POPULARITY
2 episodes with your ceo
2 episodes with your ceo
2 episodes with your ceo
CTO/VPE? The bad news: Your CEO won't coach you. The good ones? You've got enough agency and authority to pull yourself by the bootstraps! This week's podcast is a DIY-kit for coaching and growth.Grab my free coaching framework ebook: https://avivbenyosef.com/free-coaching-framework-ebook/Grab a copy of my books, Capitalizing Your Technology and The Tech Executive Operating System.Subscribe to the best newsletter for tech executives.For any questions or comments, reach out to me directly: aviv@avivbenyosef.com
This episode is from Drive 2024, our first-ever in-person event for B2B marketers in Burlington, Vermont. Devin Reed, Founder of The Reeder and expert in content strategy, shared a session on building a strong personal and company presence on LinkedIn.Devin covers:Identifying your “one word” to own and dominate a category on LinkedIn.Why your content strategy should focus on personal LinkedIn profiles for max reach and engagement.A step-by-step framework for producing and distributing CEO or executive-led LinkedIn content.Timestamps(00:00) - - Intro to Devin (05:23) - - How to Build Trust at Scale (11:16) - - 10 Undeniable Reasons B2B Leaders Should Get Active on LinkedIn Right Now (13:28) - - Pick Your “One Word” to Guide Your Content Category (18:42) - - How to Narrow Your Audience (26:01) - - How to Pick Content Pillars & Topics (30:28) - - Outlining Your Production Process (32:22) - - How to Measure & Iterate LinkedIn Success (37:21) - - Using Company Pages vs Personal Pages (38:02) - - Communicating with Your CEO (39:14) - - How to Get Your Whole Team Involved in LinkedIn (39:55) - - Niching Down with Your “One Word” (41:24) - - Prioritizing Engagement on LinkedIn (42:35) - - Applying This Framework to Other Channels (42:51) - - Revising Your Voice and Tone (44:46) - - How to Pick Your “One Word” (Revisited) (46:51) - - Reach Versus Teach Send guest pitches and ideas to hi@exitfive.comJoin the Exit Five Newsletter here: https://www.exitfive.com/newsletterCheck out the Exit Five job board: https://jobs.exitfive.com/Become an Exit Five member: https://community.exitfive.com/checkout/exit-five-membership***This episode of the Exit Five podcast is brought to you by our friends at Knak. Launching an email or landing page in your marketing automation platform shouldn't feel like assembling an airplane mid flight with no instructions, but too often that's exactly how it feels.No more having to stop midway through your campaign to fix something simple. Knack lets you work with your entire team in real time and stops you from having to fix things mid flight. Check them out at knak.com/exit-five/***Thanks to my friends at hatch.fm for producing this episode and handling all of the Exit Five podcast production.They give you unlimited podcast editing and strategy for your B2B podcast.Get unlimited podcast editing and on-demand strategy for one low monthly cost. Just upload your episode, and they take care of the rest.Visit hatch.fm to learn more
Live from an ESG-flavored pumpkin patch, it's an all-new Terrific Tuesday edition of Business Pants. Joined by Analyst-Hole Matt Moscardi! On today's Halloween-filled scary Independent lead Director called October 29th 2024: a scary rate the headline game and a Terrifying headlines quiz!Our show today is being sponsored by Free Float Analytics, the only platform measuring board power, connections, and performance for FREE.DAMION1Scary headlines game23andMe Appoints Three New Independent Directors to BoardMark Jensen (LD & Comp Committee Chair): former executive at Arthur Andersen LLPAndre Fernandez (Audit Committee chair): former CFO WeWorkJim FrankolaAverage board influence across 4 boards (Lattice Semiconductor, Cardlytics, Ansys, and Skillsoft) is 4%OpenAI chair's AI startup Sierra gets $4.5 bln valuation in latest funding roundBret Taylor has raised $175 million in a new funding roundOne-year-old Sierra focuses on selling artificial intelligence-powered customer service chatbots to enterprises. It serves clients such as WeightWatchers and Sirius XMJeff Bezos Reveals Why Washington Post Didn't Endorse a 2024 Candidate (spoiler: the quick answer is Jeff Bezos)“Dave Limp, the chief executive of one of my companies, Blue Origin, met with former president Donald Trump on the day of our announcement,” Bezos wrote. “I sighed when I found out, because I knew it would provide ammunition to those who would like to frame this as anything other than a principled decision.”As he heads for the exit, Missouri secretary of state resurrects ‘anti-woke' investing rulesIn calling for the latest round of changes, Jay Ashcroft said there is “an immediate danger to the public welfare” if there are not guidelines in place cautioning people about investment firms that use ESG principles: “ESG investing opposes fossil fuels, pushes unionization of private companies, pushes radical racial and gender equity over merit, and flexes their influence over who is chosen to sit on corporate boards.”AI will acquire a human form,' says Nvidia vice president (Masataka Osaki, the Vice President of Worldwide Field Operations at Nvidia)Elon Musk's secret talks with Putin ramped up during his Twitter takeover: WSJ reportGoogle to develop AI that takes over computers, The Information reportsAlphabet's Google is developing artificial intelligence technology that takes over a web browser to complete tasks such as research and shoppingJeff Bezos Reportedly Has Secretive "Personal Reasons" for Wanting to Escape to MarsWoman sues JetBlue over ‘dangerously cold' ice cream sandwich that she says cracked her toothRobinhood jumps into election trading, giving users chance to buy Harris or Trump contractsU.S. stocks could soon trade for almost 24 hours a dayElon Musk claims he can cut the federal budget for Trump by 'at least' $2 trillionTech CEOs hedge their bets and make nice with TrumpApple's Tim Cook phoned the former president to discuss Apple's European legal troublesSundar Pichai called him to praise his photo op at a McDonald'sFinally, let's rate some Jamie Dimon says:JPMorgan CEO Jamie Dimon says 'it's time to fight back' on regulationJamie Dimon says the global order is at risk–and raging conflicts could explode into World War 3World War 3 has already begun, says JPMorgan Chase CEO Jamie DimonMATT1Terrifying headlines quizYou really like being alive on earth… and then…:Volcanoes don't cause climate change — but it could be the other way aroundClimate Change Even Threatening Greece's Butterflies, Food SupplyPolar bears are getting horrific injuries and huge 'ice balls' on their paws because of climate change, researchers say DRFall leaves look a little muted? Warmer, drier conditions are changing autumn in ArizonaYou really don't want e coli or some horrible plague… and that's when you hear:McDonald's bringing back Quarter Pounder after beef patties ruled out as source of E. coli outbreakRoyal Caribbean raises annual profit forecast on strong cruise demand, price hikesThe Arctic ice is melting. A booming cruise industry is taking advantage — while it can.Threat of foodborne pathogens is growing with climate change, experts warn DRYou are an out gay human being working in a firm with thousands of employees, virtually all of whom are white hetero milquetoast or not out at work. You're already basically alone in a sea of bros, when you find out…:Your CEO leads an anti-gay church, and apologizes only because the billionaire ex-CEO and chair has a married non-binary child (Fortescue) DRIt's your fault angry white men don't want to pay your products touched by your gayness (Harley)Your existence in the office, not your work product, got your hetero white male CEO paid morePicture this - you're home, comfortably at your kitchen table, home made coffee, house is empty, on your Zoom calls. You can shit in your toilet, you can choose to wear pants or not, you can be on call if your kids get a fever in class and pass out… and then…:Being forced to come back to the office but the CEO isn't there (Starbucks)9.5% of CEOs are ‘Supercommuters.' But they tend to underperform—especially if they own a boat or live near a golf courseBeing allowed to work from home… for a dual class dictator (Spotify)Being forced to bring your kids to the office because you had two days notice to get back to the office (Dell) DRThese are your only investment options in the world… and you are horrified:Boeing raises greater-than-expected $21 billion from new stock sales on pricingMcDonald's $5 value meals save third quarter U.S. sales but E. coli outbreak hangs over recovery DRSouthwest Airlines must face pilots' union lawsuit over threatsSubway is seriously skimping on deli meat, lawsuit saysAnd finally, who is the most terrifying victor in November:TrumpMuskHarrisJamie Dimon Says
Hebba Youssef, Founder & Creator of I Hate it Here & Chief People Officer at Workweek, joined us on The Modern People Leader. We talked about the work they're doing to elevate their managers to the next level, why the CEO and Chief People Officer dynamic is challenging, and whether there has been scope creep for the CPO role. ---- This episode was brought to you by Great Place to Work®. Download their latest research on Return-to-Office Mandates here. ---- 2:36 Good news stories 10:26 Your thirties 14:04 Hebba's story 21:49 Balancing Dual Roles: CPO and Content Creator 25:42 What Hebba dislikes most about being a creator 27:30 Maturing as a company is painful 31:09 Getting managers to the next level 33:14 Friday manager trainings at Workweek 39:20 Changing the mindset of leaders to want to change 45:45 Why the CEO and Chief People Officer dynamic is difficult 48:53 Your CEO needs a professional coach and a therapist 54:24 Is the scope of the CPO role getting too big? 57:56 The piece of HR that Hebba would give away 59:11 Rapid fire questions ----
Speaking to Your CEO? — 5 Ways to Make Your Presentations Memorable
Understanding the Impact of Going Dark on Your CEO. In this episode, we're pulling back the curtain on a common but often unspoken habit: the tendency for COOs and executives to disconnect from (or “ghost”) our CEOs. We know firsthand the challenges of navigating the fast-paced, world of reporting to an entrepreneur. But as crucial as it is for us to keep up with their pace, we sometimes find ourselves falling into the trap of “going dark,” whether due to our busy schedules or fear of burdening our CEOs with bad news. But here's the thing: communication breakdowns can lead to a whole host of issues, from duplicated work to frustrated team members. That's why in this episode, host Megan Long is sharing insights on why we ghost our bosses, the repercussions of doing so, and most importantly, practical strategies for fostering open communication and stronger relationships. You'll hear all about: 01:07 – The common occurrence of COOs “going dark” on their CEOs. 01:20 – Characteristics of entrepreneurs and the challenges they pose for COOs. 02:32 – Communication breakdowns between COOs and CEOs, leading to COOs “going dark.” 04:43 – Exploring the fear-based response of COOs to shield their CEOs from negative news. 05:40 – Strategies for improving communication and preventing “going dark,” including regular updates and same-page meetings. Rate, review & follow on Apple Podcasts CLICK HERE TO LISTEN! OR WATCH ON YOUTUBE If you haven't already done so, follow the podcast to make sure you never miss a value-packed episode.
"An idea is an idea. It's never going to be executed the same way. You are who you are. The way I deliver something is different than the way Callie delivers something is different than the way the next person delivers something." - Amanda CasinhaJoin me for an inspiring conversation with Amanda, CEO of Grind Social Media and a trailblazer in the world of social media marketing and female entrepreneurship. Listen in as we peel back the layers of Instagram's deceptive marketing veneer, championing authentic engagement and the hard-earned triumphs that come from a genuine, strategic approach to growing your business.Step into the realm of action-driven marketing strategies and the pivotal role of confidence in self-promotion as we navigate the challenges and breakthroughs of entrepreneurial endeavors. This episode is a goldmine for practical insights, from harnessing the power of the PVC method in crafting impactful social media content to recognizing the profound influence of a tightly-knit community over a vast but passive follower count.Guest Bio: Amanda Casinha is a serial entrepreneur with 15+ years of experience in branding, digital marketing, and social media. She's the Founder and CEO of Grind Social Media, a full-service social media marketing and consulting agency that helps businesses make their mark online through strategic social media management, end-to-end email marketing, and head-turning content that converts. She's a two-time bestselling author about female entrepreneurship and resilience and is passionate about helping women find (and finetune) their voices and take up more space. She also is the host of Marketing Sucks - a podcast aimed at shaking up the marketing industry and helping you take up space online.Your CEO energy is a force to be reckoned with, and I hope our discussion leaves you motivated to take decisive action, prioritize authenticity, and foster connections that transcend the digital space. Episode Chapters:10:44 Empowering Entrepreneurs to Take Up Space17:44 Social Media Strategy and Authenticity22:44 Importance of Community Over Follower Count32:56 Action-Driven Business Strategy and Marketing41:19 Confidence in Marketing and Self-PromotionLinks:IG: https://www.instagram.com/grindsocialmedia/Marketing Sucks Podcast: https://marketingsucks.buzzsprout.comStay Connected:Need to learn how to lead with BIG CEO Energy but don't know where to start? Let's Connect HereVisit the website to learn how I can serve your business as a Fractional COO www.thekalandco.comDo you have broken systems and processes and need help STAT? Check out my 1:1 Project Intensive where I come in like Superman and leave you with the cape! https://thekalandco.com/servicesLet's be friends on social:Follow me on Instagram @_kalandcoConnect with me on LinkedInI would be really grateful if you left a review on iTunes so that others can find and turn on their CEO Energy too! Just click here to review, select “Ratings and Reviews” and “Write a Review” . I'd also love to hear what your favorite part of this episode is in the comments below. Thank you!Support the show
Do you dread having to conduct the annual evaluation for your practice's leader? Your CEO or Practice Administrator sees to it that all of the staff's evaluations are completed, but now it's time for their annual review. Many physicians dread having to do this, as it's not something that's taught in medical school.This episode breaks down how to conduct these annual reviews well, some common pitfalls to avoid, specifics on incentive compensation, and a bit about long term employment contracts as well. Tune in if you'd like to learn more about how to make these critical conversations productive and enjoyable.Please Follow or Subscribe to get new episodes delivered to you as soon as they drop! Visit Jill's company, Health e Practices' website: https://healtheps.com/ Subscribe to our newsletter, Health e Connections: http://21978609.hs-sites.com/newletter-subscriber Want more content? Find sample job descriptions, financial tools, templates and much more: www.MedicalMoneyMattersPodcast.com Purchase your copy of Jill's book here: Physician Heal Thy Financial Self Join our Medical Money Matters Facebook Group here: https://www.facebook.com/groups/3834886643404507/ Original Musical Score by: Craig Addy at https://www.underthepiano.ca/ Visit Craig's website to book your Once in a Lifetime music experience Podcast coaching and development by: Jennifer Furlong, CEO, Communication Twenty-Four Seven https://www.communicationtwentyfourseven.com/
Todd Rakow, CFO of Gladly joins CJ for this deep dive into usage-based revenue models, strategic finance leadership, and the complexities of managing growth and headcount in line with ARR. Todd shares tons of tactical insights, including building out the usage-based model, forecasting customer usage patterns, commissioning sales reps, and teaching your teams to distinguish between reoccurring and recurring revenue. If you're looking for an ERP head to NetSuite: https://netsuite.com/metrics and get a one-of-a-kind flexible financing program until April 15th, 2024. — PSA: Run The Numbers has a new Spotify and Apple show link. Follow the links to subscribe and ensure you'll never miss an episode Apple: https://podcasts.apple.com/us/podcast/run-the-numbers/id1723787140 Spotify: https://open.spotify.com/show/0zQCkklNnVgMD364kCW5SV — SPONSORS: Maxio is the only billing and financial operations platform that was purpose built for B2B SaaS. They're helping SaaS finance teams automate billing and revenue recognition, manage collections and payments, and put together investor grade reporting packages.
Todd Rakow, CFO of Gladly joins CJ for this deep dive into usage-based revenue models, strategic finance leadership, and the complexities of managing growth at scale. Todd shares tons of tactical insights, including building out the usage-based model, forecasting customer usage patterns, commissioning sales reps, and teaching your teams to distinguish between reoccurring and recurring revenue. If you're looking for an ERP head to NetSuite: https://netsuite.com/metrics and get a one-of-a-kind flexible financing program until April 15th, 2024.SPONSORS:Maxio is the only billing and financial operations platform that was purpose built for B2B SaaS. They're helping SaaS finance teams automate billing and revenue recognition, manage collections and payments, and put together investor grade reporting packages.
The Diddy Dilemma: How Ex-Bad Boy Stars Can Protect Their Careers and Legacies, LIVE AND IN PUBLIC, IF YOU WILL on this week's episode of IF THE SHOES FIT, a show where we solve salacious situations by stepping into the shoes of the shaken...the chagrined...the kerfuffed! I'm your host Alexei Auld, author of 7 Secret Sources of Inspiration: A Snappy Guide for Creative Procrastinators, and joining me are guests John Nash from Hey Not The Face Podcast and Eugene S Robinson, author of the memoir, “A Walk Across Dirty Water and Straight Into Murderer's Row”. Collectively the Puncholes. For the archives, join our Patreon. patreon.com/iftheshoesfit. Now let's get to stepping! Step into the shoes of any former Bad Boy Recording Artist. Back in the day, Sean Combs was, as Suge Knight put it in the Source Awards, all in your videos, all on your records, dancing. Today, with another sexual assault and harassment allegation, how do you prevent Diddy's diddling with your artistic legacy and killing nostalgia driven financial opportunities, live and in public, if you will? Step into the shoes of Kelloggs. Your CEO solved poverty by suggesting the poors eat cereal for dinner. “Cereal for dinner is something that is probably more on trend now, and we would expect to continue as that consumer is under pressure.” If Willy Wonka invented a gum that contained an entire three-course dinner, should you create tomato soup…roast beef with baked potato…and blueberry pie with ice cream flavored Froot Loops, live and in public, if you will? REGULAR FEATURE: LEGION OF DOOM REGULAR FEATURE: MISTYAF THANKS FOR JOINING US. For the archives, join our Patreon. Patreon.com/iftheshoesfit
Why you've got to check out today's episode:Find out what is your leadership style and how you can turn it into your entrepreneurial superpowerLearn why you need to notice where your resistance is in your business to unlock abundanceUnderstand how frustration can limit your effectiveness in your businessResources/Links:Want to know what's your secret entrepreneurial superpower? Click here: https://www.lizwolfecoaching.com/resources/quiz/Summary:Do you want to know how you can grow your business without the stress, hassle, and expenses just by how you lead?Your CEO leadership style plays a big and crucial role in determining if your business is out for success or failure. It can make or break your business if you don't get it right. Stop the resistance and find out what your CEO leadership style is– your secret superpower!Liz Wolfe is a business coach who helps entrepreneurs get unstuck so that they can create an abundant business.Catch Liz as she shares the ultimate secret on how to grow your business— by embracing your strengths and loving your leadership style! She also talks about how to avoid potential pitfalls and unlock abundance.Check out these episode highlights:01:33 - Liz' ideal client: My ideal client is anyone who feels stuck in their business. I mostly work with newer entrepreneurs, people who are in their zero to five years of their business.01:52 - The problem she helps solve: The main problem I help people solve is to launch and grow an abundant business. 02:52 - The symptoms of the problem: Some of the symptoms are this idea of feeling stuck where you're working really hard, or you feel like maybe you don't have enough experience, and you feel like you don't have the credibility you want or you feel like you should have better connections.04:04 - Clients' common mistakes before consulting Liz: The biggest thing is struggling against your leadership style. And I'll give you an example. So that would be, if you are what I call a "Chief Enthusiasm Officer", you're someone who has a lot of ideas and creativity. 06:15 - Liz' Valuable Free Resource (VFR): Want to know what's your secret entrepreneurial superpower? Click here: https://www.lizwolfecoaching.com/resources/quiz/07:19 - Liz' Valuable Free Action (VFA): Notice your resistance and know that that's coming from your resistance to being a way that you are not naturally a way to be.08:12 - Q: How do I get past this? And is this really possible for me? A: Absolutely. The answer is, we're on this entrepreneurial journey together to be in discovery. So, be in that open space of discovery.Tweetable Takeaways from this Episode:“Ask yourself the question, what am I resisting right now? And I promise you, you will discover something helpful for you to move forward in your day.” - Liz Wolfe
In this episode I welcome back Cameron Herold, founder of the COO Alliance and the Invest In Your Leaders course, host of the "Second in Command" podcast, multi-best selling author, whose sure-to-be-a-best -seller recent book is "Second in Command: Unleash the Power of Your CEO," and whose wakeup call and through line is realizing that he has ADD and also a love for business and entrepreneurship seeing the world differently dating back to when he was seven. https://cameronherold.com/books/
AI is making big changes to marketing and the role of CMOs. But what do your thoughts on the technology align with your CEO's?Your CEO likely has certain expectations on how AI is to be utilized, and while we're still in relatively unexplored territory with these technologies, it's essential for CMOs and CEOs to be aligned on expectations and usage.To take a look at how this alignment can work, we sat down with Ericka McCoy, CMO of Resonate, who brought along her CEO, Bryan Gernet, as they discuss how they're both approaching the usage of AI for marketing.For more on the topic of AI in marketing, don't miss the CMO Summit: San Francisco on September 21st.Learning how to align with the rest of the C-Suite can be challenging. Learn how to overcome them with our C-Suite Masterclass.
