DO YOUR EMPLOYEES ‘GET’ YOUR STRATEGY?
(ROCKEFELLER HABIT #8)
Here’s a challenge for you. Tomorrow, ask your staff to describe your company strategy. Could they do this quickly and accurately? If the answer’s yes, congratulations! You’ve nailed one of the Rockefeller Habits, meaning you’re more likely to achieve the growth you crave. If the answer’s no, you’re not alone. Many of the businesses I coach are vague about their direction of travel and this communicates itself to staff.
The eighth Rockefeller Habit is all about getting clear on different parts of your strategy – your BHAG (Big Hairy Audacious Goal), Core Customer, Brand Promises and Elevator Pitch – so that staff understand and buy into them. Let’s explore each of these individually.
Rethinking The Sales Process with Justin Roff-Marsh
If you’re wondering why your sales team isn’t converting, maybe it isn’t time to double the size of the team. Maybe it’s time to rethink your whole sales process. In fact, while you’re at it, why don’t you scale back the sales team’s responsibilities, divide up their tasks and have your sales executives responsible for just, well, sales…
This approach is what Justin Roff-Marsh advocates not just in his book, The Machine, but with his management consultancy company, Ballistix. “Typically we will either build a sales function entirely from scratch, or we will work with [a company] on the rebuild of their sales function. I say sales function loosely because actually most of the work that we do is building the functions or rebuilding the functions that are adjacent to sales, so as to make sales more productive.”
Having dedicated half of his 30-year career to developing a scientific approach to the design and management of sales processes, Justin is incredibly well placed to discuss why companies need to rethink their sales function if they hope to scale. Because Justin is on a mission to shatter the myths around what makes salespeople great.
Discover conversion rate optimisation (CRO) techniques that have been used to grow many of the world’s biggest web companies—plus hundreds of smaller, market-leading companies in over eighty different industries.
It’s 9:00am on a Monday and you just arrived at work. Your to-do list for the week is long: answering emails, making client calls, attending meetings, researching a client’s needs, writing a proposal, updating a project plan, reading about new developments in your field … the list doesn’t seem to end. Which tasks should you focus on first?
I recently visited Wake Forest University, in Winston-Salem, North Carolina, where I serve on the College Board of Visitors. The campus was buzzing — in part because the weather was so nice, in part because the football team had cracked the national Top 25. But much of the warm feeling was the afterglow of a recently completed, larger-than-life dance extravaganza starring the school’s facilities-and-maintenance staff.
When was the last time a colleague said something so ridiculous that it made your jaw drop? A four-year study by LeadershipIQ.com found that 23 percent of CEOs were fired for denying reality, meaning refusing to recognize negative facts about his or her organization’s performance. Entrepreneurs typically respond when people deny reality by confronting them with the facts and arguments. But research suggests that’s exactly the wrong thing to do.
More revenue, more profit, more time.
Three things every business owner wants. The challenge is you haven’t developed the systems to allow the company to function and scale without you. You struggle to find and hire the right people who can effectively take things off your plate. Growth consumes cash so the end of month pay run is always a little too tight for comfort.
It wasn’t meant to be this way. This book has the answers.
Once upon a time, brick-and-mortar video stores were king. Late fees were ubiquitous, video-streaming unheard of, and widespread DVD adoption seemed about as imminent as flying cars. These were the widely accepted laws of the land in 1997 when Marc Randolph had an idea.
It was a simple thought – leveraging the internet to rent movies – and was just one of many more proposals, like personalised baseball bats and a shampoo delivery service, that Randolph would pitch to his business partner, Reed Hastings, on their commute to work each morning.
But Hastings was intrigued, and the pair – with Hastings as the primary investor and Randolph as the CEO – founded a company…
MEANINGFUL ACTION FOR MONDAY
Gather every person who’s joined your organisation in the last six months and arrange a lunch date with them. Ask them for a suggestion to improve your business. As new starters, they’ll see the stuff you do that makes no sense.