Intelligence: the Thermometer, Patterns and what each number means

Intelligence is the screen that answers "why do I win and why do I lose?". It takes your company's real meetings, matches each one with the outcome someone recorded (Won, Lost...) and shows what repeats. It lives under Results in the left menu and has four sections: Overview, Thermometer, Patterns and Memory. Memory has its own article.

Open Intelligence

1. In the left menu, click Results. It opens on the Intelligence tab.
2. At the top of the screen, pick the section: Overview, Thermometer, Patterns or Memory.
3. In the Thermometer section, pick the period in the selector: 30 days, 90 days or All time. It opens on 90 days.

First of all: what goes into the math

• Real meetings only. A meeting marked as a test stays out of everything. If a real meeting was marked as a test by mistake, open it under Calls, Meetings tab, and click It was a real call. See where the call analysis lives.
• Won and Lost are the "decided" meetings. Only they go into the close rate. Moved forward, Follow up and No decision are meetings without a final result yet. A meeting where nobody recorded anything has no outcome. None of those goes into the rate.
• A rate needs volume. The close rate only shows up with 5 decided meetings or more. Before that the screen shows the count ("3 of 4") and says what's missing. To pass a verdict on an objection, the minimum is 3 decided meetings with it. To compare a checklist item, it takes 3 decided with the item covered and 3 without.
• "—" or "no outcome yet" means "I don't know yet", never zero. Closing 0 of 8 is a problem; having 0 decided meetings is a new screen. Intelligence keeps the two cases apart on purpose.

That's why the outcome is the data that weighs the most here. It's one click at the end of the call, and without it most of this screen stays at "no basis yet". See how to record the outcome.

Overview

• Improvement points (on Initiate, Improvement point of the period): what's most worth changing, in sentences. See the section about them further down.
• Four numbers: Real meetings, With an outcome (with how many were won and how many lost), Close rate (it shows as "—" with "N short of an outcome" until you reach 5 decided) and Flagged moments (the sum of the moments Hades noted during calls: objections, buying signals, risks).
• Yellow notice ("Only 2 meetings have an outcome recorded"): while volume is missing, the screen shows what happened but doesn't state any rate.
• At what point of the call each thing happens: the six stages (Opening, Discovery, Diagnosis, Presentation, Objection, Closing), each with a colored bar of objections, risks, opportunities and buying signals, and the total of moments next to it. The bar compares against the busiest stage, not against the total. With fewer than 3 meetings the screen warns that the map is still "the shape of two conversations", not a pattern.
• Where the deal goes cold: for each stage, how many meetings ended there and how they turned out. "Stopped at Presentation — 4 meetings · 25% won" means 4 meetings got as far as the presentation and stopped. The stage is the last one Hades saw in the conversation, not the one the rep remembers afterwards.
• What changes when you cover it: for each checklist item, the difference in close rate between meetings where it was covered and meetings where it wasn't ("+25 pts"). An item without a basis on both sides gets a dashed bar and "—".
• What clients say in order not to buy: the objection wall (up to 12). Each card has the objection's name, the client's real line, an outcome bar and a tag: it is killing sales (lost more than won), you handle it well (won more than lost) or no outcome yet (fewer than 3 decided, or a tie). no answer in your DNA means the objection came up but isn't in your Business DNA. The bar stays faded while an objection has fewer than 5 meetings, so a small sample doesn't look serious.

Thermometer

The title is The DNA of your sales: the Business DNA is what the company says it does; the Thermometer is what it did. It follows the period you picked.

• Held, Closed, Lost, Open. Open are the meetings with a recorded outcome that is not Won or Lost (Moved forward, Follow up, No decision) and that ended less than 21 days ago.
• "N meetings going cold": the same ones, but stalled for more than 21 days without becoming a yes or a no. The card leads to the meeting list. They don't count as lost, but leaving them this way makes your loss rate look better than it is.
• "X of Y meetings have an outcome recorded": the rates below only look at those. So they measure your selling and your discipline in recording.
• Closing: closed ÷ decided (Won + Lost). With fewer than 5 decided only "X of Y" appears. With the rate, the sentence below shows how much each meeting weighs in the math ("each meeting is worth 20 points").
• Progress: of the meetings with a recorded outcome, the slice that closed or moved forward instead of stopping. It also only shows a percentage from 5 on.
• Closed in the period and In play: the sum of the amounts you entered in the outcome, on closed meetings and on the ones still open (the ones that went cold also count under In play). They only appear if there is any amount entered, and they come out in reais (R$).
• What you do inside the meeting: each checklist item, with "covered in N% of the meetings" and, when there is a basis, "X% with · Y% without" and the difference in points. With no basis it says "no basis for a comparison yet".

