A RevOps Perspective on Signal, Story, and Influence
In Revenue Operations, our job is often framed as technical — turning data into insight, optimizing the machine, tracking the metrics.
And that’s all true.
But the deeper truth — the one I’ve come to realize after decades in both RevOps and Sales Ops — is that we are also in the story business.
Great RevOps professionals are pattern detectors. We live in the noise, but we’re trained to hear signal. Not just numbers, but meaning. We don’t just ask what happened — we ask why, and then we turn the answers into something people can act on.
And that something is almost always a narrative.
Wait — Narrative?
That word might raise eyebrows. Narrative. It sounds like spin. But spin isn’t the point.
Sales teams run on energy, belief, and momentum — and narratives are how leaders create those things. It’s how they align their teams, push through tough quarters, and turn individual contributors into a unified force.
Great sales leaders aren’t just coaches — they’re narrative architects.
From my seat in RevOps, I’ve learned how this dynamic plays out — and how to work with it, not against it.
The Psychology of Salespeople:
Why Narrative Matters
Sales psychology isn’t just something we use on prospects. It’s critical inside the walls too. Top-performing salespeople tend to be:
- Highly competitive
- Emotionally driven
- Optimistic (sometimes irrationally so)
- Motivated by recognition, momentum, and purpose
These are not spreadsheet creatures. They are human batteries — powered by story.
That doesn’t mean we abandon reality for fairy tales. Quite the opposite.
It means we learn to anchor truth in meaning.
I’ve seen leaders take the same raw numbers and paint two very different pictures:
- One inspires hustle.
- The other creates fear or apathy.
Both are factually accurate. Only one drives performance.
My Rule: Stay Grounded, But Respect the Narrative
As a data guy, I stick to the facts.
But I also respect the power of narrative — and the role of those crafting it. I’ve always dealt straight-up with sales leadership. I’ll call a spade a spade. But I’ve learned not to step on a narrative unless it’s doing real damage.
Here’s my playbook:
1. Find the Truth Behind the Truth
A downtrend in pipeline might mean trouble — or it might reflect a tightening of qualification standards. Context is everything.
2. Support the Narrative, Don’t Sabotage It
If the VP is rallying the team with a “strong quarter ahead” story, and my report shows a shortfall in early-stage deals, I look deeper: Are there promising segments? Untapped verticals? High-converting reps?
I don’t lead with doom — I illuminate what’s useful.
3. Use Data to Bolster Morale, Not Just Diagnose Problems
Sometimes, the biggest win is proving progress.
- Did win rates tick up in a new segment?
- Is a rep gaining traction with a new messaging style?
Show it. Amplify it. Celebrate it.
4. Never Cross the Line Into Fiction
Propaganda works — until trust dies.
Never manipulate. Never fudge. Once reps feel misled, performance crumbles.
Narrative as a Tool of Alignment
Narrative control isn’t just psychology — it’s strategy. When Sales Leadership sets a narrative, they’re setting expectations, creating focus, and unifying effort.
As RevOps, we serve best when we fuel that narrative with honest data, framed for meaning, not just measurement.
Narrative is how you create forward motion. It’s how you turn chaos into clarity — and motion into momentum.
Final Thought:
The Best Stories Are True
If you take nothing else from this, take this:
The most powerful sales narratives are honest.
Not sanitized. Not inflated. Just… honest.
They connect because they mean something — and because they’re grounded in truth.
And as RevOps professionals, we are stewards of that truth.
Our tools are numbers. Our art is meaning. And our best work happens when we translate signal into stories that move people — forward.