The cadence at which you have these meetings will depend on the type of business. Having weekly one-on-one forecast meetings is recommended for transactional and high-velocity businesses. But, if you’re working at a mid market or enterprise company, these meetings can happen bi-weekly or even monthly, mixed with other 1:1 coaching meetings.

At the end of the meeting, you should have an understanding of both best and worst case.

1. What deals are forecast?

Review deals that reps will likely close this sales cycle. By reviewing deals likely to close, you’ll gain an understanding of whether the rep is on track to meet their target.

Sales teams at different companies will define what’s included in the forecast differently. Develop a common language around each sales stage to create consistency and alignment across the organization.

2. What deals have opportunities to close this sales cycle but aren’t forecast?

Looking beyond your forecasted deal, are there earlier stage opportunities that could close this cycle? This is a good time to understand how you might fill any gaps to target.

3. What deals have a high probability of closing next sales cycle? Is there an opportunity to bring them into this sales cycle?

Best case scenario, find deals that can be expedited to close this sales cycle instead of next.

During this weekly meeting, sales managers meet with individual team members to review deals in specific stages of the sales cycle, with opportunities for closing.