"Delusion is the solution." Hi besties! Welcome back. This week we are joined by a very special guest Antoine Bilbord, my business partner and close friend. Antoine is a Canadian content creator, production specialist, and breathwork facilitator. We both bonded over our shared love for mindfulness, faith, and country living. In this episode, we share the story of how we started our business, Your CEO Studios. We discuss our shared values, complementary skills, and the importance of forming genuine relationships in business. We also talk about the challenges and rewards of working remotely and building a brand in the digital age. Additionally, we discuss their passion for podcasting and the joy it brings them. In the end, we share their upcoming plans, services offered by CEO Studios for podcasters, and their vision for the future of CEO Studios. I'm so grateful to finally share our baby which is Your CEO studios and where we have been spending all our time. Hope you enjoy! Links Book a free strategy call with CEO Studios Follow CEO Studios Follow Antoine View my amazon shop BOOK A COACHING DISCOVERY CALL HERE :) Follow Tana Talks on Instagram Timestamps: 0:00 Introduction and welcome to Antoine 2:13 Your CEO Studios 4:20 Working together as a team and filling each other's gaps 6:25 Starting their own business together 9:00 The future of CEO Studios 15:10 Trusting the process and reflecting on growth 20:00 Imposter syndrome and owning their business identity 22:30 The importance of talking about their business 27:00 Antoine's passion for podcasts and the industry 29:20 The importance of a business-minded partner 31:30 The challenges of running a business and the rewards of success --- Send in a voice message: https://podcasters.spotify.com/pod/show/montanadoran/message Support this podcast: https://podcasters.spotify.com/pod/show/montanadoran/support
Can there be a more exciting and strange place to work today than a leading AI lab? Your CEO has said they're worried your research could cause human extinction. The government is setting up meetings to discuss how this outcome can be avoided. Some of your colleagues think this is all overblown; others are more anxious still.Today's guest — machine learning researcher Rohin Shah — goes into the Google DeepMind offices each day with that peculiar backdrop to his work. Links to learn more, summary and full transcript.He's on the team dedicated to maintaining 'technical AI safety' as these models approach and exceed human capabilities: basically that the models help humanity accomplish its goals without flipping out in some dangerous way. This work has never seemed more important.In the short-term it could be the key bottleneck to deploying ML models in high-stakes real-life situations. In the long-term, it could be the difference between humanity thriving and disappearing entirely.For years Rohin has been on a mission to fairly hear out people across the full spectrum of opinion about risks from artificial intelligence -- from doomers to doubters -- and properly understand their point of view. That makes him unusually well placed to give an overview of what we do and don't understand. He has landed somewhere in the middle — troubled by ways things could go wrong, but not convinced there are very strong reasons to expect a terrible outcome.Today's conversation is wide-ranging and Rohin lays out many of his personal opinions to host Rob Wiblin, including:What he sees as the strongest case both for and against slowing down the rate of progress in AI research.Why he disagrees with most other ML researchers that training a model on a sensible 'reward function' is enough to get a good outcome.Why he disagrees with many on LessWrong that the bar for whether a safety technique is helpful is “could this contain a superintelligence.”That he thinks nobody has very compelling arguments that AI created via machine learning will be dangerous by default, or that it will be safe by default. He believes we just don't know.That he understands that analogies and visualisations are necessary for public communication, but is sceptical that they really help us understand what's going on with ML models, because they're different in important ways from every other case we might compare them to.Why he's optimistic about DeepMind's work on scalable oversight, mechanistic interpretability, and dangerous capabilities evaluations, and what each of those projects involves.Why he isn't inherently worried about a future where we're surrounded by beings far more capable than us, so long as they share our goals to a reasonable degree.Why it's not enough for humanity to know how to align AI models — it's essential that management at AI labs correctly pick which methods they're going to use and have the practical know-how to apply them properly.Three observations that make him a little more optimistic: humans are a bit muddle-headed and not super goal-orientated; planes don't crash; and universities have specific majors in particular subjects.Plenty more besides.Get this episode by subscribing to our podcast on the world's most pressing problems and how to solve them: type ‘80,000 Hours' into your podcasting app. Or read the transcript below.Producer: Keiran HarrisAudio mastering: Milo McGuire, Dominic Armstrong, and Ben CordellTranscriptions: Katy Moore
Join us for part 3 of NB's business Power Training Series! Today, Natalia shares the third foundation level of her 4 for Success framework. Learn from Natalia's 16+ years of entrepreneurship to expedite your biz building process. In Foundation 3 (F3) we focus on the important aspects of leadership for ourselves and others!WE EXPLORE:• Witnessing your shadow• Clarifying your relationship with yourself• Learning how to lead yourself so you can lead others• Moving through challenging moments and times of uncertainty• How our habits can build inner strength• Leading for impact rather than admiration• Becoming a leader at any stage of your business!• Embracing vulnerability over hiding in perfectionism• Your CEO energy!!!THE MARS METHOD: A Free Astrology x Business Masterclass Experiencehttps://view.flodesk.com/pages/63b3fc9761b8cd734be0ca81Conscious Babe Business School - the waitlist is now open!https://nataliabenson.com/cbbsWays to work with Natalia:Apply to work with me 1:1: https://nataliabenson.com/work-with-nbExplore the Money Membership: https://magicalwomenandmoney.com/Grab your Free 5 Day Money Training for Spiritual Solopreneurs: https://bit.ly/moneymastery4bizownersConnect on Instagram: @natalia_bensonSupport the show
An IT governance framework developed by ISACA. CyberWire Glossary link: https://thecyberwire.com/glossary/cobit Audio reference link: isacappc. “How Do You Explain Cobit to Your Dad – or Your CEO?” YouTube, YouTube, 24 Aug. 2016, https://www.youtube.com/watch?v=EYATVkddIyw.
Rob Wu, Founder of Causevox.com shares lessons learned from talking to over 100 large gift officers and donors. Learn about the BAIT approach to donor qualification. BAIT - Budget, Affinity, Intension, Timeliness About Causevox 11 years of experience We launched in 2010 and help nonprofits rally communities and raise millions every year. 1500+ customers From small community-service charities and national organizations to global development nonprofits. 75,000+ fundraisers From DIY fundraising and peer to peer to events and donation pages, CauseVox has you covered. Transcript [00:00:00] Today [00:00:26] on the Whole Whale podcast, we have a returning guest who may, if I'm right, may be setting the record for the, the most, uh, appearances on the whole Whale podcast, episode 50, The Data Behind Donor Retention, Episode 1 53, Analytics Answer, Who are My donors? And Episode 1 59 Survive the nonprofit software business. [00:00:47] Rob, we always appreci. Your candor, your willingness to come on the show to talk about it. And this is Rob Ru, of course, the CEO, founder of Cause Box. He has been diligently working in the sector, I believe, at least on cause box since [00:01:03] 20 11, 27 officially. [00:01:08] Officially 2010. Uh, actually also the same year that whole Whale was founded. [00:01:12] So, uh, we were joking before we turned on record of our, our various, uh, check-ins with each other over the years. And, uh, we're still, we're still doing it. Rob, [00:01:21] I'm so happy you're still alive, George . Thanks, [00:01:24] man. You know, we'll, we'll continue to, to check in over the years. I brought you in today though, because you are always looking for the upside for the nonprofits using ox. [00:01:37] You're trying to stay on, you know, the, the practical, I'll say the practical cutting edge of how to raise more money for great causes. And so I was hoping you could share a bit on what you have been focused on this year with regard. Major gifts. [00:01:55] Yes. How I see it in terms of my mission is that I'd rather be useful than to be sexy. [00:02:03] I'd rather be valuable rather than to be a unicorn. So if you look at the field of all the animals, there are all these analogies. I'd rather be a zebra than a lion or a unicorn or whatever fancy animals there are. So, Starting cos walks Over a decade ago, you, we came into this, uh, this business to become a digital fundraising platform because there's a big gap between technology and fundraising where a lot of nonprofits couldn't go online. [00:02:33] They didn't know how to do it. They didn't know how to utilize all the ways of social media fundraising. Digital fundraising, peer to peer. This and that. So it's been a great journey to us help accelerate that piece of digital fundraising and by bringing more and more organizations online and where we had some of our best years of growth and over covid, unfortunately, where a lot of organizations were transitioning into digital fundraising. [00:03:01] As we see the next steps of what's coming up, I think one of my biggest frustrations is that a lot of organizations see. Online fundraising as a siloed approach where they think, Hey, I need to run an event. I need to run a gala. I need to do peer to peer fundraising. I need to be on Facebook. And they kind of just treat, uh, the, that style of fundraising as a one and done thing. [00:03:26] They don't look at it as a process of how you can grow donors, of how you can grow gifts, how you can upgrade folks up the pipeline to become major donors. So I went on this quest to figure. When you're looking at major donors, how do folks actually get major donors? How do they qualify them? How do they really work through this process to grow a small $100 gift all the way to a hundred thousand dollars gift? [00:03:54] And the results of this were actually really surprising, where it gave us a lot of inspiration behind what we should build next when it comes to major gift fundraising. [00:04:03] That makes, uh, it makes a lot of. And as you're, as you're building this in this approach, the way I guess I look at it is that if you are ignoring, if you're ignoring the major gift strategy of your digital fundraising, You are missing out on easily half of the potential revenue you could and should be making. [00:04:25] What does that actually mean? If you have a hundred donors, I can very confidently tell you that there is probably a power law distribution of their wealth and capacity to give fancy way of saying that 10% of them have 90% of the wealth, because frankly, that's just how the things in America are carved out. [00:04:44] Thanks to capitalism, the question. That you should ask next is who are those people and what should we message them? So maybe you could pick up the thread there. Is it just, you know, smile and dial and be like, Hey, you have money. Give now please [00:05:00] more. Right, right. It is kind of funny, like, so I did this huge research quest to, to speak to over a hundred people on major gifts. [00:05:09] So I talked to, uh, over a hundred people who are either major gift officers, where the day to day is just about talking to rich people and China secure donations all the way to major donors who have carved out half a million dollars or more to give annual. Give to organizations. So across the board I've talked to like a lot of folks, and what's really interesting is that it's less about the message itself. [00:05:31] Yes, having a compelling story and follow up and the exercise and activity of reaching out to prospective major donors is important, but what's actually more important? Is understanding what the process looks like. Having a complete process of taking a mass donor, which is someone who gives what, 50 bucks, a hundred dollars at your Facebook fundraising or your, your gala, that kind of thing, and having them have a strong cycle and process and methodology of identifying who are the folks that I should be reaching out to as my short list of major gift prospects so I can grow them conversations. [00:06:09] On one end you have a lot of folks who do events and mass fundraising and crowdfunding and peer to peer. On the other end, you have just a short portfolio of a hundred, 150 people, uh, where. Uh, those are just like your prime targets and essentially you're just kind of reaching out to them and trying to secure meetings and tell 'em their story. [00:06:30] It becomes a very one-on-one sales process, like for better work. And there's a huge gap in a middle where I've also identified that for mid-level donors, nobody knows what to deal with em. So that part gets severely ignored. And when you look at parallel, which is kind of the distribution of, of uh, I, a handful of donations can have astronomical impact on your fundraising. [00:06:53] Uh, the, the top matters a lot, like major donors matter so much where you get a 50,000, a hundred thousand dollars gift that's transformational in terms of a small organization or if you get a number of mid-level gifts, which is around five 10 k each. Getting a handful of those, that's also transformational. [00:07:13] But then when you look at mass level gifts, if you get additional five more donations of a hundred dollars each, that's not transformational anymore. So it's kinda interesting where a lot of folks focus too much time on the mass, not enough time on the major, and no time at all on the mid-level donors. [00:07:30] So they're missing huge opportunities. [00:07:33] Mm-hmm. , and that's the graduating donors, I think is maybe one of the terms I. Used in the past, how do we upgrade our donors from this level to the next level? But also acknowledge that like, guess what, You know, somebody who's given 50 bucks, maybe, maybe not. Is there, you know, wealth engine type stuff. [00:07:51] I know Wealth Engine is a company, I know there's other, uh, data pools out there. Does that bring any extra information to you, or do you prefer just to look. The spread of donation amounts. Say like, All right, here's my bucket of people that donated an a hundred. As you mentioned, like, Oh, this person donated a thousand. [00:08:11] That's interesting. Maybe I have a talk with them. Which way do you like to. [00:08:15] Yeah, if you have the resources and the time, the ability is to do both approaches. That's where some of the organizations they, they really flourish because they have just a lot of different data pools to tap into. Of course, one of them would be like using folks like Donor Search and Wealth Engine and iWave, and to provide a great Kind of just well screening data where you can pipe out data into their services and come back with a rating in terms of the properties that a donor owns and if they have more of a propensity to give, you know, that kind of stuff. [00:08:45] But really, when I talk to a lot of major gift folks, that data is rational at best. So it's not very bad. Mm-hmm. , So the most accurate information actually is previous giving. So if you have giving history of a donor, uh, the two things that typically, uh, are really great indicators of a great and major donor prospect, one would be is their, their loyalty. [00:09:09] Meaning that are they being retained year after year If a donor is donating year after year, Whatever it amount, they already meet a qualification of, they support your organization, they know something about it. They have shown this intent to give, and they're just tied to you. So there there'll be a great prospect. [00:09:27] The additional layer you can layer on top is actually giving amount. So donors that give it over a thousand dollars typically be the threshold. . [00:09:35] All right, I'm back. [00:09:38] I really like. How you were talking about the behavior, It's something that I consistently try to pull our clients toward, our teams toward in terms of finding insights, which are less about what public data we've scraped and more about, show me the behavior. Is this person acting like someone who cares? [00:09:57] Are they showing the capacity to give through their actions? Because truth be told, a lot of this wealth data is essentially address zip code based. They pull it up and look at like, Oh, they live in this zone and live in this reason. They don't even talk about the, the reason they may have given, which is maybe it was a, a one and done check because, you know, someone's nephew wrote them one time and they don't really have a emotional connection to the organization. [00:10:22] So I like starting with your, your own data in your backyard as you. To these fundraising experts. I'm wondering what is the most common way of starting that conversation of like, Hey, you've got a lot of money and seem to care about us. How about more like what is the shape of that? What is the cold, warm intro? [00:10:51] Yeah, so ideally you're starting with a set of folks that have already donated to your organization. So you're looking at your own, uh, donor pool, whether you have 200 donors or 2000 donors or 20,000 donors, which is whatever. Uh, whatever you're looking at, you're starting with these. Warm donor prospects who've given something to your organization so they know something about you. [00:11:13] So it's not a cold type of outreach. It's something that is more about, uh, having a conversation with somebody that, uh, knows what you do. So you start with that kind of formulate a list of folks typically. If you're looking at doing major gifts full-time, you can reasonably work only around 150 folks as part of your portfolio. [00:11:32] So it has this account management focus where you short list list of folks who've, uh, given to your organization, uh, several years in a row that given over let's say a thousand dollars or whatever that threshold is. They can be higher if you're a larger organization, lower if you're a smaller organization and you come up with a list of. [00:11:50] If you do have the ability to bring in some of the wealth data, uh, that we just mentioned, then you can use that to segment even more until you get to a point where you have 150 people that you can work on for a year. So after you have that list, then what you wanna do is, uh, basically qualify. So your goal is to get to a qualification meeting with a donor. [00:12:11] Qualification meeting just means that you have a conversation with a donor, uh, to better understand. Uh, the capacity to give as well as their affinity to give. So those two points, capacity to give would be, uh, this basic understanding of how much wealth they have. Is, is this somebody who has. The ability to give more than a thousand dollars. [00:12:36] Like can they give $10,000? Can they give 50? Can they give a million? Basically having a conversation, asking some questions to better understand what, essentially what is their wealth, and not in those direct terms would be the first part. The second part would be understanding the affinity to give. Why did they give to your cause in the first place? [00:12:55] Is it because they're personally tied to your organization's work? Or was it because a friend asked a friend or something else in some other circumstance? So to better understand, essentially the affinity to