You did not clearly define what you will not work on in a given quarter

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If you find that your RevOps team struggles most when working with one department, such as marketing, sales, or customer support, you might conclude that you need to hire a specialist with experience in one of those areas.

But Fitzek says she’s more interested in hiring generalists. She adds, “I spent a lot of time at Google, and autonomy and agility were key skills that were valued there, so being able to pivot quickly and understand business problems was critical, and I brought that with me to my role at Sendoso.”

Similarly, when hiring your own RevOps team, it’s critical that you’ve identified the core spain phone number material skills you need members to have. A RevOps professional should be able to navigate company-wide challenges, measure the impact on revenue, and recognize overarching themes while listening to leaders across the organization.

You did not clearly define what you will not work on in a given quarter

It can be easy to overpromise, or feel like your RevOps team is overextended trying to meet the demands of every department in your company.

That’s why Fitzek encourages RevOps leaders to publish what they plan to accomplish in a given quarter, as well as what they won’t do.

She says, “It’s just as important to publish what the team isn’t going to do as what they are going to do. You have to be able to say to leadership, ‘These are the things we’re working on this quarter,’ because if you don’t publish it, people will assume you’re working on something else, too. You have to show receipts and be able to say, ‘Given my team, size, and scope, we’re not going to work on these things. But if it’s a priority, I can work to identify what should be moved off our list and what should take its place. ’”

common missteps of revenue ops teams

Fitzek advises RevOps leaders with smaller teams to weigh requests against ongoing projects, team commitments, and potential revenue impact, and to learn to say “no” to projects that aren’t vital.

Ultimately, creating a strong direction for your team and ensuring that leadership is on board requires you, as the RevOps leader, to make the tough decisions when it comes to focus areas. Taking on too many requests will dilute your impact.

Your team didn't foster authenticity

It's worth noting that many RevOps professionals may be feeling a little unmotivated or stressed as we head into the economic uncertainty of 2023. That's normal, but the key to moving forward is being able to express it.

As Fitzek encourages, "When push comes to shove, when everyone is feeling burned out, you can really be yourself. You know you can have a frank conversation with your peers and say, 'I don't know how I'm going to get all this done, but I'd appreciate your help.'"

She adds: "People want to be seen as someone who is in control, effective and working to do the right thing. But sometimes we all need to sit down, talk to each other and be more honest. Right now we're being asked to do more with less, and we're all going through rounds of budget reductions or cuts and software consolidations - and we're doing the best we can. So I think people also need to feel that their company cares about them."

Demonstrating patience, kindness, and transparency is critical as your RevOps team navigates uncertain times. Creating a safe space to voice concerns will help the team facilitate a more resilient culture, which in turn will help you stay focused and calm when making the difficult decisions required of RevOps professionals.