer conversations and follow-through, then review progress.
Reflection
A higher revenue target can signal that the business has created new opportunities. The product is stronger. A new market is opening. Existing customers can buy more.
My starting point is that the next level of ambition needs to translate into what the team must become better at doing. A new target changes the number. It does not automatically change the quality of the sales work.
For a CRO or VP Sales in a Nordic B2B SaaS company, this is a practical leadership responsibility: what supports the assumption of higher sales, and does the team have the conditions to deliver them?
The decision to grow is the reason to act now. If the team later misses the target, that is an outcome to investigate. On its own, it does not tell you whether the cause lies in the market, capacity, process or execution.
A hypothetical example
A SaaS company raises its revenue target as it launches a new product module. The same sales team is now expected to win larger deals with existing customers.
The plan looks reasonable. But the week still contains the same meetings and the same kind of demos. Sellers show the module before understanding which problem the customer prioritises or who needs to approve the investment.
More activity could produce more conversations without creating better opportunities. Start instead by reviewing a few actual customer conversations. Is there a relevant use case? Has the customer confirmed the value? Has the right person agreed to the next step?
Then choose one behaviour to develop. For example, form a hypothesis about the customer's needs before a demo and use the conversation to test it. Practise together, give feedback on actual conversations and track whether more opportunities have a next step the customer has committed to. Track conversion over time too, without assuming that one behaviour change alone explains the result.
This is how I think about Performance Capacity™: commercial priorities and processes need to connect with people's ability to do the work. Leaders also need to make room for preparation and practice, rather than adding another demand to the forecast meeting.
Takeaway
Before asking the team to deliver more, make one assumption behind the higher target concrete. What needs to change in the sales work, and how will you know it is happening?