Leadership and growth expert Kirk Dando sheds light on 12 signs your growing company is falling victim to the very thing you’ve been working so hard for — success.
As a company scales, it always experiences subtle but very troubling growing pains. Left alone or ignored, these growing pains can (and do) turn into business train wrecks. I call these pains the “12 Warning Signs of Success.” And as you might expect, these growth tremors are amplified during rapid growth.
Being the consummate team player earns you extra commitments and an over-stuffed calendar. Being selfishly productive earns you more business and better job performance. Best-selling author and sales consultant Mike Weinberg explains why everyone should think twice before stepping outside of their primary duties in 2014.
Everyone likes being a team player and helping out swamped colleagues, but it’s all to easy to get your helping hands tied to too many commitments that have little to do with what your job really entails.
“Top producers are some of the most selfish people I work with,” says Mike Weinberg, founder of The New Sales Coach and bestselling author of New Sales Simplified. “They guard their calendar jealously and protect their selfish selling time because they know what they need to focus on to move the needle and drive results.”
For many marketers, Big Data is a blessing (customer and buying process insight galore) and a curse (what does all of this information really mean?!). The good news is that 2014 should provide some relief, thanks in large part to the progressive maturity of applications designed to wed Big Data with omni-channel marketing campaigns.
By now, you’ve probably heard of omni-channel marketing. A year ago, Forbes declared it the next big thing, while several other experts have recently trumpeted omni-channel marketing as the “future of brand engagement,” and the “new ad age revolution.”
And while each of those outlets is correct in suggesting that omni-channel campaigns are becoming a business imperative in an increasingly digital world, the thing about this supposed “revolution” is that it’s not really a revolution at all — it’s more of an evolution of a practice that’s been around for decades.
Poor user adoption and the lack of perceived value by customers is the greatest challenge faced by SaaS vendors. Quite simply, a customer that is not using your software and not realizing measurable business value from their IT investment will not be your customer for long.
Editor’s note: This is the first post in a three-part guest series by customer success management & IT user adoption expert Jason Whitehead, CEO of Tri Tuns.
SaaS vendors, recognizing that customer retention is critical for growth and profitability, are investing heavily in Customer Success Management (CSM) programs. These CSM programs are charged with the ambiguous goal of “making customers successful” so that customers renew their contracts and (hopefully) buy more. The challenge is most SaaS vendors don’t know what they need to do to drive customer success or where to even begin building an effective CSM capability.
Think the key to good leadership is being the smartest person in the room? Think again. Fortune 500 CEO advisor Mike Myatt explains how the most effective executives work to let go and develop a strong culture of leadership that relies on and empowers others.
For a founder or CEO at the head of a growing company, the temptation to carry the whole organization on your shoulders can be hard to resist. Wearing multiple hats or even running multiple departments single-handedly can be par for the course in the early days, but sooner or later taking on too much responsibility actually impedes the company’s growth.
Instead, successful CEOs surround themselves with the best people possible, learn to delegate decision-making, and are driven to help create great leaders across every level of the organization. Mike Myatt, CEO coach and author of the new book Hacking Leadership, sat down with OpenView Labs to discuss four key elements that grow a strong leadership culture (listen to the full interview here).
Season of giving? No thanks. Sales coach and best-selling author Mike Weinberg explains why it’s no coincidence the best salespeople are often the most selfish — it’s the only way to stay productive and get things done.
Even outside the holiday season, it’s natural to want to volunteer your time towards activities outside your primary role. For salespeople, that might be helping on-board a new client instead of generating new leads. For CEOs, that might mean trading in the leader role for administrator-in-chief. But while being a team player sure might seem like the jolly thing to do, the truth is the giving spirit is likely distracting you from your most important duties — and hurting your company, overall.
No matter how much they ask, you can’t give your users everything they want this holiday season. Learn how to prioritize and make a bigger impact by sussing out the “why” behind the “what”.
When Central Desktop began to verticalize its product strategy almost three years ago, the collaboration software company did what a lot of expansion-stage businesses do — it tried to do more with less by allowing the sales process to drive the company’s product enhancement prioritization.
In other words, Central Desktop’s salespeople were doubling as user experience researchers.
Intronis CEO Rick Faulk and CMO Aaron Dun explain why bigger isn’t always better when it comes to scaling a SaaS company’s lead generation efforts.
For most growing SaaS companies, it’s relatively easy to drive either higher lead volume or better lead quality. But, according to Rick Faulk and Aaron Dun, the CEO and CMO of online cloud backup and recovery solution Intronis, it’s often very difficult to do both.