The Great Reshuffle

According to LinkedIn, “The Great Reshuffle” has increased turnover amongst buyers and sellers, leading to greater deal risk.  Over the past three months, executive departures (Director and above) have increased by 31% globally.  Among sales reps, the rate is up 39%.  Thus, the likelihood of a deal being delayed due to a key member of the demand unit or sales team leaving has grown sharply.

Before the pandemic, the standard decay rate of contact records was between 25 and 30%.  If the rate has jumped by one-third, then the likelihood of a specific member of the buying committee departing over a three-month sales cycle is approaching ten percent.  Thus, a demand unit with six members will likely have one departure every three months, increasing the need for executive change alerts, multithreading of deals, and a deeper understanding of the demand unit.

If the deal is more complex, the odds of delays and stalled deals due to executive changes increase rapidly.  A six-month deal cycle with a dozen members of the demand unit (financial, technical, and functional decision-makers, purchasers, influencers, lawyers, compliance, etc.) could lose two or three members.  And that doesn’t even factor in the risk of churn on the vendor side.  What’s worse, single-threaded sales reps have close to a 20% risk that their champion leaves the company or assumes a different role over the deal lifecycle.

The renewal math becomes scary as well.  If the customer success team regularly interfaces with four individuals on the customer side, one or two of them may depart over the year, increasing churn risk.  Furthermore, a higher churn rate among customers necessitates greater administrative and training tasks.

It shouldn’t be a surprise that 80% of sales reps have had a deal delayed or lost due to departures.

LinkedIn Senior Director of Global Sales James Burnette argued that multithreading is key to managing deal risk.  “Multithreading – i.e., forming relationships with multiple people on the buying committee at an account – is always a best practice.”  Burnette noted that sellers with at least four connections at an account are “16% more likely to close a deal with that company, compared to sellers who have less than four connections.”

“The most beneficial thing you can do right now is to learn how to master multithreading,” JB Sales Training Director Morgan Ingram said. “Gathering champions, influencers, and talking directly to the decision-makers is the key to success when it comes to closing deals faster in a difficult environment.”

Conversely, departures can foster relationships at new accounts, so knowing that a key demand unit member has departed is important for both risk mitigation at current opportunities and accounts and building relationships at new organizations.  LinkedIn can both flag executive departures and maintain an open line of communications with a champion after he or she has settled into a new position.

“Resources are scant with so many people exiting key roles, so there are opportunities where they might not have been opportunities in the past,” Assist You CEO Robert Knop said. “Look through your connections – there are uncovered sales there.”

Lori Wizdo, Principal Analyst at Forrester, predicts that the Great Resignation will also impact marketing teams, with CMOs assembling more virtual teams consisting of freelance talent, fractional executives, and agency partners.

“We’re seeing clients in places like the Midwest having trouble keeping the talent they’ve built because their team members can get 25% more by working remotely for a New York agency. The distance and untethering from our geographies give people a lot more options, and they will minimize their pain and maximize their gain.  So, there will be some stress on those internal competencies.”

Job turnover is likely to continue in the near term. The labor market remains out of balance with 100 open jobs for every 75 unemployed professionals, driving the quit rate to 4.4 million in September, a record high.

“You’re essentially seeing demand continuing to increase without an offsetting increase in talent,” Ryan Sutton, a district director at staffing company Robert Half International. “Until some new talent comes in, until we get employees who are on the sidelines back into the market, it’s very likely this is going to continue.”

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