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Recent Posts
When the Founder Is the Rainmaker: How to Scale Without Losing the Spark
In many founder-led businesses, the founder isn’t just the leader—they’re also the best (and often only) rainmaker. They land the big deals. They have the trusted relationships. They know the pitch inside and out because they are the pitch.
It works—until it doesn’t.
As the business grows, this model creates a bottleneck. Every new opportunity depends on one and only person. And it’s the same person every time. But there’s a downside. When that person is also responsible for running the business, mentoring the team, and shaping the vision, something eventually gives.
The Difference between CEOs That Manage vs. Lead
Fri, May 3, 2013 — Today's blog is by guest blogger Kevin Dincher.
The Perfect Storm – Why Sales and Marketing Are Changing
Wed, Apr 10, 2013 —
Want to Grow your Company? Let’s Talk!
Sun, Apr 7, 2013 — Today's blog is by guest blogger, Kevin P. Dincher, Crazy Moon Consulting, LLC
Cracking the Code of Organizational Change
Sun, Mar 10, 2013 — It was 1996 when John Kotter first published Leading Change and told us that 70% of all major change efforts by businesses fail. Nearly two decades later there is little evidence that any improvement has occurred, and this 70% failure rate has become axiomatic in business development and change management circles. Despite some individual successes, change remains difficult—and few companies manage change successfully. Organization change is a strategic imperative in today’s fast-paced business environment. Unfortunately, in the pursuit of change and trying to be the best, CEO’s and their executive team frequently chase after the latest and greatest idea. They lose focus and become mesmerized by all the advice available in print and online about why companies should change, what they should try to accomplish, and how they should do it. This proliferation of recommendations often leads to failure. Cracking the Code of Change
Bridging the Gap Between Marketing and Sales
Sat, Mar 9, 2013 — Guest blogger Carlos Nouche from Visualize. Many companies today grapple with a misalignment between marketing, sales, and the executive staff. This can cause a case of the “mis”- missteps and miscommunication, which lead to lower productivity and, ultimately, lower profits. According to a 2010 report by Aberdeen Research, companies who are “best-in-class” at aligning marketing and sales had 20% average growth in annual revenue as opposed to a 4% decline in “laggard” organizations. It is important for CEOs to lead the charge in aligning marketing and sales (critical aspects in any business) to develop momentum that feeds upon itself and moves your organization forward. Marketing Challenge: Marketing teams struggle today to maximize marketing dollars spent on lead generation, product positioning, analyst relations, and sales materials. Often these marketing resources are not targeted to reaching the ultimate buyer nor do they use a common framework that allows for sales to take immediate action in the field.
5 Super Tips for a CEO Faced with a Media Interview
Wed, Mar 6, 2013 —
International growth: A balance of competencies
Sun, Mar 3, 2013 — Our blog today is by guest blogger Mark Buss.
Their Pain, Your Gain
Sat, Feb 23, 2013 — Some of your best customers would probably like you to do business with them in a different manner. Maybe it’s the day you deliver your goods to them? The minimums required? Maybe it’s the day of the month that you do your billing…or the amount of paperwork that you require of them? Instead of making doing business with you easier, do you sometimes make it a bit more challenging? Successful companies seek out their customers’ pain points and eliminate them. Constantly listening to the signals from the marketplace can help you see the storm clouds gathering, and to develop the strategies necessary to meet them. In order to do that, you really need to dig deep and find out what is bothering them, and how you can go about fixing those things. Define the Pain Point
Hold ‘em: Three M's of Success for CEOs
Sun, Feb 17, 2013 — If you are a start-up or a small business, you probably have more on your plate than a reasonable person can be expected to handle. Or at least handle in an effective way without going insane. So what should a small business leader focus on? How should you identify the really important ones from those that are merely, well, important?