give, I also like to add in, add a few additional qualifications to it based on my conversations with actual major donors who are donating hundreds of thousands of dollars every year. [00:13:17] Uh, one. The third one would be intent to give. So someone who has an intent to give, uh, that is typically a lot stronger than someone who does not have the intent to give. Intent is essentially what I, is an indicator of generosity. So someone who says, Hey, uh, I have a donor advice fund. I'm trying to spend it down every. [00:13:40] And, uh, I already give as part of my culture, of my process, as part of my family values, then that person has a stronger intent to give and are, and will be more likely to give. All else being equal . And the second, uh, qualification that I wanna add in is around budget. A lot of major donors that I talk to, they actually have carved out budgets for giving. [00:14:05] So when they look at their plans, look at their cash flow, uh, they look at their donor advice fund or kind of whatever they have, they think about, Okay, I have a budget. I, and I want to donate $300,000. So, and they try to figure out, how do I do that? I give to the folks that I already give to, Yes. But then I still have a chunk of it that I'm trying to figure out who to give to. [00:14:27] So, uh, in another instance, my framework for qualification is called Bait. Bait. Yeah. The budget, the affinity, the intent. And you also need to have the timeliness to give as well, like talking to somebody at the right time. That would be the last point I didn't really touch on, which is around this idea of like, did something happen where they, they come into an liquidity event where someone sold their business or they had a windfall of some sort. [00:14:55] So a lot of major donors I talked to, uh, come to that point where they're like, Hey, I just sold my business. I have a lot of millions to, uh, to give away. Uh, now is the right time for me to get an ask from a non. So, [00:15:10] and being top of mind in that moment is probably pretty valuable. [00:15:14] Yep. Yep. So after you have this qualification framework and kind of the screening then really becomes an exercise of saying, outta these 150 people that have on my list do they check the boxes in terms of, uh, being qualified for B ait? [00:15:29] And if they do, then I will make a. So it's as simple as that. The hard part though, is actually reaching out to each one of the hundred 50 donor prospects and trying to get that conversation so you can qualify them to get to a point where you can make a ask. [00:15:46] Yeah. I imagine people are not itching to have a, a conversation like this, and I imagine it is packaged in a different way, such as talking about, you know, the, how the organization plans to grow. [00:15:58] Maybe it's a capital campaign, maybe it's an upcoming event. It seems like there is more effective if you've got some sort of branded thing that you can talk about as opposed to give because it's Tuesday, [00:16:10] right? Right. It's give, because it's Tuesday is definitely not a good reason for major donors to give. [00:16:15] It, it, a lot of the outreach that happens with major donors happens way beyond the giving season that follows every year. It's really about, uh, thanking a. For making that initial, uh, donation or series of donations and having a conversation with them to better understand why they give to the organization and how the nonprofit can better match, uh, opportunities and present opportunities of giving to the donor. [00:16:46] So, so that's really the key, getting that conversation, doing the qualification and understanding if this major don. Prospect would be a good person to make up bigger asks too. So a lot of it just revolves around just getting to know a donor. [00:17:04] Yeah, and I mentioned, I mean, I just kind of threw out there the like events, the capital campaign, or maybe you're asking them, Hey, it's the end of year, we're looking for someone to put up a matching gift that will help other people. [00:17:18] Are there other programmatic activities or types of packaging? I, I guess, that these conversations revealed as more successful than others? Things that are trending more given the, you know, shift in wealth or shift in, uh, philanthropic interest? Yeah, [00:17:37] I think was it really interesting, especially when I talk to major donors they, they, they. [00:17:42] they profile the same as any other person that you talk to where they're really interested in causes, they wanna connect their dollars with making an impact. They want to hear a compelling story. So it's, it's less specific about the time of the year and more about, uh, what kind of programs are available. [00:18:01] There is an information gap when it comes to major donors and major gift officers, where major donors have the capacity. And they need to know what giving opportunities are out there because nonprofits never do a good, a great job of presenting all the opportunities that someone can give because they're just limited to their, their tools that they have, like their website or social media. [00:18:25] And then major gift officers need to figure out what makes it a donor click and then presenting those opportunities. So I do think that there. Campaigns that organizations do, if you're doing a capital campaign, like building a building, that kind of thing, uh, that, that is a great opportunity. But by and large, when it comes to major donors, uh, they're supporting the programs, uh, the annual funds or just kind of whatever gap fundraising an organization needs to do. [00:18:51] Yeah, the opportunity. To match that donor along their interests could be, you know, around a program, something they are particularly passionate about inside the organization and like, Hey, here's an opportunity for a, a multi-year support of this program happening in this region that I know you're interested in. [00:19:11] Mm-hmm. , but it's about, it's about matching that. But it does sound like a lot of work, right? This like tracking, tracking down 150 people, having those convers. But it does seem like you, I mean, you only need a hit rate of what? 5% if they're the right gifts. [00:19:27] You only need a small hit rate. So that's why a lot of organizations that invest so much staff time and effort into major gifts, where if you just secure a handful of them, then it's transformational as well as when, when I look at, uh, fundraising folks, development folks at an organization, they're better equipped to have conversations and tell stories on a one-on-one basis than on a one to many basis. [00:19:51] Uh, I think for a long time, uh, we're. We as kind of just an industry we're trying to transform, uh, kind of fundraising people who are really good at one-on-one communications and turn them into digital marketers where you're saying, Hey, like, learn how to do direct mail or learn how to do social media, or learn how to put on large virtual events. [00:20:12] So kind of forcing people out of like their skill sets. Or what they know the best and trying to push 'em into kind of this mass fundraising. And I, I believe that if you're able to do mass fundraising well, or just do it okay, as long as you have a, a, a steady inflow of new donors. You just kind of need to set some parameters and throw them at fundraising people so they can have these one-on-one conversations, get the major gifts, and use the parallel effect to transform the fundraising results of the organization. [00:20:46] I have this, [00:20:47] this assumption that if you gave me the fundraising data of, you know, a donor pool, I could calculate a projected potential. Upside for a large gift. Am I like, you know, am I on some sort of, you know, data island with this? Is this like an assumption too far because you know, if you've seen one, you've seen one? [00:21:08] Or is it pretty immutable? Once you see like major gifts implemented over a period of time that you would get a distribution saying like, All right, if you have got, you know, 30% of your audience donating a hundred dollars, here's your upside. Here's what's potentially sleeping in [00:21:24] in your backyard. Oh, for sure. [00:21:26] I, I think you can completely forecast it given enough data set. Now, of course, if you're a small organization, let's say you only have a hundred donors, then your distribution in your data forecasting is gonna be grossly inaccurate. But once you get to, uh, several thousand, tens of thousands of donors, then you can easily make assumptions to start forecasting. [00:21:46] And then that's where things get interesting, where then you can know, Oh, we need to talk to X amount of people every year because then we'll close a dozen major donors. And this is implication of that forecast. [00:21:59] I think that's helpful, especially if there's somebody listening that has a. A standard, we'll say, sort of let people donate as they're going to donate. [00:22:10] We'll go after grants and things like that. But individual donors are just, you know, fine at this, whatever level they wanna access at. We have an annual event. But I think looking at it as saying like, you're leaving money on the table if you aren't seeing this type of. Power law in giving, cuz it certainly exists in wealth. [00:22:25] Is that a fair phrasing? [00:22:27] Yeah, a hundred percent fair. I, I think for a long time, uh, and this is one of my frustrations, uh, at cos box is that, uh, we're empowering folks to do kind of these mass giving opportunities, but then there's not an easy way for folks to say, Okay, now what I. These couple hundred donors that I got from my peer, peer or craft funding campaign, let me have an easy way to move them on, upgrade them into a major donor. [00:22:53] Uh, so that's something that we're building towards, to helping organizations have, have the right tooling so that they can reach out to folks, have those conversations, qualify them, track the stages, and eventually close on these major gifts. [00:23:08] Does it make sense to be really trying to have those. Obviously qualifying conversations earlier in the year, and then as you move to the end of the year when you know, uh, you know, tax advantages, especially for the rich, they're thinking about donations and making those final donations. [00:23:23] Is it more extreme in that, like you gotta have those closing conversations in q4 or are large net worth individuals just dealing with DAFs and it really doesn't matter when, when that gift is. [00:23:36] Yeah, it, it is more of a letter. It, it is not as, uh, important when it comes to time of the year. Uh, but you before, for most major gift plans, their work plans is based on an annual cycle though, where at the beginning of the year, uh, they come up with a portfolio of folks to work and then they figure out what is my work plan for each specific person? [00:23:57] When am I gonna reach out to them and when I'm gonna make an ask, But ask, coming on a rolling basis. Uh, some donors are qualify a lot faster so they can make a proposal center proposal, make an ask for a major gift while folks, uh, sometimes just kind of drag it out depending on time of the year. There is more urgency at the end of the year, typically speaking. [00:24:17] But, uh, for major donors, they really break this process. They're not molded into, uh, this seasonal annual in of year giving. [00:24:27] I think it's just super helpful and it's something that continually is on my mind because we work at various levels for digital fundraising, but also just for awareness building. [00:24:37] But inevitably it is looking at a marketing funnel where you're turning attention into interest as measured by emails, converting those folks into people that care enough to open their wallets, and then sometimes it can sort of be left. At that point of the funnel as opposed to saying, and the next phase is this. [00:24:59] You gotta have conversations. Your CEO needs to be set up with people that have been qualified to say, Hey, here's our larger vision and here's why I need a quarter million dollars to get there. . [00:25:09] That's right. I, I think it's, the challenge right now is to make sure organizations are set up to have opportunities for major donors to donate. [00:25:17] Uh, or kind of presenting in that format is one of the big challenges. I think the second big issue is that, uh, organizations don't have the right tooling. You know, I, I've been on this research quest and essentially folks have been telling me that when it comes to major gift fundraising, they just take data outta their data. [00:25:36] Their CRMs and they just manage it in their head or in their spreadsheet when it comes to major gifts. So, the, the work of someone who's touching major donors, it really isn't served by by tools. So I think that's another gap too, where infrastructure, having the right tooling, having the right process built into the tools just aren't there for folks, and that's one of the reasons why folks don't do it. [00:26:00] Well, it sounds like a, a great opportunity and a natural evolution. Maybe you can tell us a bit more about how people find you and maybe some of these new tools that they can check out at cause box dot. [00:26:11] Yeah, so at Cosmos we're launching a new product. The, the product name's called Morningside. For now, probably need a better name, but the idea is that we want to build, uh, a product geared towards major donors. [00:26:24] So we call it a major donor workflow Product essentially has three different tiers, uh, three different pillars. The first pillar being that, uh, you have a suite outreach tools, so you can send. Like one on one emails to donor prospects. You can text them, you can make calls, you can do all your outreach in one tool instead of depending on your phones or depending on your email system, uh, so that you can track everything in one place. [00:26:48] Uh, the second piece of it would be this idea around donor tracking, where you can track. What stage a donor is in from prospect all the way to committed and fulfill. So you can easily see outta my portfolio. Major donors here are folks I've had meetings with. Here are people who are qualified. Here are people who've committed but haven't paid, and here to people who paid. [00:27:07] So you can easily see that as well as you can apply different work plans to each donor where you can chart up. Uh, for this donor prospect. I'm gonna touch 'em four times a year, hear the dates that I'll touch them. It's basically like a. Giant reminder list or to-do list that lets you easily just see what needs to happen on one day. [00:27:26] Uh, and then the D pillar will be attaching payments. So just the easy ability for, for donors to, to, to make a payment. But, uh, And have a customized, uh, donation page, equipment page for that. As well as if you're doing an offline, then they can send in checks or, uh, forward that information to their donor advised fund, uh, for our stock transfer, things like that. [00:27:48] Uh, essentially the idea is that we wanna be end to end when it comes to major donors. So gonna help folks not only automate but accelerate their major gift fundraising. [00:27:57] Awesome. Really appreciate you walking through it and excited that you're gonna be helping more organizations get a, get a bit more in their, uh, in their bank accounts. [00:28:07] So thanks, [00:28:07] Rob. Yeah, my pleasure. Thanks George.
Are you a reassurance-seeker? Deep down you know the answer. Even if it's not something you'd like to admit. Our CEO self definitely would not be. She would have it all under control, her way or the highway, she would leap and think later. You and I both know that you can not build the business you long for by holding out on the trust department. Your CEO self (the one you yearn to be) is not a reassurance seeker, they stand strong in their decision, they stand strong in themselves and this comes from an unwavering TRUST they have in themselves. And THAT beauty is what we are going to tap into in today's episode! Are you ready to step into this space?Apply to work with me: https://www.rebeccahaydon.com/workwithmeConnect with me on Instagram: @_rebeccahaydon_Head to the Show Notes: https://www.rebeccahaydon.com/reassurance-seeker/PS: Are you loving the podcast? It would mean the world if you could rate and review the podcast. This helps spread the word of the show to other ambitious female entrepreneurs just like you. Click here, scroll to the bottom, tap to rate and select “Write a Review.” And, if you haven't done so already, follow the show so you don't miss out on any new, plus juicy bonus episodes. Follow now!
An IT governance framework developed by ISACA. CyberWire Glossary link: https://thecyberwire.com/glossary/cobit Audio reference link: isacappc. “How Do You Explain Cobit to Your Dad – or Your CEO?” YouTube, YouTube, 24 Aug. 2016, https://www.youtube.com/watch?v=EYATVkddIyw.
B2B Podcasting | A show about the ultimate B2B sales & marketing strategy
Regardless of your industry, looking at your business through the right lens can help you with your marketing strategy. Casey Kuktelionis started out in radio. Now she's the Content Marketing Manager at TrustArc. We know what you're thinking—how on earth did she make that jump? It's simple: While Casey was in radio, her boss emphasized the importance of building and maintaining relationships, which content marketing is all about. Why? It's RELATIONSHIP that establishes trust for your business and keeps your clientele coming back. In this new episode of B2B Podcasting, host Kap Chatfield and guest Casey Kuktelionis discuss the importance of building relationships with your company's consumer base. Pro tip: Marketing works best when you have content that cultivates trust and resonates with your audience. Main Takeaways: The goal of content is to build relationships. You community space should be dedicated to two-way communications with your customers. Maintaining relationships with your clients means calling them to check in. Your CEO sets the foundation and carries the vision of your company's message. Timecodes: 00:00-06:05 | How to figure out if your content is helping your business 06:06-11:13 | The importance of building and maintaining your business relationships 11:14-15:34 | How to manage your time between measuring data and getting people aligned 15:35-20:35 | Recap of five takeaways and Kap's sign-off Quotes: “My boss in radio was a seasoned professional. I learned a lot from him. One of the main things I learned was how important relationships are, and how important it is to BUILD relationships.” - Casey Kuktelionis, Content Marketing Manager at TrustArc “Building relationships with your clients takes going to them every week, visiting and calling them. And not just to harass them with some outbound marketing plan or offer, but simply just checking in on them to see how they are doing.” - Casey Kuktelionis, Content Marketing Manager at TrustArc “The goal of content needs to be building relationships. If you have a different goal, you're not after it.” - Casey Kuktelionis, Content Marketing Manager at TrustArc “Do not market in your community space, it is not a space for you to do marketing. It is a space for you to listen to and talk with your customers.” - Casey Kuktelionis, Content Marketing Manager at TrustArc ————————————————- Connect with Casey Kuktelionis: Follow Casey on LinkedIn: https://www.linkedin.com/in/caseykuktelionis/ Casey's Website: NEED LINK Connect with Kap Chatfield: Follow Kap on LinkedIn: https://www.linkedin.com/in/kapchatfield/ Reach out to Rveal Media: Rveal's website: https://site.rveal.media/ Rveal's LinkedIn: https://www.linkedin.com/company/rvealmedia/ Rveal's YouTube channel: https://www.youtube.com/channel/UC69p14R2ccMdyUbbmdlWCEw
Your CEO calls an all-hands meeting. ⬆️ Your products have an instant 38% price increase & discounts are now banned.Can you still sell your product or service? Will you still make your quota?
