Forecasts are conversations, not spreadsheets

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A sales forecast built alone is a guess. One built with planning, finance and the account team is a plan.

The most useful forecasting meetings I have run were short and uncomfortable. We looked only at deals that had not moved and asked one question about each: what would have to be true for this to close?

That question turned optimism into a list of actions, and the forecast got better as a side effect.