As the CEO of martech SaaS ion interactive, I was big on accountability and transparency. My co-founders and I managed the organization around the ideas that everyone pulls their own weight and everyone else is entitled to see that. Of course when someone or some team didn’t make it happen, it was obvious to all. […]
I’ve written about how important it is to be deliberate about your company’s meeting culture, and how debilitating it can be to your staff when you aren’t. One of the ways I like to “reset” a company’s meeting culture is to institute a company-wide meeting-free week every six months or so. It’s like a vacation […]
My framework for running a growing company is “wheels on, pedal down”. Both ‘wheels on’, and ‘pedal down’ activities are important. I need to do just enough things that keep the wheels on, and I also need to push the pedal down constantly. Within those categories I also have to consider if it is a ‘must do’, or a ‘nice to do’—is the activity/task/idea likely to have high impact or low impact?
This isn’t about your CRM, or your marketing automation platform, or your auto-dialer, or your…anything. You may have those things, and you may not. Don’t worry about that stuff. It will all work itself out later. If you put those things before selling, you will distract yourself from what is most important: actually selling and getting your first customers.
Should you cut a difficult employee loose? You can skip reading this and I will give you the answer now: YES. Stop debating this and agonizing over the decision, because you already know the right thing to do.
Think it’s not important to define your sales culture? Think again. Culture shapes how people work together and independently, reinforces norms of behaviors and sets expectations. Left unchecked, it may not help you attain your goals.
Meetings can make or break your culture. It’s really hard to untangle established patterns in a company to reshape the number duration, and frequency of meetings you have. But you can make significant improvements if you are vigilant. It requires fortitude, and sometimes really putting your foot down to stop the insanity.
Working on the business means focusing on the big-picture strategic stuff. Working in the business means…well, it means working in the business. Spending time in the day-to-day running the company. As a leader, you need a balance of both.
Entrepreneurs can be control freaks and micro-manage everything, which stunts a company in so many ways. But, on the flip side, I know a lot of “leaders” who rarely get their hands dirty in the actual work their team is doing. If you spend all your time working “on the business” and no time working “in the business”, you can quickly lose touch with the actual business itself. A good example is that time I scored some leads.
Is it true? Is it necessary? Is it kind? A manager’s framework for providing feedback the right way.