Uncomplicate Your Business | Small Business Strategy for Women Entrepreneurs
Running your business like a CEO requires strategy and planning. It also requires skillfully managing your time and energy every week as a CEO so that you're putting your attention on the tasks that'll actually move your business forward. However, this is an area where we often get stuck. The email inbox, administration work, and ongoing busy work daily in our business can become a distraction. Then at the end of the week, we realize we haven't made progress on those high-priority tasks that will truly move your business forward. In this episode, we're talking about how you can run your week like a CEO and make those higher-value tasks a priority. On this episode of Promote Yourself to CEO: 4:33 - My model calendar approach. It's essentially time blocking specific types of tasks, but here are the details of how I do it. 16:56 - Your CEO date. This is the time on your calendar when you're checking in with your business. 26:49 - Asking yourself where you need support and self-care this week. Why did I include it in the CEO planner? 29:17 - Sticking to what you just mapped out for the week. The CEO Score really comes in handy, and I break down what it's all about. 36:26 - A weekly review, starting with wins. It also helps track any recurring problems so you can nip them in the bud. 38:57 - Quickly recapping my top 5 things to run your week like a CEO. Show Links The CEO Collective The CEO Planner “How a model calendar helps me work just 25 hours a week!” “What Is Your Role as CEO?” CEO Date Checklist “How to Track Your Productivity with an Entrepreneur Scorecard” Racheal on Instagram Review Giveaway - Rate and Review on Apple Podcasts
Welcome to our first show of 2022. I'm delighted to kick start this year off with Omar L Harris. Omar is a former Executive Leader of GSK and Allergan with more than 20 years' experience in the pharmaceutical industry. He's the founder managing partner of Intent Consulting and author of The Servant Leaders Manifesto and Be a J.E.D.I. Leader, Not a Boss. This warm and insightful conversation is packed full of learning including: The greatest gift that diversity has presented to Omar. The difference between equality and equity. How inequality can so easily disrupt your team and organization. How to be a J.E.D.I Leaders and not a boss. Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Omar below: Omar on LinkedIn: https://www.linkedin.com/in/omarlharris/ Omar on Twitter: https://twitter.com/strengthsleader Omar on Instagram: https://www.instagram.com/omarl.harris/ Omar's Website: https://www.omarlharris.com Be a J.E.D.I Leader not a Boss (BOOK) Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband, or friend. Others might call me boss, coach, or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors, and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush, and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you Joining me today is Omar Harris. He's a former executive of GSK and Allergan, more than 20 years' experience in the pharmaceutical industry. He's the founder managing partner of Intent Consulting and author of The Servant Leaders Manifesto and Be a J.E.D.I. Leader, Not a Boss, but before we get a chance to speak with Omar, it's The Leadership Hacker News. The Leadership Hacker News Steve Rush: Although we can't predict the future. What we can say is 2022 will not be returning to business as usual. The pandemic, social unrest, cultural divisions, and new remote working, all but guarantee that leading teams and business in the coming year will be anything but business as usual. Leading in the hybrid world, digitalization, automation, all of which workers need to learn skills outside of our routines and our normal roles. Combined of course, we're getting used to that hybrid world. So how do we prepare for challenges as leaders in 2022 and beyond? So, I'm calling the six themes as leaders we need to be focused on. Starting with using technology in human ways for human reasons. When it comes to embracing the hybrid workforce, embracing technology is a priority. Professor Roshni Raveendhran and completed some research and explored the integration of novel technologies into the workplace and where those technologies intersect with the psychology of human behavior. With studies, including the examination of monitoring technology in the use of virtual and augmented reality, Raveendhran focused on use of new systems to augment human life and how new technologies can be used responsibly. For example, the use of avatars may relieve that sense of social threat through psychological distance or how an organization's behavior tracking application may be used as a better means of collaboration rather than for people to be feeling that they're constantly monitored. As companies start to rethink about how remote working impacts on the workforce. Raveendhran also said, “One key challenge pertains to the missing social connection, that feeling of being part of the same group. So, the use of things like virtual reality and other augmented reality is going to be a key critical part that drives the psychology for people to adapt some of those technologies too.” One thing in 2022, all companies will need to focus on and that's improving company culture. Darden Professor Laura Morgan Roberts is an expert human potential, diversity and leadership. And she notes that compassionate, responsive leadership is what every organization needs, whether face to face or screen to screen. She also sites learning as being a key element of that culture change as well as peer to peer support. A crisis is messy, and so too is innovation. Roberts goes on to say, “As organizations compete and grow, the successful ones were emphasized on a culture that is inclusive, authentic, and has development at the heart to retain talent.” Successfully leaders in 2022 will forge beyond diversity efforts and developing that minority talent, pushing that organizations to really embrace the importance of equity and intelligent inclusion. Ultimately the impact of diversity equity and inclusion efforts. However well meaning, will depend on how well they're executed by its leadership. Decades of research in social psychology and organizational behaviors show that when individuals question the value of group identity, that social identity threats increase, they register, and they're massively damaging, not just to the individual, but to the organizational relationships. Professor Martin Davidson is Darden University global chief diversity officer goes on to explore how those organizations can design and Institute programs and policies that worked at eliminate inequality. He calls out in his studies that the biggest focus should be reducing the psychological reactivity that arises in response to any racial friction. And let's remember in 2022, we're all in the same boat. Friction can sink the boat, keeping team members out of sync. When in fact they should be pursuing the same meaningful goals that are aligned through all the organization. Professor Lynn Isabella is an authority on managing teams and she likens a business unit to accrue rowing on the water. What it takes to row together with seven or eight people is true of the manifestation of teamwork in action, winning crews share common characteristics. Not only must every team member have the master with technique at a similar level but have different strengths that each can learn to row with the rest of the crew. Professor Isabella goes on to say in their recent studies. “As a member of the team, each row must learn to follow and lead simultaneously. Individual stars will only slow the boat down.” So, what about leadership capability? or to take their teams to the next levels of achievement. Successful leaders of organizations and teams will need a cohesive understanding of what leadership really is and what it's not. Having interviewed hundreds of great leaders and coaches from around the world. What I know is true, is: Leadership is about influence and not power, it's more about inspiration than control. Power is based on the development and dependence of others and the authority based on the formalization of a simple hierarchy that we've become used to. Command and control approaches lead to burnout and disengagement. The thing is, working through influence takes more effort, but over the long haul. Leads to more engaged, purpose driven and productive teams. Until you create more leaders who are willing to provide their efforts in your direction, you're not really leading. And my final message to kickstart 2022 is business is human. While COVID 19 and the pandemic has accelerated the mass adoption of new technologies. The things we can rely on are human related. Leadership is profoundly human. We can't rely on AI and technology to replace the human traits of judgment, compassion, empathy, and ethics. And in 2022 leadership will require a human touch now more than ever. So whatever new bold technologies you adopt and the innovative solutions you seek, let's just remember human centered leadership is what's going to make 2022 a real success for you and the teams that you lead. That's been The Leadership Hacker News. Let's get into the show. Start of Podcast Steve Rush: Our special guest on today's show is Omar L. Harris. He's the founder of Intent Consulting. He's an expert on business and servant leadership. He's a thought leader, speaker an award-winning bestselling author of five books, including The Servant Leaders Manifesto and be a J.E.D.I. Leader, Not a Boss: This is about leading in the Era of Corporate Social Justice, Equality, Diversity, and Inclusion. Omar, welcome to of The Leadership Hacker Podcast. Omar Harris: Happy to be here, Steve. Nice to be speaking with you. Steve Rush: So, tell us a little bit about you and how Omar arrived to do what you're doing and how you're making such a great impact on the world. Where did it all start? Omar Harris: I mean, it started early on, I think my parents, especially my mother really invested in my town talents early on in my life and kind of, you know, gave me something to aspire to in terms of telling me that she wanted me to do something great in the world with my life. I was enlisted into the gifted program in the third grade. It was kind of a funny story about that. I thought I was being studied for like mental disorder or something like that. And it turns out that it was actually an assessment for the gifted program. And you know from that moment on really kind of having extra time to invest in my intellectual acumen, having the best teachers, having the privilege of being able to expand my mind and learn in different ways. And I think that when I reflect back on it, I always thought I was a bit unfair that I was going to classes, getting access to, you know, information and, you know, different types teaching that other students were getting. Steve Rush: Yeah. Omar Harris: And I thought it was fundamentally inequitable. And I think that, you know, this is what starts in Western Society. Specifically, around the fact that there are people that we see as elite or having certain pedigree or whatever it is. And you get that, you know, these privileges begin to happen at an early age. And then you have those who never receive any types of privileges who have to overcome constantly for the entirety of their life. And what I fundamentally believe is that everybody is uniquely special and talented, and that everyone needs the same kind of investment in order for them to unlock their true potential, which is what I do now is try to help every single person that I encounter, unlock their unique, potential, their unique purpose and help them connect that to their goals and their progress. But I mean, I think that I evolved there over the course of a 20 plus year pharmaceutical career, living all over the world, you know, U.S., Middle East, Southeast Asia, and Latin America. And I've lived a life when I've been able to kind of do what I'm good at all the time. And I just want everyone to have the benefit of that. Steve Rush: And I love the fact that you've raised inequity in this whole process, because it's the one thing that gets often lost between diversity and inclusion, because it is not about race. It's not about color. It's not about creed. Omar Harris: No. Steve Rush: It cuts across all of those lines, doesn't it? Omar Harris: It does. It's a big intersectionality about inequity and people confuse equity and equality all the time, but they're not the same thing. Steve Rush: Yeah. Omar Harris: And that's why it's very important to explain what equity is for people. So, they understand really. There's a famous cartoon that shows three children at a fence looking at a baseball game. Let's say it's on the soccer pitch for your global audience or the football pitch. And imagine looking over, trying to look at the watch match, and you have one tall child looking over the fence easily, and you have one kid who's basically can't even see over the fence, kind of get a glimpse of some things. And you have a little short kid who can't see anything, right? And so, this is fundamentally inequity that has nothing to do with anything. It's happened to be three different heights, right. Steve Rush: And the treatment strategy for those three people in that case is different. Omar Harris: Exactly. And the tallest person's also standing on a milk crate. Steve Rush: Right, yeah. Omar Harris: So, it has a little bit of a boost. So, you take the milk crate away from the tallest one, you give the shortest and the next shortest person, the milk create they need to be able to see over the fence, and then everybody can participate in viewing the match. Steve Rush: It's a really interesting approach. And I'm glad you've highlighted, as I'm a visual, I can actually see these three characters actually stuck about the fence. Omar Harris: Right, right. Steve Rush: Now you had a wonderful, diverse career across full continents and had the experience to really firsthand learn and experience around the whole kind of diversity equity and inclusion genre. But from your perspective, is there may be a time or a moment or experience where there's been this kind of this moment for you where you went, ah, this is it? Omar Harris: I don't think it was certainly a single moment for me. I think it's just being observant to your experience and the experience of others. I think that for me, one of the things that really affected me early in my career was the fact that I was one of the only African Americans in marketing, in my entire 30,000-person company. And asking myself the question, why are there not more of us in pharmaceutical marketing? At the time I was working in cardiovascular disease and cholesterol, and this is a disease that disproportionately affects you know, black and African American people. Steve Rush: Right. Omar Harris: Not only, you know, bring the solutions to market more effectively, but also have more effective consumer messaging and messaging to doctors around the disease modality, you should at least be representing the demographics of your primary patient populations. Steve Rush: Absolutely. Omar Harris: High blood pressure, diabetes, cholesterol, you should have a higher propensity of people, of African descents in those teams. I think just because they're going to have a personal connection to that story. I mean, both my parents have high blood pressure, everybody you know, every person that I have, that's a friend of mine, or over 40 has high blood pressure in our community. So, we have a connection to it, an emotional and intellectual connection to this that others may not have that would give us an advantage in terms of messaging and marketing and all the things we're trying to do. But at the time I was the only person of color on that team in the world. Steve Rush: That's a remarkable stat in itself, isn't it? Did you find out what the reason was for that? Omar Harris: I think it comes back to the fact of where they're sourcing talent. I think, you know, once again, there's this whole misnomer or myth that there's not enough of a certain type of group for certain position. We don't will have enough, you know, African American talent for marketing. We don't have enough women in tech. We don't have enough, blah, blah, blah, whenever you see scarcity, it's because you're not looking in the right place. Steve Rush: Yeah. Omar Harris: Or you're not actually investing in planting seeds to create the crops that you need for your future success. So basically, intelligent organizations, it's sort of like going back to our football example, there's a reason why there are junior clubs, right? Right. So basically, the top, you know, Manchester United, scouring the world for the next stars, 15, 20 years before they ever become adults. Steve Rush: Of course. Omar Harris: You know, they're looking at seven-year-olds, ten-year-old, and they don't care where you're from. You could be from the middle of Sub-Saharan Africa, or you could be from Latin America, you could be from Timbuktu. It doesn't matter because they understand that they need a constant supply of stars, and that star base is not going to come from a single demography. And this is something that corporations, we don't understand yet, we're not actually building a pipeline early enough. Pre-College, right? You know what I'm saying? Steve Rush: Yeah. Omar Harris: Like looking at where the talents are. There are talents all over the place if you create a wide enough net early enough to find these individuals and groom them, which is why all the work in stem is so important and trying to encourage, you know, African Americans and women and immigrants to get into that space. Because now we're trying to build a pipeline of future engineers, entrepreneurs, or whatnot. That same philosophy needs to be applied to regular. Business, finance, HR, you know, marketing, sales leadership, all these different functions. You do the exact same thing. There's no difference in those approaches. In my case, I think that I was only there because my particular organization happened to be sourcing at least one or two African Americans from my school, which was a historically black college and university every year. But most corporations were not using HBCUs as a talent pipeline source. And that's why the demography were so bad. And even with them actually having a pipeline, you know, you're one of ten every year, I was one person brought in and given a chance every year. Steve Rush: And that in itself just feels wrong in today's society that you were brought in to be given a chance. I mean, how disrespectful to your education and your future talent is that just that notion almost right? Omar Harris: Yeah. So, you know, you understand that you recognize that you know it's not right. But then you have to basically try to change things from the inside while you're in there. Steve Rush: Right. Omar Harris: So now my job is to, first of all, perform and demonstrate that, you know, they didn't make a mistake with the hire. And then second of all, which creates an immense pressure actually, by the way, that you know, other people don't understand the pressure that, you know, you're female or your different demographic talents are putting themselves under because they realize that there's not a lot of them and that if they don't succeed, they carry the bag for everybody else. Which is different than some other racial groups don't have that same baggage. Steve Rush: That's very true. Omar Harris: Coming in. Like, basically we're carrying the bag for everybody else of our type. Steve Rush: Yeah. Omar Harris: You know, they didn't speak concerned about themselves. I'm worried about me, I'm not worried about everybody else who looks like me or from the same ethnic group or racial group as I am. But I know that at least in the U.S., and I know this exists in a lot of people from African nations is that when we get these chances, we're thinking of them not only for ourselves, but we're thinking about everybody else who could potentially be coming in behind us. And so, we take it very seriously. And we put ourselves into, an enviable position of having to be perfect to succeed. Steve Rush: Yeah, and I was very fortunate. I was brought up in the outskirts of West London, a very diverse community. But I get white privilege. Most people have to actually really give themselves a nudge to consider that it is actually a privilege being a white, Caucasian male, in most cases in the workplace until recently where things have really started to change. Omar Harris: Right. Steve Rush: And we've got higher profile, that's making people think very carefully about that. I've always been acutely aware of that from a young age. That's not as frequent as you bump into you, right? Omar Harris: Well, no, I think it's an interesting point you bring up. I think that we all talk about capitalism, and we believe in capitalism, we believe in these society. The capitalism, the free-market economy is based on competition, right. The more competition there is, it basically brings the best out of everyone, right. But when there's advantages in the system that prevent competition from happening, then we all stagnate. So, what we're seeing today is finally, we're seeing the ideal competitive landscape where basically, you know, for a given job, you have women, you know, immigrants, different ethnicities, different genders, different gender identities, all competing for the same positions that only makes everybody better at the end of the day. Steve Rush: Of course. Omar Harris: The issue however, Steve is that leaders have no idea how to lead these diverse teams now. That creates a whole different problem, which is, you can bring in the talent, but can you manage them? Steve Rush: Well, that's a really interesting notion. So, I run a coaching group, a volunteer coaching group. And, you know, for the first time we put this whole white fragility on the table. As coaches have been, do we talk about it? And how does it hold us back if we don't? And it's really interesting that still in today's community, there is this sensitivity that still sits around race and sexuality and diversity, but people are still or still a bit nervous of bumping into, in fear of doing the wrong thing. Omar Harris: It's prickly. I think people would rather avoid the conversation and assume that everybody thinks the same way. And that's where the issue comes out to. Steve Rush: Right. Omar Harris: You can't assume. Assuming, you know, gets us all in trouble. And I think that having structured dialogue is important. But for me, more important than the dialogue and I guess some of the recognition of biases and beliefs is the point, why are we doing this? Are we doing this, trying to be become better people? Are we doing it for moral imperative? Okay. Those are really good reasons to make change happen. But for me, fundamentally, this is about business risk. And this is about, you know, what higher executive level executives are paid to do, which is to mitigate future business risk. And the best way to mitigate future business risk today is to have an environment where injustices are consistently eradicated, and inequities are consistently eliminated. Diversity is consistently expanded, and inclusion is consistency enhanced. And so, I believe that when you approach it from the position of business risk and the need to create an environment that fosters a culture where your diverse talents, whatever you have, whatever your demographic mix is, can actually provide the innovation that all the statistics state are available. The teams that are more diverse than those are homogenous. This is when you begin to see the real benefits for business. And when you can begin to finally add value to not just shareholders, but, you know, customers, the community, the environment, and your employees Steve Rush: Yeah, hallelujah to that, love that. So, you've created some great products working with your team Intent Consulting. You have TYMPO, which is an innovative solution for enhancing employee inclusion. And you also have Equity Pulse. Wonder if you could maybe just tell us a little bit about how you use them and how, as a leader listening to this, I might think about using some of that methodology? Omar Harris: So, I'll start with TYMPO because basically when I was writing my most recent book, Be A J.E.D.I. Leader, Not A Boss Leadership in the Era of Corporate Social Justice, Equity, and Diversity and Inclusion. I was thinking about what solutions exist to highlight in the book, basically, what can you go to as a leader who's trying to do this important work within your organization. There's a system them I roll out around in justice in the book. And then the diversity, there's a lot of work and great solutions around hiring diverse talent and, you know, making sure you capitalize diverse talent, but I realize that the equity and the inclusion pieces where areas where it's more difficult to quantify for business leaders, the impact of these two areas, right. Steve Rush: Right. Omar Harris: So, what do we get when we invest in these areas and what is the outcome for our business? And so, I began challenging myself to think about, how I can come up with solutions. And I think about technology a lot in turn, how can we leverage technology to make things more transparent, make things more equal and make things more visible to everyone. And so, the idea for TYMPO was basically thinking about the corporate all hands meeting, the town hall, where you have your senior leadership coming together to talk about, in all the companies, you know, employees coming to together to talk about performance, initiatives, benefits, whatever the topic dejour may in that quarter. And what happens is you have the CEO and their leadership team talking at the employee base. There may be some Q&A that happens with employees, but it's not really an inclusive event. It's really a one-way conversation, right. Steve Rush: Right. Omar Harris: This is what I want to tell you. And so, I thought about how I could transform that into not only a two-way conversation, but in a fully inclusive conversation where we can lean into the difference that we have in our organization. And so, TYMPO takes the idea of audience response systems, where you have a polling function, and you're allowed to basically poll the audience at different moments. And specifically turns that into an opportunity to allow your employee base, to include themselves in the three most important questions leaders should be asking. First of all, when I communicate, what do people understand? Of what they understand, understood, what do they agree with? And of what they agree with, what do they align to do? So, these three questions, Steve drive business. Understanding agreement and alignment. And so, in TYMPO, the type of polling you ask is related to those three questions, understanding agreement, and alignment. What we can visualize, basically the percentage of our population that agrees, understands it is aligned with whatever we're talking about, right. We can also drill down by demographics for the first time in real time. So, we can see, you know, but let's say Boomers versus Zoomers on a given issue of agreement or understanding or alignment. And then we can allow people to ask questions directly linked to understanding agreement and alignment. My job as a senior leader is to present strategy, but also to make sure you have high understanding, high agreement, and high alignment. Makes me work harder as a senior leader, which puts me in the position of a servant leader. I have to serve and support you in order to get your understanding, your agreement and your alignment. And I have to include you in the conversation in order to move the organization forward. And that's what to take me designed. Steve Rush: Love it. Omar Harris: Yeah. So that's TYMPO. In the U.S. in 2019, this organization called the business round table, which is comprised of the top 200 U.S. corporations across various industries changed the definition of a corporation away from shareholder capitalism, which is the profit motive for shareholders to what they call stakeholder capitalism, which is a more benefits for more stakeholders like employees, customers, communities, and the environment in addition to shareholders, and basically they committed to transform capitalism in this direction. The question I asked myself was, is who was holding them accountable? So, I created Equity Pulse as a service, similar like glassdoor.com where employees can actually rate their employers on their progress related to J.E.D.I. issues. And