Welcome to Decoding Sales, a podcast for an engineer. That's me, Alex and a sales person.

That's me, Peter, and a salesperson.

That's me, Peter.

Talk about the art and science of sales

as it relates to life and business.

In this episode, we're gonna do a deep dive

into the art of managing a sales team.

We're going to look at how it's similar to and different from

managing an engineering team.

And we're also going to do a deep dive into setting and managing quotas, which is of course one of the major

ways that sales teams are distinct from other teams. We're going to look at how a quota is set,

how to manage a quota and raise quotas without frustrating your team.

And we're also going to do a deep dive into how to tell if a sales leader is doing an excellent job of managing their

team or if they are causing problems in the long term, even if they're hitting their number today.

In engineering, there's a very common pattern in companies where you have a individual contributor

ladder and a management ladder that usually the first few levels are just individual contributor

in a certain level you split and then you have the parallel

tracks all the way up often to chief architect versus maybe VP of engineering or CTO or something like that.

Sure.

Is that codified in most sales organizations as well?

I'd say at scale, yes.

You know, once your org becomes 20, 30, 40 reps, those questions start to come from within. So you do have to outline that. In early stage

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