Patterns

The title is What keeps repeating in your meetings. The focus here is objections, tied to your Business DNA and to the outcome.

• Four numbers: how many Objections, Buying signals, Risks and Opportunities Hades flagged, and "Read across N meetings" (or "across N of M recorded", when part of the meetings are too old to have flagged moments).
• Objections that are not in your Business DNA: a real objection with no written answer. The Add it to the Business DNA button takes you to the DNA so you can write the answer.
• Objections you have already mapped: the ones that have an answer in the DNA, which Hades uses live.
• On each line: how many meetings, the objection's name, a real line from the client, the outcome bar (lost, won, open, no outcome) and "last time on ...", which opens that meeting.
• The trend compares the last 30 days with the 30 before, counting meetings (not occurrences): "3 in 30d · 1 in the 30 before". A red arrow pointing up is an objection showing up more (bad); green pointing down is showing up less. "No recent movement" is an objection that hasn't come up in the last 60 days.
• The suggestion on each line: Write the answer in the DNA (the objection isn't there), Review the answer in the DNA (there is an answer, but you lost more than you won, with at least 3 decided), The answer is holding (won more than lost, with at least 3 decided) or Not enough outcomes yet.
• "N showed up only once": a collapsed list with the objections that came up in a single meeting. One meeting is not a pattern, a trend or a suggestion, so they sit one click away instead of taking up the screen.

The meeting checklist: the ten questions

It's what a consultative meeting needs to have found out before it becomes a proposal. Hades marks what's been covered during the call, and once covered the item stays covered. Intelligence crosses each item with the outcome:

• Pain — the client said what the problem is, in their own words.
• Number — the pain became a number: quantity, amount, percentage or frequency.
• Cost of not solving — it became clear what they lose by staying as they are.
• Previous attempt — what they already tried and why it didn't work.
• Decision maker — it's clear who decides and whether that person is in the conversation.
• Decision maker checked — the rep asked whether there is a partner, spouse or someone who decides together, before presenting.
• Budget — it came up how much they invest today or can invest.
• Urgency — a deadline, event or reason to act now and not later came up.
• Price isolated — the rep took the money off the table before the value ("setting the investment aside, does this solve it?").
• Next step — the next step was agreed, preferably with a date.

The improvement points

They're action sentences, drawn from the numbers above and only when the sample allows a claim. They come in order: first checklist items where covering makes the rate go up ("Cover decision maker in every meeting"), then objections that are bringing meetings down, then stages where the meeting stops and is lost. The same sentence shows up on the Today screen, with the See in Intelligence link.

• Not enough volume yet to say what kills deals, but with an objection recorded: it shows "“X” is the objection that comes up the most", stated as provisional ("3 more are needed to confirm whether it kills deals").
• No point at all: the screen gives the reason: "There is no real meeting in the period yet", "N more meetings with an outcome recorded are needed" or "No pattern has come up strong enough yet".

What these numbers are not

• They are not the close rate of your whole business. They are the rate of the meetings recorded by Hades and with an outcome recorded.
• They don't prove cause. "They close 25 points more when they cover the decision maker" is a comparison between meetings. It may be that whoever covers the decision maker also runs better meetings. The screen shows the comparison; it doesn't promise that covering it will close more.
• They are not a forecast. They describe what has already happened in your meetings.
• A small number swings. With 5 decided, one more sale moves the rate by 20 points. That's why the screen holds back the percentage until there is volume.

If the screen is empty or has no number

• "There is no real meeting to cross yet" — no real meeting has been recorded yet, or all of them are marked as tests.
• "N short of an outcome" / "no basis for a comparison yet" — the outcome is missing. Open Calls, Meetings tab, and answer the pending ones.
• Patterns says "There is nothing to cross yet" — older meetings don't have flagged moments. Starting with the next meeting you end, every objection detected live shows up here.
• Thermometer says "No meeting in 90 days" — switch the period to All time.
• The numbers didn't match what you had in mind — check whether a meeting is marked as a test and whether its outcome is right.