it's fully anonymous, and employees can come from any company, go to equity polls, fill out our brief survey. And what will happen is, we're going to create company profiles based on their J.E.D.I progress through the lens of the employees of the organization. So, the most powerful feedback you can possibly have is, your employees telling you how they think you are doing based on this survey that we've put together, Steve Rush: It's a really neat approach to getting people to focus on what really matters, which is subtly different to most employee surveys. It kind of focuses on that inequity, doesn't it? Omar Harris: Exactly, exactly. And so, it's kind of a third party, external accountability tracker that hopefully will get into the zeitgeist. So, people will begin to reference it and say, okay, before I make a, you know, before I decide what company I want to go work for, let me check out the equity pulse on that company. Let me check out the, you know, let me see if their walking the talk, and that's what I was trying to do. That's the intention of Equity Pulse. Steve Rush: So, when you came up with the notion of Be A Jedi Leader, Not A Boss, how much star wars influence was there actually involved there? Omar Harris: Zero. Well, I won't say zero. I won't say zero. So, in The Servant Leaders Manifesto. I had a throwaway line where I said that servant leaders wield influenced like Jedi wield the force. Steve Rush: Ah-huh. Omar Harris: And so that was a throwaway line, which is very much linked to Star Wars, if you think about that line. Steve Rush: Yeah. Omar Harris: But as I thought about, you know, Jedi, the acronym, because when I wrote that line, I didn't know there was an acronym for Jedi that was just as equity, diversity and include, I didn't know, this was a thing, a real thing in this zeitgeist. The Jedi acronym was actually created by a man named Marcella Bonta who works in the environmental advocacy space, right. And so when I learned that there was an actually an acronym for Jedi, I took the same idea and flipped it on his head and said, this is a compelling, it makes a great title, but also like, there are some parallels between if you think about the Jedi and you think about, you know, the Knight at a round table, and you think about the people who are forces for good in the universe. And so, although I don't really make explicit Star Wars parallels in the book, you cannot with, you know, they're very litigious. Steve Rush: I can imagine. Omar Harris: The idea pervades subconsciously, which is, being a force for good in your team, department, division, function, organization, community, what does a force for good look like today? And a force for good means, we can't allow the stuff to persist. We can't allow bad actors in our systems to just go walk around willy-nilly. Not being, you know, with no retribution or no justice for them. We can't allow these pay gaps; gender pay gaps to persist. We can't keep trying to make, you know, everyone conforms to a particular style of working in today's day and age. And we can't exclude people if we want to be successful. I wanted to give a language, but also a methodology to what it means to be a force for good in the corporate setting. Steve Rush: And as part of that force for good, you manage to call out those business sins of employee equity so that we can get rid of some of that toxic boss behavior, and then you've overlayed some principles as well. Maybe we could just spin through those? Omar Harris: Yeah. So, there's five business sense of employee inequity. And I think these are relevant to your global audience, Steve. The first one is privileged hiring. So, the problem begins right from the start, which what we just talked about, which is, you are only looking at a certain area for your new hire. So, you're basically looking at, you know, pedigree or what university person went to or where they previously worked, or how many years of experience they have. None of these things are proxies for success. None of them guarantee success. Steve Rush: Right? Omar Harris: The reason why we have these filters, and these criteria is because managers are lazy, and they don't want to onboard and train people. So basically, the justification is, the pace of work is too fast to have to onboard and, you know, help people come up the learning curve. But anytime you do it in an organization, regardless of how much pedigree you have and how much experience, you're going to have to go through a learning curve regardless. And people fail all the time, they come from the best institutions, with the best education and the best background. It's not a guarantee for success. So why not cast a wider net. So basically, the solution to privilege hiring is hiring for behaviors and not pedigree. So basically, the behaviors I recommend are. I call up the whom, work ethic, heart, optimism, and maturity. When you put a team together, people who work hard, have shared passion are solution oriented and mature enough to overcome inevitable conflict. That group of people will trump, you know, your high IQ, elite, intellectual talent, every time. That's the first that equity, the second employee equity is sink or swim onboarding. So, as I mentioned before. You come in the door and your first day you're working, and no one is giving you the keys to the kingdom, telling you how to navigate this new system, who you should be talking to, answer your questions about the who's, what, when, where, why, how's everything works in the organization. You basically are given 90 days to sink or swim. And if you don't make it, we're going to kick you out the door, which makes no sense if you think about how much money companies invest in recruiting, right. Steve Rush: And people don't perform well when they're into that kind of pressure either do they? Omar Harris: Exactly. So why would you not just do what I say in terms of going overboard on onboarding? So basically, onboarding is not HR job. Onboarding is the hiring manager's job. And when I onboarded people from my organizations, I spent a minimum of three hours with each new employees, making sure we aligned on expectations, on trust builders and trust breakers, on communication styles, on our collective strengths and how we're going to work together and what our mission was together. And so, at the end of that section and making sure I make myself fully available to them to answer all their questions in their first 90-day period and building a robust 90-day plan for them. That transformed not the trust that we had together, but it transformed the success rate and the hit rate for people that were bringing into the organization, right? So, get rid of sink or swim onboarding, and go overboard on onboarding will be the second thing. The third thing is, okay, so we bring you in, we onboard you, but then we basically want you to be like everybody else. We whitewash your talent. We just basically say, forget what you're good at. You get to go through this process. And how many people who are young coming into an organization are told, like, put your head down, just do this thing for five years. When you become a director, then you can change stuff. We're not going to listen to you or give you any airtime or let you speak to us until you have been here long to be worthy of speaking. It's ridiculous because young people coming in today know a lot more than young people, maybe 20, 30, 40 years, did, coming into business. Steve Rush: Totally. Omar Harris: So, you are doing your business, a disservice by not giving these people some room to run when they come in the door, because they're going to do things in a different way. That's going to transform how your business connects with what's current. What's happening now in terms of business. So rather than whitewash your talent, you should look at every individual and try to extract the maximum talent they have for the benefit of your business. What I call, turn talent industry, and build everybody up who comes in the door to be their most productive and engaged self. The fourth inequity is corrupted compensation. So basically, nobody can understand in organizations how they're being paid, like ask group people, you know, explain to your compensation system to me. Explain why certain people get certain bonuses, explain why certain people get certain options, explain the variable compensation element of your pay. Explain this to me. You talk to 10 people in a company, 10 people will give you 10 different answers. Because companies don't compensate consistently. There's all this bias and subjectiveness in compensation. I'll give you an example, you know, I've been in talent conversations where the most passionate manager in a room is able to justify someone getting a 15% pay raise to keep them in the organization, just because of their skill of arguing for that person's compensation, right. Whereas someone who's not as good at arguing, their employee basis stays 15% lower. Just based on the ability to argue. Steve Rush: Yeah. Omar Harris: And debate, not based on objective matters of performance. Steve Rush: There lies a problem as well, right? The measures of performance are also inequitable, often. Omar Harris: They're inequitable and they're more subjective than we would like to admit. Steve Rush: Right? Omar Harris: If there's anything that needs to be objective, it needs to be compensation. And you make your conversation more objective. HR does these market surveys with Mercer and companies like that, where they come up with their benchmarks and their goal is to basically have the majority of their employees at the median or a little bit above the median number, right. For that particular function. However, they don't do internal equity audits to understand the variability of compensation within their own organization. So, I'll give you an example. I was the youngest, senior marketing director in the history of my company at the age of 31. And there were senior marketing who were making $200,000 more than me and the inequity there was ageism. Steve Rush: Yeah. Omar Harris: Because I was young. They could get away with paying me less. And because other person had basically had the benefit of, you know, pay raises, annual raises, whatever it is, or they came in at a higher level. So, you have this gigantic range of pay between me on the low scale and someone else from the high scale, right. But I'm aware of this. You think this is not going to affect my performance in terms of how much I give you, because you're not giving me what you could give me. Steve Rush: Right. Omar Harris: Right. So clearly you can pay that amount of money for this role. You're just choosing not to and justifying and saying, because I'm young. Well then don't gimme the job. If I was too young to get the job, then don't gimme the job. Steve Rush: Yeah. Omar Harris: You gave me the job, which means you believe that I can do the job. And by the way, I was leading the company's flagship division. So basically, you had senior directors who were managing, let's say 700 million to dollars. I was managing 5 billion, getting paid $300,000 less than the next person. Steve Rush: Doesn't seem at all fair in this. Omar Harris: Like, is that fair? I don't know. I don't think it's fair. But you know, that's either here or there, I'm over it. So, last one we go to is, targeted termination. I literally comment on this, my local area now because there's a company called Better.com who just yesterday fired 900 employees over a Zoom call. Steve Rush: Wow. Omar Harris: They invited 900 employees. And if you were on this call, you're being terminated, being fired over Zoom by the CEO. Oh, that is horrible for a number a reason, and even worse. They eliminated their entire diversity equity and inclusion recruiting department. Steve Rush: It sounds to me like a recipe for disaster. Omar Harris: First of all, from an investment perspective, why would you invest in this company? Second of all, the managers who made the bad decisions that put the company in the position to have to downsize are never terminated. They made the calls, the bad investment, the bad forecast, the bad whatever that led to this moment. And they're the ones who get protected time and time again. And it makes no sense. It's fundamentally unfair and inequitable. And so, for me, I say, you know, employee termination, like the broad base employee, base your frontline employees should be the last resort. We should terminate everybody before we get rid of the frontline employees, because that's your connection to the customer, that's your connection to the market. That's your connection to the actual productivity center of your organization. Your CEO is very far away from productivity of your organization. Get rid of the CEO, get rid of the leadership team. Once again, they're the one who steered the ship into the iceberg. Why don't they get terminated when things go bad? Steve Rush: It's often because they control, unfortunately rests with those people protecting their own positions, right? Omar Harris: It's fundamentally equitable, right? So, you're getting paid more and you get to protect yourself. I'll give you an example. Let's say, when I was a general manager in Indonesia. I was making, let's say 300 times more than a frontline sales rep in the marketplace, right. So, my salary could pay for a hundred reps, right. You should get rid of me if I do something wrong. Steve Rush: Yeah. Omar Harris: You know, versus getting rid of these individuals who are at the frontline and, also not being compensated enough as it is for what they do. Steve Rush: Really interesting spin on things. I'm glad we went there with that conversation. Thanks So much. Omar Harris: No problem. Steve Rush: So how is the future of work? The hybrid work that we find ourselves in now, following the pandemic, and as we come out of it, how do you think that's helped or held back quality? Omar Harris: I think companies that embrace it are actually going to create much more equality and equity. As long as you have managers who are equipped to properly manage this, right. So, you know, one of the biggest issues is that when you become a manager, there's no training to become a manager. There is no guidebooks to becoming managers. You have, you know, some type of training programs that come into play, but largely it's kind of like learn on the go, learn on the fly, right. And that's just regular management when you're going into an office together, think about the managerial skills and communication skills and abilities you have to have when half your team is working virtually. Some people work it hybrid. The skill set, the ability to manage and lead has to go up several notches. And so, for me, this is only going to work to the degree that we have. We're improving the quality of management and leadership, which is why I have a lot of work today. Because a lot of people are calling me saying, how do we do this? You know, how do we elevate the skill of our managers? People are recognizing that if the managers don't improve, then this great resignation trend that we're having, and all these types of things are going to continue and they're going to continue losing talents. Everyone's going to be saying, we have the same ability to let you work from anywhere, if I can work from anywhere, imagine now I can work for a Chinese company from North Carolina or I can work for anybody. So, the hiring pool is in the competition is greater than ever before. You've got to really have your standards up to par, to not only bring in, but to keep your talent and develop them and keep them happy. So, it's going to be quite challenging. Steve Rush: Yeah, it is. So, this part of the show, we typically turn the tables a little bit and I get to hack into your leadership brain. Omar Harris: Sounds good. Steve Rush: And having had the vast diverse experience you have; I'm really looking to get into your top three leadership hacks. What would they be, you think Omar? Omar Harris: So, I mean, top three leadership hacks. I think that the first leadership hack is one that I call MHT, and this is for mindset habits and tracking. And the reason why MHT is important is because in order for you to evolve from a toxic boss to a servant leader to a modern leader, is you have to minimize your ego. And the way you minimize your ego is by making sure you're taking care of yourself in other areas. So that basically you don't require the ego boost that come from having power over other people. So, when you have that product mindset, meaning that you are focused on what you can control and influence and not focused on managing things like corporate politics, or who's going to get promoted when that you have no power over, you have the habits, high performance habits. So, you are taking care of your mind, your spirit, your personal development, you're learning, and your exercise, your fitness. That allows you to be able to power through and hold yourself accountable, but also hold other people accountable based on the way that you hold yourself accountable, right? So, I think that's the tracking the T of the MHT. So, that's three-leadership hack, the mindset, the habits, and the tracking are things that I advocate for every manager to upskill on today, in order for them to reduce their ego and show up as the brilliant leader that they actually can be. Steve Rush: It follows a regular thing we see on the show actually, where the great leaders, the great entrepreneurs put themselves first, and there is this strange notion of some leaders don't feel that's a value investment, but actually if you don't put yourself first and get you fit to lead, you can't then be in service and be servant leader to others, can you? Omar Harris: No, because you need their service to you for you to feel good about yourself. Steve Rush: Yeah. Omar Harris: And then nobody gets anything done, because everyone's worried about trying to meet, you know, take care of your ego needs and your ego needs have nothing to do what the customer wants. Steve Rush: Next part of show, we call it Hack to Attack. So, this is typically where something hasn't worked out in your past and your work, maybe you've been quite catastrophic in its outcome, but as a result, the experience you've learned from it and, you know, use it as a positive, what would be your Hack to Attack? Omar Harris: So, I think that in this instance, it's basically going back to what I said earlier, so basically coming up as the only whatever, only African American in my team in marketing, then becoming the only, you know, African American business director, general manager, and several different organizations, you know, this idea that I had to be perfect led me to have, you know, horrible panic attacks, be taken to the hospital, have nervous breakdowns, all these horrible things. And the key learning from it was just be yourself. Like, don't put that pressure on yourself. You're not responsible for everybody else who looks like you, even though you may think you are, do your best, be the best version of yourself and that'll take care of itself and have healthy habits. I was working, you know, 20 hours a week. I was not sleeping well, I was drinking too much, you know, I had all these horrible things that were happening because I was trying to show up as perfect for my organization. And I learned later on that I could be just as effective, more effective working half the time by being a lot more focused and taking the pressure off myself. The thing about it is that the perfection doesn't exist, right. Steve Rush: Right. Omar Harris: And the thing that I've learned is that we get paid in organizations to increase our success rate when it comes to good decision making, right. And not right decision making, good decision making. And there's a difference, right and wrong decision making is a function of time. You never know when you make a decision, whether it's right or the wrong. Only time will tell you that, but you can definitely leverage process to make more good than bad decisions. Steve Rush: Yeah, I agree. Omar Harris: And so, I think that for me, it was, you know, focusing on making quality decisions for myself and for how I was going to work versus trying to control the right outcome, which I don't have any control over ultimately. Steve Rush: Yeah. Some very wise words. So, Omar, the last thing we want to do with you is do a bit of time travel. You can get to bump into yourself now at 21 and give yourself some advice. What would it be? Omar Harris: I wrote an article about this actually a couple years ago about 42-year-old, me talking to 22-year-old me. Steve Rush: Right. Omar Harris: I think the advice would be the same. I think I would tell him, run your own race. Don't worry about perfection. It's going to be okay. As long as you run your own race and don't compare yourself to other people, don't worry about what people have that you don't have. Don't worry about these types of things. Those things fundamentally fade away over time and all that matters is becoming the best version of yourself. And I think that's the advice that I would give myself at that age versus trying to achieve some unattainable standard. Just be the best version of yourself. Steve Rush: Yeah. That's great advice too. So, Omar, we are running to the end of our show now, but I don't want this to be the end of our audience listening and working with you. So how can we best connect them when where done? Omar Harris: So best place to reach me is my website, www.omarlharris.com. If you're on LinkedIn, you can follow me, Omar L Harris. We can connect there. And that's probably the two best places for you to reach me. Steve Rush: And of course, they can get a copy of Be A J.E.D.I. Leader, Not A Boss, pretty much anywhere. And all your other books are available on Amazon. We'll be make sure all of those are in our show notes as well. Omar Harris: Wonderful. Thank you, Steve. It's been a great conversation. Steve Rush: I've loved the conversation. I love the fact that you bring such a lot of experience and diverse thought leadership on the subject, and you are making an amazing difference to the planet. So, I just want to say thank you for the work you do, but also thank you for being part of our community now, Omar, as well. Omar Harris: I love it, Steve. Hopefully we can talk again soon. Steve Rush: Yeah, thanks Omar. Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler their @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.
DAG Lisa Monaco's speech on FCPA enforcement and compliance laid out the very basics; that the key to every company is culture. She stated, “corporate culture matters. A corporate culture that fails to hold individuals accountable, or fails to invest in compliance — or worse, that thumbs its nose at compliance — leads to bad results.” From the enforcement perspective, the DOJ will be assessing companies for the ethical cultures. From the compliance perspective, the ethical tone of a company and accountability all starts at the top and, most specifically, senior management. This requirement is more than simply the ubiquitous “tone-at-the-top,” as it focuses on the conduct of senior management. The DOJ wants to see a company's senior leadership actually doing compliance. The DOJ asks if company leadership has, through their words and concrete actions, brought the right message of doing business ethically and in compliance to the organization. How does senior management model its behavior on a company's values and finally, how is such conduct monitored in an organization? I once had a Chief Executive Officer (CEO), observe the following, “You want me to be the ambassador for compliance.” I immediately said yes, that is exactly what I need you to do. A CEO, as an “Ambassador of Compliance”, can fully model the conduct that senior management engage in going forward. Another area a CEO can forcefully engage an entire company is through a powerful video message about doing business the right way and in compliance. A great example was a CenterPoint Energy video put out in 2015 after the Volkswagen (VW) emissions-testing scandal became public. The video featured Scott Prochazka, CenterPoint Energy President and CEO. He used the VW scandal to proactively address culture and values at the company and used the entire scenario as an opportunity to promote integrity in the workplace. But more than simply a one-time video, the company followed up with an additional resource, entitled, Manager's Toolkit—What does Integrity mean to you? that managers used to facilitate discussions and ongoing communications with employees around the company's ethics and compliance programs. Finally, the cost for the video was quite reasonable as it was produced internally. Three key takeaways: 1. Senior management must actually do compliance; not simply talk-the-talk of compliance but also walk-the-walk. 2. Use your CEO to talk about current events and how those ethical failures are lessons to be learned for your organization. 3. Your CEO as Compliance Ambassador. Learn more about your ad choices. Visit megaphone.fm/adchoices
We have been through a lot as an entrepreneurial community. Many, many entrepreneurs are at the end of their rope. The vast majority of the tactics that worked in 2020 don't really work anymore, but it isn't about the tactics at all. It's actually a beautiful transition. People are smarter. They smell agenda from distance. Many don't want to get on sales calls. If they want to buy from you, they want to decide that on their own terms without sales pressure. If they talk to you, they want it to be a human-to-human conversation. They don't want to attend your free events unless they actually know it's going to be worth their time and not a 7-day pitch fest with a bunch of withheld information. It's not about the money, it's about their time. They want to know how to work with you because more than ever they realize the importance of transformation, but they don't want to jump through 898784 hoops and loops to get the info on how to work with you. But most of all, they can't be bothered with inauthenticity. They want to work with a human person. They don't care about your certifications. They want to know that you have been through the craziness too and now are here to tell stories about it. This all is beautiful and is forcing us all as an industry to uplevel, into INTEGRITY. My intention for the last days of 2021, is very different than you might think. I chose death. I asked and prayed for the courage to SEE, and DIE EVERYTHING that does not belong to 2022. Aspects of me, my brand, and my business that don't belong. I asked multiple clients to leave and released others. I shut down our instagram profiles and did heavy-duty cleanup. I shut down the S.E.R.V.E. method retreats. I LOVED the serve method, and it's an amazing concept and it has served many, but - it's a zone of genius for me, not a zone of magic. And there's a difference. I launched a new concept, the Break Free Process, a free inner journey experience (beta version happening in January.) Old mission: Do a lot, make 6 and 7 figures, and hopefully be happy because you have the money. New mission: Your CEO metamorphosis. I call it metamorphosis because it literally is turning everything that doesn't belong into a goo ina cocoon, so you can be a butterfly. It takes SO MUCH courage to metamorphose. Most people are just trying to put wings on their caterpillar. That is NOT a transformation. The old does have to die if you are going to re-birth your business. Where do you start? Some crazy difficult questions. And if the answers don't push you, you aren't doing the work. #1. The stuff I am teaching - is this in my zone of magic? Because there's a difference between a zone of genius and a zone of magic. You can be GOOD at something, really good, but if it's no longer your purpose, eventually you are either going to end up broke again, or feeling like crap, or both. #2. Do I need the courage to release some clients? #3. Do I need the courage to release some team members? #4. Do I need the courage to release aspects of my program, or my program altogether? #5. Do I need the courage to change my launch strategy? And then there is you. To be authentic, you need limitless freedom of self expression. You need to die everything that's holding back from your most glorious, authentic, expression. The questions to ask are: #1. What are you afraid that if people knew about you they wouldn't work with you? #2. Do you believe that you have to show up a certain way, or say/deliver certain things for people to like you/want to work with you? (I guarantee you have at least 5 rules for yourself.)
