It is week seven of the quarter and you are at 40% of your number. What do you do?

Split the quarter into what can still close and what cannot, then act on both. Triage the pipeline honestly, pick the handful of deals with a real path to signature, and go deeper on those rather than spreading effort thin. At the same time build next quarter, because a rescue that empties your pipeline just moves the problem. Tell your manager the real number early and ask for help where it changes an outcome.

First thing is an honest audit, and I do it on paper rather than in my head. Every open deal gets three questions: is there a confirmed close date from the buyer, do I know the signature path, and is there anything I can do in the next thirty days that changes the outcome. That usually leaves four or five real deals and a lot of noise. Then I go narrow. I would rather be excellent on five than mediocre on twenty, and I will go get executive help on the two biggest ones, because a VP joining a call moves things a rep cannot. The bit people skip is next quarter. I block two hours a day for prospecting and I do not trade them away, because the classic disaster is saving week thirteen and then opening the next quarter with nothing. And I tell my manager the truth in week seven, not week twelve. The time I did miss, what mattered was that nobody was surprised and I could show what I had changed.