Most companies just don't get it. The most successful companies are built on strong go-to-market teams. It's time to stop assuming it's a marketing problem and get to the root: Your CEO owning go-to-market. And our guest today is courageous enough to walk us through it with insight from his new book. Rowan Noronha, VP Product Marketing and Founder at Product Marketing Community, Megan Heuer, VP Strategic Initiatives at Winning by Design, Sangram Vajre, Chief Evangelist at Terminus, discuss the questions and stages every company should be aware of in regards to their go-to-market strategy. What we discussed: Understanding why great companies fail MOVE framework and its 4 questions knowing who owns go-to-market
“Your CEO should be your best recruiter.” Sounds like good on the surface, don't CEO's have a million other things to do? How can they possibly make the time? Well, Kris Rudeegraap did just that. He's the CEO of Sendoso, a series C funded start-up with over 500 employees. As a CEO, he views hiring as just as important (if not more) than product development itself. His “everyone recruits” approach to hiring generates so many employee referrals that Sendoso didn't need to hire their first dedicated internal recruiter until they reached 150 employees. Our conversation not only had pointers on how to promote this mindset throughout your organization, but how to put your company over the top in the minds of potential candidates.
Learn more: https://www.blessedandbossedup.com/blackfriday ARE YOU TIRED OF NOT SEEING THE RESULTS YOU WANT IN YOUR BUSINESS? Being a faith-based entrepreneur can come with it's challenges, especially when you weren't taught how to do it properly. Usually when God tells us to start a business, we take the business and treat it like the rest of our prayers...asking for what we need and then leaving it in God's hands. In business things work a little differently...while God is Your CEO, you are the manager. You have to be both saved & strategic. We've put together (4) courses to help you in the process: 1. How To Build An Active Community Online w/ Keviah Watrice 2. Finding The Flow of Doing Business God's Way w/ Tatum Temia, MBA 3. Socialpreneur Basics for Non-profits w/ Sharla Walker 4. Overcoming overthinking, procrastination, and self-sabotage w/ Roslyn Rene Learn more: https://www.blessedandbossedup.com/blackfriday
Most companies just don't get it.The most successful companies are built on strong go-to-market teams. It's time to stop assuming it's a marketing problem and get to the root: Your CEO owning go-to-market. And our guest today is courageous enough to walk us through it with insight from his new book. Rowan Noronha, VP Product Marketing and Founder at Product Marketing Community, Megan Heuer, VP Strategic Initiatives at Winning by Design, Sangram Vajre, Chief Evangelist at Terminus, discuss the questions and stages every company should be aware of in regards to their go-to-market strategy. What we discussed:Understanding why great companies failThe MOVE framework and its 4 questionsKnowing who owns go-to-marketCheck out this additional resource mentioned during the episode: MOVE: The 4 Question Go-To-Market Framework By Sangram VajreThis is a #FlipMyFunnel podcast. Check us out on Apple Podcasts, Spotify, or here.Listening on a desktop & can't see the links? Just search for Flip My Funnel in your favorite podcast player.
Chris is on vacation! So please enjoy this re-mastered version of episode #38 of The FORT with guest Pete Chambers. Pete Chambers is the past President of the West Texas Chapter of Young Presidents' Organization and continues to be an active member. He is also Chairman of the Board at Rivertree Academy, a private, Christian school serving under-resourced students in the Lake Como community of Fort Worth. His favorite quote is Robert Greenleaf's statement that “Good leaders must first become good servants.” Chris and Pete sit down to discuss Pete's development of "The Roadmap", the process of selling a business, The Young Presidents' Organization, and being a father. Enjoy! Follow Chris on Twitter: www.Twitter.com/FortWorthChris Learn more about Chris Powers and Fort Capital: www.FortCapitalLP.com Follow Chris on LinkedIn: www.linkedin.com/in/chrispowersjr/ (03:35) — How did you plan for the “post-50” life? (07:48) — Be a Fighter Pilot as an Entrepreneur (09:47) — What did you do with the discovery of Bob Buford and the bell curve of entrepreneurship? (13:50) — What did you implement early on that you needed to be intentional about? (14:58) — Pete's 10 Mile-Radius for Finding a Business to Buy (16:12) — How close do you walk the line with being home in time for dinner due to work? (17:17) — How do you allow your faith to guide you in business? How can you keep these two aligned? (18:58) — Your CEO is Forrest Gump (21:13) — What does servant leadership mean to you? (25:13) — What is the one thing that will set companies up to fail? How do you give recognition to employees? (28:06) — Pick Out Three Things That Your People Do Well (29:01) — When did you know it was time to sell your business? (32:39) — Words of Wisdom for First-Time Sellers (34:07) — Pete's Mission Statement and Inspiration (35:15) — The Roadmap (43:47) — What are the things that people often struggle with in the second half of life? (48:32) — Loneliness at the Top (49:57) — The Power of YPO (Young President's Organization) (52:27) — Pete's Relationship with Rivertree Academy (56:54) — Being a Father, Father-Daughter Trips, and Managing Your Marriage (01:04:17) — Pete's Painting The FORT is produced by Straight Up Podcasts
Business email compromise attacks will have you doubting any email you receive, whether it's from your co-worker or even the CEO of your company. Imagine this scenario: it's tax season, and you work in the HR department. Your CEO sends you an email requesting copies of employee W, 2S that include names, addresses, Social Security numbers, income data and tax information. With the sense of urgency that the tax season brings and a direct request from your CEO, what should you do? You wouldn't think much of it, most likely. It's not that unusual of a request, so you provide the needed information. Well, now that information is used by attackers to file fraudulent tax returns, or put up for sale on the dark web for future misuse by other cyber criminals. How did this happen? The email evaded your spam filters, the sender email looks identical to your CEO's and it even has their photo on the email account. This is a very common case of business email compromise, B-E-C attack. And they're on the rise. Now that they've been under scrutiny by the FBI for years, we have some frightening statistics on their advancements: In 2020, the FBI IC3 received nearly 20,000 complaints about B-E-C, with reported losses due to the attacks increasing to 1.86 billion dollars from 1.29 billion dollars in 2018. And with cybercriminals leveraging business email compromise to target businesses more and more over the past year, we'll take a look at what these attacks are, their different types, how you can spot their hard-to-detect threat, best practices for preventing them, and how you can stop them. What is a business email compromise? Business email compromise is a very damaging type of cyber crime in which cyber criminals impersonate the email account of an employee, executive or vendor of a company, for the purpose of requesting that the recipient (someone from the company) divulge sensitive information, make payments or even share information about their company's proprietary products or technology. Unlike the usual phishing campaigns with fake emails that are easy to spot, B-E-C attacks are highly targeted. This means they can fall under the spear phishing umbrella, with victims thoroughly researched to ensure they can make and authorize the payments, and that they have the sensitive information the attackers are after. Because they're so highly targeted and expressly use social engineering to carry out attacks, they're not easy for spam filters to detect and block. Attackers can also register lookalike domains that aren't on any block lists at the time of the attack, further helping them successfully evade detection. And with emails that often contain no links or attachments, only a written request, antivirus solutions can do very little about them, if anything at all. How B-E-C attacks work Because business email compromise leverages social engineering, cyber criminals don't need to use advanced tools or even need to be that technically proficient to execute them. B-E-C attacks usually start with reconnaissance that can span days or weeks, looking for information about their target organization and its employees, allowing attackers to carefully choose the victim as well as the person they'll impersonate. As mentioned before, victims are usually executives or employees who are authorized to make payments on behalf of the organization or have access to sensitive employee information, such as those in the HR department. Attackers can perform recon and use Osint by visiting websites, press releases, social media profiles and posts, LinkedIn, company partners, investors and the like, all to build a profile on their target organization and its personnel. Once attackers have enough information to select the appropriate victim and the "sender" they'll impersonate, they're ready to set up the attack. And in order to take on the sender's identity, to make the fateful request of payment or informational access, attackers can use various approaches. These...
Your CEO made a commitment to Diversity, Equity, and Inclusion- now what do you do?! So many HR teams are faced with taking action on the commitments that were made by their executives around DEI. Jackye and Katee share some ideas on how you can move forward. In this episode, we focus a lot around recruiting, but we will cover it all! If you like what you hear, we would like to encourage you to subscribe to our channel! We would also appreciate it if you would rate this channel by going here: RateThisPodcast.com/inclusiveaf We create this podcast as a labor of love. But if you would like to support this channel you can buy us a cup of coffee here: https://www.buymeacoffee.com/InclusiveAF
During this episode, Shaun McCambridge, Stellar's Managing Director, sits down with Martin Moore, Founder of Your CEO Mentor and former Chief Executive Office of CS Energy. Martin with his daughter Emma have created Your CEO mentor, - a place where leaders learn the things that they don't teach at business school. He shares all of his hard-earned leadership experience and learning to good use; mentoring leaders around the globe with practical, no bullshit leadership strategies that will catapult their careers and help them create high performing, results-driven, winning teams. Martin's Highlights4:00 Martin's early years5:44 His own Resilience Journey 7:10 Techniques for Resilience9:10 A time of personal resilience building for Martin12:00 Techniques that Martin has used13:55 Leaders during COVID18:05 Creating brain space for leaders20:45 Remote leadership 24:26 Creating/continuing a healthy culture during COVID29:15 Enabling others to meet expectations with all the external factors49:35 What is next for Martin? Martin's early yearsParents greatly valued education and enrolled him at St Joseph's College Hunters Hill. After school he went to university to study law, where he found himself in an unstructured environment compared to the highly structured one in his early education. As a result, he took time to regain his balance and go back to the values that he had learnt early on. His own Resilience Journey Never one to dwell on failure or falling short, he always doubled down even from a very young age. It was always about giving his very personal best and he always seeked to do better than the day before. He realised that one could make big mistakes that weren't fatal; having no fear from failing is a very important element to being resilient.Techniques for ResilienceThere are a few techniques on how to build personal resilience. Focusing on Elements one can controlNot getting too caught up in elements that you can't control and instead spending time on things that you can makes a huge difference; Martin refers to the book “The 7 Habits of Highly Effective People” by Stephen Covey PerspectiveHaving the perspective on what is going on, no matter how bad the circumstance gets with the pandemic, we will look back 10 years from now and there will be some good learnings and changes. A time of personal resilience building for MartinMartin experienced personal resilience building about 20 years ago. During this time he experienced a period of sustained pressure; he first moved to QLD, had taken on C-level role, was studying for an Executive MBA; during a hostile takeover and he had to handle all of elements at once. What he initially thought of doing was to take off one of those elements; however, he wanted to further his career into a more demanding C level role and if couldn't sustain this, he wouldn't be able to in the future. Having a reminder that this sustained period of pressure is what future roles would have helped him continue on. At end of it, he had a tremendous amount of confidence knowing that he could step into any situation and handle it. Techniques that Martin usedHe was in survival mode at times and used 15 minutes to reset. He also spent time working on hard constraints and then allowed some elements to be more flexible. Leaders during COVIDAt the moment leaderships skills are being put to the test. The key is to look into outputs, not inputs; concentrating on the value and value alone. Leaders need to define and articulate what adds value; companies often lose sight of this. It is the leader's role to eliminate the non-value items and focus on items that will make a difference. Example: One of the organisations that he worked with had a team that created processes and procedures; the problem was that there was virtually no impact on the outcome; there was a real disconnect. In every team needs to be outcome driven such as the processes/procedures need to reduce time, save money etc. Creating brain space for leadersMartin refers to “The Leadership Pipeline: How to build the leadership powered company” by Ram Charan, Steve Dotter and Jim NoelLeaders need to have brain space to do their jobs; the below Leadership pipeline book breaks down different levels of businesses and giving each level clarification of what they should be concentrating on. Many leaders/managers are overcompensating and drilling down too deep for their level which takes away from the role that they should be doing. Remote leadership Prior and during COVID leaders are still managing people and to do this successfully you need to provide the following framework: 1) Clear Expectations2) How they are tracking based on those expectations3) What their future holdsUsually, you can rely on the micro conversations to further clarify or obtain feedback but COVID has challenged the relationships that rely on this; if you have completed the three above elements it enables flowing leadership conversations. Creating/continuing a healthy culture during COVIDCOVID has added the complexity of different circumstances for each individual e.g. working from home environmentsIt is about making people aware of the following elements: - The company's why and linking the purpose - What creates value for the company as a whole- What is the strategy in the long term- What are tactics the we will use - What the company needs from you todayEvery layer of a business then communicates the above but it can potentially change the message from the top, down; so it is really important that one sets the expectation on oneself and check-ins to see how others interpret that day to day. Enabling others to meet expectations with all the external factorsIt comes to down to understanding humans.If we have open conversations with people and finding a bridge between their personal circumstances and what the organisation needs It is ultimately a give and take relationship. Making the decision to pursue your purposeAbout 14 years ago he realised that what he was put on this planet to do was not what he was doing; he knew that he wanted to have a big impact on people. He realised that every time that he has stepped out and moved towards a goal that he put everything towards, it worked out. If he goes hard and puts everything that he knew about being successful that it would work; he believes that everyone is like this and that it is fear that holds people back. During his last years at CS Energy, he wanted to have a go and take a risk on what he wanted to do. He was working with Rachael Vickery, a high-performance coach, she helped him map out what drove him. He didn't want to leave anything in the tank and to boldly go after what he wanted. Most constraints are artificial and stops them from doing what they could do. These commitments are constraints and by suspending them it enables people to unravel the possibilities. During this process, personally he took the time to test the market and see if he could make an impact in the highly competitive leadership development. Going out there confidently and testing the market for 6-12months; the worst that could happen is that he looks to find his next job in 12 months' time. Martin comments that he was always happy doing his C level roles, giving that period a 8-8.5 out of 10 of happiness; however 20% of his was a daily grind; the level of satisfaction now from “Your CEO mentor” work is 11 out of 10 as it is the 80% of what he loved in his C-level role that he is doing 100% of the time. Martin's mistakesAs the old saying goes “you never fail as you are always learning” and Martin finds that his is true. He believes that in every failure that there is something you can take out of it to move forward. 1. Not respecting how much his parents had invested in his education and dropping out of university but only from that perspective as this decision but him on his own path.2. During is his first C-level role one of his team made a multimillion-dollar mistake; although the stakeholders wanted the team member to lose his job, Martin viewed the failure as a mistake that the person wouldn't make again and would be at a competitors advantage if he were to go an work for them. “Good judgement comes from experience; experience comes from bad judgement” Will Rogers 3. One of the most common mistakes as a leader that he has also made is giving too much rope to a person when they didn't have the maturity or capability to do it. When you give it to the right people it works like a charm but at the wrong time it makes you look like an idiot and them look like they don't know what they were doing. You need to have the right balance between support and freedom; e.g. accountability, empowerment and how close you need to stick to them. “Trust but verify” Ronald Raegan The key is to understand where they are and asking people earlier if things aren't 100%; understanding the inputs early is crucial if you can't see the outputs. What is next for Martin? Leadership beyond the theory course Leadership Beyond the Theory course which starts in March 2021, and the No Bullsh!t Leadership book which will be published in the US on 31st August 2021. Ultimately Martin loves barriers as it shows him that he is on the right path; it is just the matter of getting over the barriers where many others would turn-around. Your CEO Mentor No Bullsh!t Leadership podcast
Your CEO made a commitment to Diversity, Equity, and Inclusion- now what do you do?! So many HR teams are faced with taking action on the commitments that were made by their executives around DEI. Jackye and Katee share some ideas on how you can move forward. In this episode, we focus a lot on recruiting, but we will cover it all! If you like what you hear, we would like to encourage you to subscribe to our channel! We would also appreciate it if you would rate this channel by going here: RateThisPodcast.com/inclusiveaf We create this podcast as a labor of love. But if you would like to support this channel you can buy us a cup of coffee here: https://www.buymeacoffee.com/InclusiveAF
We discussed CEO Personality and its impact on stock returns with Dr. Joseph Harrison of TCU. Joseph Harrison TCU profile page: https://neeley.tcu.edu/About_Neeley/Faculty_and_Staff/Harrison,_Joseph.aspx HBR article we referenced: "How a CEO’s Personality Affects Their Company’s Stock Price": https://hbr.org/2019/10/how-a-ceos-personality-affects-their-companys-stock-price Links to related TEK2day articles: - "More RE: CEO Personality & Implications for Stock Prices": https://tek2day.com/2019/11/22/more-re-ceo-personality-implications-for-stock-prices/ - "Cult of CEO Personality & Implications for Stock Prices": https://tek2day.com/2019/11/14/cult-of-ceo-personality/ - "Predicting CEO Actions and Financial Outcomes Based On CEO Personality": https://tek2day.com/2018/12/14/predicting-ceo-actions-and-financial-outcomes-based-on-ceo-personality/ - "GM’s Mary Barra vs. Tesla’s Elon Musk – A CEO Personality Comparison": https://tek2day.com/2018/11/01/gms-mary-barra-vs-teslas-elon-musk-a-ceo-personality-comparison/ - "Using CEO Personality Types to Identify Risk": https://tek2day.com/2018/06/14/using-ceo-personality-types-to-identify-risk/ - "Personality Analytics: Technology CEOs Analyzed: Part Deux": https://tek2day.com/2018/06/03/personality-analytics-technology-ceos-analyzed-part-deux/ - "Personality Analytics: Technology CEOs Analyzed": https://tek2day.com/2018/05/28/personality-analytics-technology-ceos-analyzed/ - "Your CEO’s Personality Influences His/Her Ability to Scale": https://tek2day.com/2018/05/17/your-ceos-personality-influences-his-her-ability-to-scale/ - Our 2018 CEORater Mid-Cap Software CEO Personality Analysis: https://drive.google.com/file/d/1yVs6K5LUs0Ndyc0aep91OKtxYbLzVJy8/view?usp=sharing
Squirrel tells the story of an agile team faced with seemingly irresistible demands, and describes how switching to the "Yes, And" stance (originating from improvisational theatre) helped them find a solution that worked for everyone. SHOW LINKS: - "Yes, And" in improv and brainstorming: https://en.wikipedia.org/wiki/Yes,_and… - CTO Craft: How to Talk with Your CEO and Other Mysteries: https://www.youtube.com/watch?v=Zwg-x5X3450 - Dr. Burns's Disarming Technique: https://feelinggood.com/tag/disarming-technique/ - Our Sloan MR article on the Walled Garden: https://sloanreview.mit.edu/article/solving-the-problem-of-siloed-it-in-organizations/ - Nonviolent communication: https://en.wikipedia.org/wiki/Nonviolent_Communication - Six thinking hats: https://en.wikipedia.org/wiki/Six_Thinking_Hats --- Our new book, Agile Conversations, is out now! See https://conversationaltransformation.com where you can order your copy and get a free video when you join our mailing list! We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@conversationaltransformation.com
E16: Kathy Kranz is Vice President and Chief Financial Officer of Pinnacol Assurance, which is the largest workers' compensation company in Colorado. They have 100 years of experience and back 57,000 Colorado companies. She oversees all the financial reporting, business planning, enterprise risks, audits, and actuarial functions. Her accomplishments include developing a four-year plan to ensure Pinnacol's profitability and working with Standard & Poor's to secure a strong financial rating for Pinnacol. The Denver Business Journal named her as one of the Top Financial Executives. She's also worked in senior leadership at PriceWaterhouseCoopers and M.D.C Holdings, and RiskCap (now a part of Beecher Carlson) She holds a degree in Business Administration from University of Michigan and an MBA from Regis University. She's also a graduate of the Denver Metro Chamber's Leadership Program. Kathy's LinkedIn: https://www.linkedin.com/in/kathy-kranz-7a0a4b8/ (https://www.linkedin.com/in/kathy-kranz-7a0a4b8/) Pinnacol website: https://www.pinnacol.com/ (https://www.pinnacol.com/ ) WHAT YOU'LL DISCOVER IN THIS EPISODE: Kathy's story of getting a standing ovation at work. Kathy's story of going from analysts to CFO in just a 10-year span. How to know when you're ready for the next level. Advice for women who want to rise to the C-Suite. How to foster a positive reputation. The keys to establishing work-life balance. Three ESSENTIAL strategies to communicate your idea to the C-Suite. Why the cost of employee turnover can be catastrophic. The one thing you must do when you have a big set back. The daily practice (and resource) that Kathy uses to fuel her professional development. HIGHLIGHTS: What were Kathy's keys to success to rise to C-Suite: Not being afraid to do new and challenging things. Always learning new things. Having fun. Kathy's advice for women rising to C-Suite: Be authentic. Your CEO needs to be someone who wants to hear your opinion. You have to be willing to share your opinions. Expect that people won't always agree with you. What would make it easier for Kathy to say ‘yes' to employee's idea: Distill 3-5 most compelling reasons why your idea is good. Schedule a shorter, 15 minute meeting. QUOTES: “Now how you process ideas and information. I process by debating. I want to talk it through, I want to have a good, solid discussion about it.” “It's important to remember, not everybody thinks exactly the same way you do.” RESOURCES: Harvard Business Review: https://hbr.org/ (https://hbr.org/) McKinsey Newsletter: https://www.mckinsey.com/featured-insights (https://www.mckinsey.com/featured-insights) ---------------- https://www.benfanning.com/the-ceo-sessions/ (Apply to be on the show) ------------------- https://www.benfanning.com/the-ceo-sessions/ (Connect with Ben:) https://www.linkedin.com/in/benfanning/ (https://www.linkedin.com/in/benfanning/) https://www.instagram.com/benfanning1/ (https://www.instagram.com/benfanning1/) https://twitter.com/BenFanning1 (https://twitter.com/BenFanning1)
Emily and Dejan cover the following points: 8x8's journey to a leading cloud technology provider. Why 8x8 decided to migrate to Kubernetes, a move that gave them the flexibility to run workloads wherever they want. Dejan's thoughts on the Kubernetes migration, and how it's helped the company improve its operations. For example, Kubernetes has helped 8x8 migrate away from several legacy systems. The biggest challenges and surprises that the 8x8 team experienced during their migration journey, such as getting engineering teams to embrace a culture built around monitoring, observability, and documentation. How 8x8 has avoided “feature bloat” and maintained a product that performs at a high level, while staying true to the features that are important for its core customer base. The strategy of obtaining buy-in from stakeholders and fellow executives by focusing on business problems, instead of technical issues. This included cost, velocity of innovation, global scale, and so on. How 8x8's cloud-native architecture has made it faster and easier to scale. TranscriptAnnouncer: Welcome to The Business of Cloud Native podcast where we explore how end users talk and think about the transition to Kubernetes and cloud-native architectures.Emily: Welcome to The Business of Cloud Native. I'm Emily Omier, and I am talking with Dejan Deklich, from 8x8.Dejan: So, I'm the Chief Product Officer at 8x8. To give you an idea, 8x8 is now 16 or 1700 employees worldwide, 450 million in revenue, give or take, offices all over the world, customers all over the world. I'm responsible for all product management, engineering, QA, project management operations for all the products worldwide for 8x8.Emily: Can you give me a little bit of an idea of 8x8's history in the Cloud?Dejan: So, 8x8 has been around, probably, a lot longer than most companies you're talking about. We've been public 30 years, give or take. We have been in the business of communication and collaboration since early 2000s. As you can imagine, we have gone through so many different tech stacks, architectures, and so on, that it is pretty amazing. We have, in the last several years, done a massive cleanup and rebuild of our software stack. We rebuilt pretty much all of the mobile apps, desktop apps, web apps. We rebuilt the platform starting with billing and provisioning all the way down to how the voice traverses the world. So, it's been a incredible couple of years, incredible journey where I would argue we have gone from the early versions of hosted service to early versions of Cloud, maybe 10 years ago, and we are now what I would like to call a proper cloud technology company. And it's been a very interesting, difficult journey. We learned a lot. We messed up a lot of things, then we learned some more than they did it correctly.Emily: When you first moved to Kubernetes, and the modern public cloud, what was the rationale? What were their business reasons?Dejan: Those multiple steps there. We moved to public cloud I don't know, five, six, seven years ago. We ran a lot of things in Amazon. And to be fair, we still also have data centers around the world. So, let me explain quickly what we actually running because I think it's important. So, we have, I think 16 data centers around the world, and then we run in pretty much every region of Amazon, we use Google Cloud extensively, and we have now shifted a lot of workloads to Oracle Cloud. At the same time, business is threatening me with Alibaba Cloud and Tencent Cloud as something that might be coming our way in the next couple of quarters. So, data centers are there because on the networking layer, the Cloud does not yet give us what we need for the realtime voice and video transmission. We actually are the best voice provider in the industry. We have proven that, and that's where your milliseconds really matter, therefore networking still sits in data centers. As soon as the backbone can be moved into Amazon, and we are told that could happen in the next three to four years, we will move likely everything to the Cloud. So, what we have generally in the Cloud are different applications, and the reason for that is simply the velocity of deploying and scaling them. So, what matters to us is, on one hand, the global reach: we have customers in 150 countries around the world. We have to have data centers close to the customers. And the applications need to be as close to the customer as possible, therefore all the different regions of Amazon, and Google, and whatnot. So, as you can imagine, managing all of that, monitoring all of that is a non-trivial exercise. So, we moved to Kubernetes, in large reason, simply because it is one underlying framework that allows us to run workloads wherever we want. So, to give you an idea, we launched a video meetings product to compete with Zoom. We had, on launch, a couple of hundred thousand users, nothing really. And then, this COVID-19 happened, and within a period of weeks, we now hit 15 million users. The only way you can scale a system like that is if you have a properly built underlying architecture, everything horizontally scalable. I was blown away, everything really worked. People were super busy, but by having proper cloud architecture, we were able to actually scale, and fulfill the demand that we have seen worldwide. Now, the nice thing is, as you put more and more workloads on top of Kubernetes, you can shift them between clouds as you want, or data centers as you want. And I think that's number one reason why we went with Kubernetes. I love Amazon, I love Google, and nothing makes me happier than writing them a million-dollar checks, but I also want to be able to move the workloads wherever I can run them cheaply. And, to me, that's very important. I don't have unlimited budget; I have to be able to play the game and get the most compute and the most bandwidth for the lowest cost that I can, and Kubernetes lets me do that.Emily: And would you say that Kubernetes was a technical decision or a business decision or both?Dejan: That's a good question. I think normally, the way we operate at 8x8, you start with the business problem. The business problem was we don't want to be locked into one cloud. We want to be able to run wherever we want to run, and on top of that, we have customers in Europe who are not very friendly towards Amazon, and want us to run on other clouds. And then, we took a peek: what can we do? What's the fastest and easiest way to do it? Turned out it was Kubernetes, so that's the way we went.Emily: What did the move to Kubernetes, what was it like? What were some of the surprises?Dejan: It was very interesting. It is still very interesting. So, on one hand, the good thing was we have already broken the monoliths in the past God knows how many years, into services. But to get things running properly in Kubernetes, you have to go a bit deeper, you actually have to really clean up your code, and so on, and so on. So, one thing that I thought was incredibly useful was this allowed us to, for the first time in 8x8 history, create a proper template for a service where all your monitoring, logging, debugging, all of your stuff is standard for all the services. So, as you can imagine, when you have a company that's been around for a long time, and you have a lot of services, and through various acquisition, you end up with different languages, different platforms, and so on, this now allowed us to clean up a lot of legacy and actually get to what I consider a really impressive engineering velocity. So, super challenging in many ways, because people had to say goodbye to some of the legacy tools, or ways of thinking, and so on. On the other hand, super-positive from the velocity we are now seeing. And honestly, if we haven't done some of these things, I doubt our platform would have survived the spike of the last two months.Emily: What were some surprises in moving to Kubernetes? And you mentioned that you made some mistakes and learned a lot. What were some of those?Dejan: It's funny, the good old story of automation and orchestration comes to bite you in the rear end every time, again. It's all nice when you have 10, 20 services. People can keep things in their mind. Once you are getting to hundreds or thousands of services that are running all over the world, things that you normally never want to do, such as documentation, such as fully automated CD/CI really become an absolute necessity. They stop being something that you learned about in your software engineering 101, and they become simply something that you really have to hardcore do. And getting the engineering teams to accept that and changing the culture towards more documentation, more monitoring, more observability, was the key. It was also really interesting to see all these different monitoring tools, how they either couldn't scale, or if they were able to scale the cost would explode, or getting the insight out of the data that was being collected was next to impossible, or you needed somebody who spent their whole life looking into Splunk or something like that in order to figure out what's really going on. The release process had to be completely changed. We completely rebuilt—we blew up the CI/CD pipelines completely, rebuilt everything cleanly, and so on, and so on. So, lots of very difficult engineering challenges, and I would argue the hardest thing was selling some of that work to the business. Business is always coming to you and saying, “Hey, we need feature XYZ, we need this product, we need that product.” And we would have to go back and say, “Well, actually, what we need is the availability, and the uptime, and stability, and we need to know what is really going on with the system so we can continue scaling it.” And looking back, I am really glad we did what we did because if we haven't started down this way, the 15 million users would not have happened.Emily: Tell me a little bit more about making that sale to the business. Was there anything that's lost in translation, more about that conversation with the business about why this needed to happen?Dejan: Right. So, it is very, very interesting. Most—and I have seen that pretty much in every company I've ever worked. There is always this feature bloat, and we are all guilty of that. And for sales, it is very easy to go to a prospect and go, “Hey, how do you like this?” Then prospects go, “Well, how about this and that feature?” sales says, “Absolutely.” And you end up with a roadmap which becomes this incredible sea-urchin-like monstrosity that goes in every possible dimension, and the cleanliness of the original product vision disappears over the years. You end up with this extremely complex enterprise product, which does everything for everybody, and does everything badly for everybody. So, I don't believe that's the right way to do business. And I was lucky enough that my CEO and the board fully agreed with my view that we need to go back to the core; we need to figure out what's really important to our customers, and as bad as this COVID-19 is, and as much chaos as this caused around the world, it was really gratifying for us inside 8x8 to see that all the work we have done in the last few years was actually done correctly with a correct view of the future. Think about it, a few years ago, everybody was always debating, “Oh, should I have engineers working from home, or not? Are people more efficient working from home or not?” Now, everybody's working from home. There is no more choice. There is no more talking about that topic. You have to be able to function from home. 8x8 builds the tools that ultimately allow enterprises to have their people function from home, both on the unified communication, and the contact center, and the video meeting side. So, you go, this now opens up the whole universe; I can hire people in anywhere around the world, we can do business anywhere around the world. And to me, that's the right way to go forward, but my job was to articulate what might happen, and what is likely to happen in the world and the economy in the coming five to 10 years, and this COVID-19 thing just pulled all of this work from home thing into now and not into next two, three, five years.Emily: When you were talking to business stakeholders about moving to Kubernetes and why it was important. Was there anything that you felt like was lost in translation?Dejan: They don't care about Kubernetes at all, and I never talked to them about Kubernetes. I talked to them about the scale and performance. Your CEO, your CFO, your Chairman of the Board, they don't care about Kubernetes or any technology. They care about the business problem. And the business problem is cost, velocity of innovation, global scale, global delivery, size of the engineering team, funding for R&D, you have to articulate what you want to do in the terms that matter to the business. Technology is one of many ways to solve the problem. If you could have trained monkeys do something super fast and super cheap, it might be a valid way to solve a problem. As we are lacking trained, cheap monkeys, we have to use technology. And for a lot of us technology is a great, great toy that we love to play with, and we enjoyed dealing with it, so it is sort of a way we solve the problem. The way a business solves the problem is effectively through the P&L. So, this translation between technical and business has to happen, and if you can't tell the story correctly, you will not get the funding you need, you will not get the project that you need, and ultimately the business will fail. And I think that's where the challenge lies. I see a lot of engineers and product people talk about the features, about how cool this or that would be, but they fail to forget that in the end, in a publicly-traded company, CFO and CEO go on the stage quarterly, and say, “This is the money we made. This is the money we spent.” And if you can help tell your story and the story of a product and engineering in the terms that they can use with the outside world, everybody's life becomes much easier.Emily: How did that conversation progress as you progressed on the technical transition?Dejan: So, it's like every other conversation. First time I said, “Yo, guys, we need to stop the feature work.” Obviously I got completely blank looks from everybody along the lines of, “Why would you ever want to do that?” after a couple of quarters of improving the engineering velocity, improving the product quality, stability, and so on, and so on. I think the whole company is now on the bandwagon. I think everybody by now understood why we are doing what we are doing. Which is great. If initially, there was some pull back from Sales—Sales loves more features, it makes their life easier, but there is also, I have to tell you now, a very visible and noticeable pride in the whole company about what we were able to do, about the scale we have achieved, and how quickly and painlessly we actually got there. So, it was not easy, first few months, I have to tell you that.Emily: What would you say were the biggest challenges?Dejan: Changing the culture. Changing the culture for the whole company to stop chasing features and start chasing elegance, and speed, and stability, and uptime, and global scale, on one hand; on the engineering side, it was about, stop committing to featurettes, and start thinking about larger architectural projects that will massively improve the company; on the sales side, it was about how do I stop talking about the future roadmap and start talking about the vision of the company and the vision of the product. Those are very noticeable and hard to pull off changes, and it took a lot of effort from all the teams to actually get on the bandwagon.Emily: Was there anything that was much easier than you expected?Dejan: [laughs]. Probably the core technical parts. The nice thing with good engineers is that they always love to try the latest and greatest. So, I was worried that people here will have objections to changing some of the frameworks and so on. Turned out that that was absolutely not the problem. I was delighted that the engineers and PMs were able to jump on the latest and greatest and just go run with it, learn what they had to learn, then go forward. In previous companies, I have seen that there's much more of a challenge than at 8x8.Emily: And then, from a technical perspective, what was more challenging than you expected, or what was a pain point?Dejan: The CI/CD pipeline. It was really interesting how—it's almost once you have gone down the cloud way, you have to clean up how you build and release software. And most companies get to this sort of in-between state where there is a part of automation, but not everything is fully automated, and so on, and so on. You have to really talk to the people at really big companies to get to the point where there is proper really end-to-end CI/CD. So, we were also in this in-between world. Yes, it's automated, yes it's CI/CD, but not really. And we spent a tremendous amount of time and energy into cleaning that up and finding all the edge cases. And honestly, I don't think that work will ever end. It seems to be as soon as we finish one project, we find other things that can be improved and cleaned up, and then we go and do that. So, by far, the biggest challenge was the Continuous Integration. Getting that to the point where it really works is a lot, a lot of work.Emily: Would you consider that among your biggest continuing challenges? Are there any other sort of challenges that you haven't quite figured out yet?Dejan: I think this is one of the bigger ones because we are not the only AWS, or only Google Cloud, or only data center. We have a mix of everything, and a mix of different applications and platform components that have to reside all over the world. And it is stunning how much work goes into this. The other very interesting set of problems that we are encountering is on the data side, and figuring out—I would argue we haven't yet really fully figured out the data storage requirements. So, to give you an idea—and it's not really so much even us figuring it out, it's the world figuring it out—every country has its own set of compliance regulations, security directives, they're all good, but how do you actually comply with all of them if you are providing service in 150 countries is a different problem. It almost feels like somebody on sand hill should invest in a startup which builds legal-as-a-service, something where the security and compliance will be done at the file system level so my engineers don't have to worry about it. To give you an idea, say you have a conversation, you and me: one of us sits in Europe, one of us sits in US. Who's data privacy laws win? Where can the data reside? How do you store the data? What happens if you have an employee of a US company which resides in Europe? How is that data handled? So, there's a lot of these unknowns on the data security side, which are really interesting, which are really complicated. And I think if somebody manages to build a service around that, they will do very, very well.Emily: Yeah. You have the employee of a US company who lives in Europe but is on vacation in Africa.Dejan: Exactly. And you go, “Okay, does GDPR win? Does the US win? Does—” how do we do this?Emily: Tell me just a little bit more about how Kubernetes and how the cloud-native architecture has made it possible to scale in the past month or so?Dejan: Well, by removing all manual steps, and by having very clean containers that can be deployed anywhere, we were able to scale roughly 100x. And then, to make it even better, we were able to move from Amazon to Oracle Cloud. We did a very interesting collaboration with Oracle, where we agreed that we want to provide the highest possible security to our video product. We felt we can get that security and enterprise presence through Oracle Cloud, and not only did we scale up video product in the last I would say two months by 100x, we also moved very large parts over to Oracle in order to manage cost and get increased security. 100 percent possible through modern, latest and greatest architecture and automation. Otherwise, I don't know how we wouldn't have done it.Emily: Has there been anything that surprised you over the course of this past two months, as you've seen the scaling. Any problems you encountered, for example, that you hadn't anticipated?Dejan: It was interesting to see some of the monitoring tools have issues, as well as seeing the cost of all of these things really explode. It was also interesting to see the response of various cloud providers. As soon as we saw the cost explode, we reached out to everybody. It was really interesting to see how some are much more open to collaborating, others are less open to collaborating. It's been a very interesting two months. But purely on the technical side, it's the monitoring that actually showed how important it is to be able to know what is really going on everywhere, and monitoring couple of thousand instances around the world, while possible is not necessarily easy.Emily: In terms of things that went wrong, or things that went right, any surprises or any notable examples?Dejan: Nothing—I was amazed that nothing really went wrong. I mean, we really worked our butts off, don't get me wrong. I mean, people have been up 16, 18 hour days for weeks to make sure everything works, and so on. But the fact that there were no serious problems still is amazing to me. I mean, 100x ramp in two months is a very nice ramp. I was amazed with how well the team reacted to this. There was really no complaining. This is what we were all working towards: sort of the best possible technical time mixed with the worst possible personal time because of the virus. So, it's been really interesting to see how people all over the world really stepped up, and kicked butt, and helped us move forward.Emily: Any comments you would have for other companies that are maybe a little behind 8x8 on the cloud transition?Dejan: Yes, figure out your platform. If you don't have a good underlying platform for everything, you will end up paying for it. I'm hoping most people are done forklifting legacy products into Cloud. If you are still in that phase, really start thinking about building cloud-native. And it's not cheap, it's not easy, it's not trivial, but you have to do it if you want to survive. Otherwise, when something like this virus happens to you, you will not be able to scale, and you will fail at the worst possible time. Cloud-native is the way to go. It's the future. Embrace it, but don't think it will all be roses along the way.Emily: Any other thoughts you have about the business of cloud-native, anything else you'd like to add?Dejan: I think the very interesting thing on cloud-native is, cloud-native has many different forms, and thinking across multiple clouds, both public and private, I think is the way to go. I'm sure there are applications out there that are perfectly fine running in a single cloud and scaling in a single cloud. But I would imagine for the vast majority of enterprises, they are in a very similar world to 8x8, where you will be faced with challenges, across the whole world, which are better solved in different cloud providers at a different time. And the sooner you start thinking about your multi-cloud strategy, and how you will shift from one to the other, the better off you will be. And then, if you can throw in the private cloud into all of that, that's where I believe things become truly interesting, and probably the future is, in some form or the other.Emily: All right. Well, I think we can go ahead and wrap it up there. Thank you so much for joining me. This was really great.Announcer: Thank you for listening to The Business of Cloud Native podcast. Keep up with the latest on the podcast at thebusinessofcloudnative.com and subscribe on iTunes, Spotify, Google Podcasts, or wherever fine podcasts are distributed. We'll see you next time.This has been HumblePod production. Stay humble.
Your boss doesn’t even work as hard as you but still he earns more than you. Because CEO is earning more than you. Your CEO knows that time is the biggest asset CEO want to save the time and want to make you work for little money. --- Send in a voice message: https://anchor.fm/sanjayb1995/message
In this episode of The Shontavia Show (pre-recorded long before the COVID-19 pandemic), host Shontavia Johnson talks about using conferences to build your business and brand. She provides advice about how to get the coveted invitation from conference organizers, including how to choose a speaking topic, how to create content around your speaking topic, and how to create "social proof" of your speaking abilities--even if you haven't been invited to speak anywhere yet. Shontavia also provides a list of +100 conferences that can serve as starting points for your research and eventual speaker pitches. 01:37 Story about how attending one conference (where I was told my idea was trash) led to me winning international awards and being invited to the TEDx stage 10:26 The three things you should aim to do as a conference speaker 12:51 How to get the invitation from conference organizers to serve as a speaker 16:14 Why I think you need to create a vision before accepting any speaking engagements18:01 How to choose the topic you plan to speak about in 3-4 words 19:37 Why creating content around your speaking topic is critically important 20:41 The types of content you can create to grow your speaking opportunties 23:29 How to develop some "social proof" of your speaking capabilities 24:16 Where to find conferences to pitch yourself as a speaker// Show NotesCreate your vision: https://shontavia.com/starthere/List of +100 conferences: http://listofconferences.com/Being Prepared For the Future of Events for Speakers and Event Professionals: https://gravityspeakers.com/being-prepared-for-the-future-of-events-for-speakers-and-event-professionals/ How Not to Pitch Yourself as a Speaker: https://archive.yellowco.co/blog/2018/05/07/how-to-not-pitch-yourself-speaker/ How to pitch for speaking opportunities at a conference: 3 tips for success: https://muckrack.com/blog/2019/02/13/how-to-pitch-for-speaking-opportunities-at-conferencesHow to Pitch Yourself (or Your CEO) as a Speaker: https://www.themuse.com/advice/how-to-pitch-yourself-or-your-ceo-as-a-speaker //Social Media Twitter: https://twitter.com/ShontaviaJEsq Instagram: https://www.instagram.com/shontaviajesq/ Facebook: https://www.facebook.com/shontaviajesq/ LinkedIn: https://www.linkedin.com/in/shontaviajesq/ Tumblr: http://shontaviajesq.tumblr.com/ YouTube: https://
Learn how to leverage and scale your chiropractic practice to higher levels of achievement by becoming The Remarkable CEO. "The scoreboard is single-handedly the most important asset that my team and I created. This was the pivotal tool that helped transition me from feeling like a slave in my practice to acting as a CEO. I want to equip YOU to become the CEO of your practice. Your CEO journey begins now!" - Dr Pete
In this episode we talk about CEO days and how important they are to incorporate into your weekly schedule. I talk about how to have an effective CEO day, what to do & how to have them even if you are a full-time mom or work a 9-5! Don't forget to message me on Instagram @madison.tinder and talk to me about YOUR CEO days! This podcast is GROWING! It would be much appreciated if you subscribed, left a review or shared/tagged me to your Instagram stories. We are trying to get the WORD out there about this podcast! Thank you!
The SECOND episode of my Master Your Inner CEO Podclass Series STARTS NOW... This one's a goodie. So, there are 2 reasons you might listen to this Podclass. You’re not making as much as you would like You want to be making more! ...Or both! You’re aiming to really make 2020 your breakthrough year and know prof!t is a huge part of the mix. And there’s never been a better time to make some changes and prioritise growth, because after all... It's what are we in business for mostly- I'm sure it’s not because you had dreams of starting a not-for-prof!t business. So in this podclass, I’m going to tell you what to do and what to focus on in 2020 so you can be making a gain within your business. Here’s a little sneak peek into what I cover in this episode… Understanding why prof!tability is so important Prioritising prof!t… prof!tability is a decision! Your CEO prof!tability responsibility to your stakeholders Have a financial plan, a framework, an "oracle" (http://bit.ly/SalonMasteryJOINNOW) to ENROL in my Salon Mastery program NOW - only 15 spots left! Grab the Profit Planner by (https://m.me/salonownerscollective?ref=Episode2Profit) - I'll send it to you via messenger (https://m.me/salonownerscollective?ref=Episode2Profit)
This week on the Sales Hacker podcast, we speak with Pete Kazanjy, co-founder of Atrium and author of Founding Sales. As a serial founder, Pete has built up an impressive library of knowledge on scaling businesses and optimizing sales motions. In this episode, he shares how he fell into the sales leader category and his advice for others who want to do the same. If you missed episode 87, check it out here: PODCAST 87: How to Pitch Category Creation to Your CEO or CFO w/ Anthony Kennada What You'll Learn How selling as a founder will help you understand your sales motions Why your ability to teach sales reps will help scale your business How sales can be instrumented Subscribe to the Sales Hacker Podcast We're on iTunes And on Stitcher
This week on the Sales Hacker podcast, we speak with Pete Kazanjy, co-founder of Atrium and author of Founding Sales. As a serial founder, Pete has built up an impressive library of knowledge on scaling businesses and optimizing sales motions. In this episode, he shares how he fell into the sales leader category and his advice for others who want to do the same. If you missed episode 87, check it out here: PODCAST 87: How to Pitch Category Creation to Your CEO or CFO w/ Anthony Kennada What You’ll Learn How selling as a founder will help you understand your sales motions Why your ability to teach sales reps will help scale your business How sales can be instrumented Subscribe to the Sales Hacker Podcast We’re on iTunes And on Stitcher
Join me as I talk with author and entrepreneur Sharon Jawo, about her new book Starting a Business Allowing the Holy Spirit to be Your CEO. Walking in purpose and plan with faith by your side. How to give your best and be a great steward of what God has given us. You can find her at Amazon - Sharon Jawo SPONSORED IN PART BY: GoFundMePage: gf.me/u/qkmwkj Allan recently lost his wife of 36 years to breast cancer. During the time she was going through chemotherapy, he had his leg amputated. He is now facing medical bills, final expense bills and the challenge of living on his own with this disability. Please pray for Allan and consider contributing to his recovery.
Your body is your most important business If you own a billion dollar business with thousands of employees, how would you keep your staff energized? Your CEO, president, vice president, and managers? Lead by teaching positive principles and practices within the workplace Your body consists of trillions of employees, you are the ceo of your company, your brain is the chief of operations, your heart is president of sales and marketing, your kidneys, liver, lungs, and lymphatic system are the team responsible for customer service, maintaining a clean environment and executing the mission and vision at the lowest levels, and 60K miles of veins in our arteries are the roads and highways through which your employees deliver the service/product throughout the world, that is the human body. If you mistreat your staff, they won’t be inspired when you call upon them to work The better you treat your body, the more power your cells will have, which yields business profits!
Here’s the link to the piece I wrote about CEO Personality Analytics at TEK2day.com: “Your CEO’s Personality Influences His/Her Ability to Scale” https://tek2day.com/2018/05/17/your-ceos-personality-influences-his-her-ability-to-scale/ CEORater: CEO & Company Profiles. Crowdsourced Reviews Website: https://www.ceorater.com/ Facebook & Twitter: @CEORater Instagram: @CEORaterOfficial LinkedIn: linkedin.com/company/ceorater/ TEK2day: Technology, Capital Markets, Corporate Governance, Leadership, Entrepreneurship Website: https://tek2day.com/ Facebook & Instagram: @TEK2day Twitter: @TEK2dayOfficial CEORater Founder & CEO Jon Maietta LinkedIn: linkedin.com/in/jonathanmaietta Twitter: @jonathanmaietta Medium: @jonathanmaietta
Your CEO has a list of problems at the enterprise level that are consuming parts of their day and interrupting their time away. As a master problem solver the risk manager you are in a strong position to use these problems as the pathway to implementing the ASHRM ERM Framework. Brendan Williams Adjunct Lecturer MS Accounting Program University of Connecticut
Judy Robinett is a business thought leader who has been profiled in The Street, Vogue, CBS, NBC, Forbes, The Washington Post and Bloomberg Businessweek as a sterling example of the new breed of super-connectors who use their experience and networks to accelerate growth and enhance profitability. She gives speeches worldwide on business strategy and high-end strategic networking to specific outcomes. Judy has served as the CEO of both public and private companies and in management positions at Fortune 500 companies. She has been on the advisory boards of several prominent venture capital firms and is the author of “How to Be a Power Connector: The 5-50-150 Rule”, which ranked #1 of The Top Ten Business Books of 2014 by Inc.com. Secret – timesaving technique Judy utilizes the PADD strategy when she's on a phone call -- write down the purpose, action, details, and deadline to keep you focused during important conversations. ONWARD! Daily habit that contributes to success Have affirmations to help you when times are tough -- Judy tells herself she is perfect for what she needs to do. Could have ruined your business – but now – an invaluable learning experience Judy was broke and had to pay off debt -- and Judy tells the whole story here. Most critical skill you think business owners need to master to be successful "It's absolutely critical to have metrics to know your numbers inside and out." Most influential lesson learned from a mentor "They can break you -- but they can't kill you." Final Round – “Breaking Down the Recipe for Success” What systems would you go back and put into place sooner? I would have been smarter on sales and figured out my ideal customer. What strategy would you recommend new business owners focus on to best ensure success? Get an advisory board Don't listen to the naysayers How best to connect with Judy: Twitter: www.linkedin.com/in/judyrobinett LinkedIn: @judyrobinett Email: judy@judyrobinett.com Resources: Founders Dilemma from HBR. This says you can be rich or you can be king. It takes a team. Research shows 67% of teams implode with partner conflicts Connections between financials. This is from a professor out of his excellent book, and generously he shared this and allowed Judy to share it with Onward Nation. Seven Investors to Avoid. Some angels are devils and some venture capitalists are vultures. Do as much due diligence on them as they do on you. How to Tell if Your CEO is Clueless. This speaks to how crucial it is to mitigate risk as viewed by the investor not how wonderful your Kool-Aid is.
Many business leaders, social and digital marketers are finding it hard to get buy-in and approval from their c-suite for their social media programs. Do any of these statements sound familiar? You can't get your social marketing budget approved. You are not getting buy-in across the organization for your social business program. Your CEO, COO, CTO and most executive stakeholders have shut down your employee advocacy program. You don't know where to go next as you just keep hearing no, no, no. If these are your struggles with regard to your social media marketing or social business program then you definitely want to tune into the 169th episode of the Social Zoom Factor podcast as I share with you 5 top social media metrics and priorities your CEO and c-suite cares about most when it comes to social media. If you are having difficulty getting the buy-in, approval and budget allocated for your social media program, the problem could very well be you are not understanding what really matters to your stakeholders and executives. You must "get in their head" and understand the risks they are concerned about as well as the metrics that truly matter to them. In this 25 minute podcast you will learn: What key metrics your CEO is most concerned about for your social media and social business program The key risks your CEO and C-suite is most concerned about regarding social media How to communicate the strengths, benefits and risk to your key stakeholders and executives How to get buy-in on your program from the C-suite and board members Why you must think both internally and externally Understanding the key risks associated such as brand protection Importance of aligning social media to business goals and outcomes including sales Importance of identifying key performance indicators that matter to the business and CEO
http://www.thesaleswhisperer.com/blog/topic/podcast http://MakeEverySale.com * Everyone is listening for something * Give it to them and they'll lean towards you * Different than listening to you * Red Zone Communication, i.e. immediately relevant * How to think like Elon Musk * How to think like Steve Jobs * What you want to create is "Whoa. Wow. Hmm. Yes!" * Whoa: I can't believe..."could you say that again?" * Wow: that's astonishing * Hmm: that's too good to not use. * Yes!: sold * How to create "gotta have it." * Your bottleneck to success is having to do anything through people because people are messy * Execution is the key * People are afraid * Identify, stop, or get away from evil as soon as you see it * We're flawed humans * Buyers lie. Sellers lie. Why? We're all afraid. Why are we afraid? * Spoke in Moscow with Nobel Prize winner * Leading through change vs. leading through fear * It's tough to learn when you're afraid * Our minds and focus constricts when we're afraid * Give our people a non-fail tactic or tool to get immediate results * Make them curious to learn more * "The FUD/Crud Technique" * Imagine you're in a tiff with someone * You can't tell them to "calm down" * Let them vent * Look at them * Pause when they are done * Say, "hmmm" * "You seem frustrated and I think you're holding back." "I think you're frustrated, upset, and disappointed." * Peel those layers of the onion * "Give me an example." Don't get defensive. * Let them get things off their chest safely. * The upset point is the pivot. * They will calm down. * "What are you disappointed about?" "I can understand that, too." * "Let's discuss what we need to do so we don't have to go through this again." * FUD/CRUD in sales when you're getting push back * "Can I run something by you? It seems like things aren't going as well as we had hoped." * "When people think of sales, they think people are trying to pull something over on them. Where did we go sideways?" > > Everyone is listening for something." * The title of his talk in Russia was "One One One Six" * What's the least you can say that will make people say "What's that? Tell me more!" * Buyers are listening for one one one six. * "May I make an observation? I think what you're listening for is one one one six." * "Will you regret saying yes one day, one week, one month from now?" * "You're also listening for if you're regret saying no one day, one week, one month from now." * "You might also regret saying no if your competitor buys from us and they lap you because of this." * "The six is if you say yes to the wrong thing and your boss comes to you six months later and shares the pain with you." * "You're also hoping the boss shares the success six months later." * "Can you fill me in on this? What does this look like to make you a star six months from now?" * "May I share an observation with you? You and I have much more in common than we do with your CEO? Your CEO has a cushion. We're judged much more harshly. I will not sell you anything that gets you into trouble." * Four keys to sales success * Go for a great outcome for both * Be aware of your own blind spots * Go from your here to their there, i.e. let go of your agenda * After you've given enough, give more, i.e. over-deliver * What is surgical empathy? Chris Voss talks about tactical empathy but he has an issue with that. You start to cry when you're not in hell alone, which helps you relax, which helps you think. * Men in business are emotionally shy * They'll feel transactional vs. feeling like you care * They feel like things could go out of control at any time * How to make cold calls successfully * Everyone is so tense so get them to laugh * How to use a pattern interrupt in cold calling * How to disarm people via " Talking to Crazy ( https://amzn.to/2DBUCAX ) " * "Do you ever have one of those days and everything blows up in your face and you're hoping someone calls to put you out of your misery? Are you that guy?" * Don't beat yourself up. Get started and get good. * CEO of Kaiser Permanente said you have to forgive yourself when you get things wrong. If you don't, you won't take risks. * More on surgical empathy... * With suicidal patients they've heard people try to convince them too often * "At its absolute worst, how bad does it get inside you?" "You don't want to know." "You're probably right, but if someone other than you doesn't know how bad it is in there, you're going to go off the deep end." "I'm already there, pull up a chair." * In sales... * "May I make an observation? You've been burned before, haven't you? You've been disappointed...You're like all of us. They were tough to bounce back from. Now you question yourself. 'What was I thinking?' You may not even be aware of it." * The prospect is asking questions that don't fit. They're having a flashback they're not aware of. * "I'm not here to have you go through that again." * "Take it all the way to no" from " Just Listen: Discover the Secret to Getting Through to Absolutely Anyone ( https://amzn.to/3i9UKXo ) " * Unless you get a no, you're giving away too much * "What question did I fail to ask, what problem did we fail to address, that would have made this answer different?" * The other person respects you when you are calm and gracious when you handle a "no" now * Why don't we delegate? We don't have confidence in them? Ask them "How would you solve this?" * The difference between delegating and abdicating. * How to get your prospects to ask " When can you start and how do you like to get paid? ( https://markgoulston.com/when-can-you-start/ ) " * Great marketing makes selling easy. Great selling makes great marketing possible. Get all of the show notes for every episode of The Sales Podcast ( https://www.thesaleswhisperer.com/podcasts/ ) with Wes Schaeffer, The Sales Whisperer® ( https://www.thesaleswhisperer.com/ ). Use these resources to grow your sales: * Sell More This Month ( https://www.thesaleswhisperer.com/30-day-sales-growth ) * Hire Better Salespeople ( https://talentgenius.simplybook.me/v2/ ) * Hire The Best Keynote Speaker ( https://www.wesschaeffer.com/ ) * Find Your Best CRM ( https://info.thesaleswhisperer.com/best-crm-quiz ) * Join the Free Facebook Group ( https://www.facebook.com/groups/theimplementors/ ) Check out early episodes of The Sales Podcast: * Episodes 1 to 10 ( https://www.thesaleswhisperer.com/blog/sales-podcast-episodes-one-to-ten ). * Episodes 11 to 20 ( https://www.thesaleswhisperer.com/blog/the-sales-podcast-episodes-11-20 ). * Episodes 21 to 30 ( https://www.thesaleswhisperer.com/blog/sales-podcast-episodes-21-30 ). * Episodes 31 to 40 ( https://www.thesaleswhisperer.com/blog/sales-podcast-episodes-31-40 ). * Episodes 41 to 50 ( https://www.thesaleswhisperer.com/blog/sales-podcast-episodes-41-50 ). Support this podcast at — https://redcircle.com/the-sales-podcast/exclusive-content Advertising Inquiries: https://redcircle.com/brands Privacy & Opt-Out: https://redcircle.com/privacy
© 2020-2025 Ivy Podcast Discovery LLC
