Peer Groups Provide the Power of the Pack

Maybe the most important aspect of being a member of a peer group is the opportunity to share challenges.

When you are a CRO, you are expected to have the answers…to almost all difficult questions. The most important topic is revenue. CRO’s are measured by their ability to grow profitable revenue in the shortest amount of time.

We start each RoundTable with a discussion of the number 1 challenge for each CRO. The process here is bolstered by the power of the pack. Think of a wolf pack and how they work cooperatively to achieve their goals (hunting, of course, being the prime example). The same principle is in effect in the RoundTable. CRO’s, from different companies, markets, industries, etc., bring the power of their knowledge to help a member achieve a specific goal.

There is power in peer-level wisdom. Imagine having a team of the revenue experts that you can use as your own advisory group. The group usually has someone with experience in the challenges faced by the different members. Experience and expertise are key to any RoundTable meeting. What effect would your very own revenue advisory group have on your company’s performance?

Coaching for Qualifying

As a CRO, you have many responsibilities, but one not to overlook is a concerted effort to coach your team. CRO’s are force multipliers - your ability to impart wisdom to your team will make your team more successful. The best ROI for your coaching time with your salespeople is qualifying.

Qualifying is the backbone of all successful selling. There are 5 stages of our Critical Qualifying Questions (CQQ’s) that we espouse in our selling system. However, no matter what selling system you use, your team must be strong qualifiers to succeed. The responsibility for growing that qualifying ability falls on you.

Selling Power has a quick-read, archived article that describes some fundamental questions your team should be asking of any prospect. The author compares qualifying prospects to investigative journalism. From the article (emphasis mine):

In many respects, qualifying prospects is like investigative journalism. The reporter (or, in this case, the salesperson) has to find out the facts of the story, based on who, what, when, where, why, and how. That means coming up with answers to the following questions:

• Does the customer actually have a need for our products or services?

• Can the customer afford to buy what we’re selling?

• Is my primary contact the person who has the ability to make a buying decision, or is this person just gathering information? If not, who does have the authority to purchase?

All qualifying starts with a need so the author is on target. The CQQ’s from our Revenue as a System include Message, Motivation, Money, Methodology, and Market. When you are coaching your team, always keep the qualifying topic at the forefront.

Leadership for Executives

Photo by Miguel Á. Padriñán from Pexels

Leadership obviously has multiple components, but our years of RoundTable experience suggests there is one cornerstone component that stands alone.

Yes, toxic leader profiles and/or ridiculous business plans can neutralize any business opportunity, but the one missing component we observe with increasing frequency today is the lack of clear accountability. At CRO Executive RoundTable, we define a leader as someone people will follow.  When we meet with member company employees to apply this definition, two discussion topics typically evolve:  accountability and the 3 T’s profile.  These two are directly connected to overall success.

Accountability

Many executives have been trained, coached etc. to believe consensus is leadership.  The goal is to get ‘buy in’ by all participants but the real world outcome is better described as management by lack of ownership.   Margaret Thatcher said it best:

“Consensus: “The process of abandoning all beliefs, principles, values, and policies in search of something in which no one believes, but to which no one objects; the process of avoiding the very issues that have to be solved, merely because you cannot get agreement on the way ahead. What great cause would have been fought and won under the banner: ‘I stand for consensus?”

Accountability does put focus and varying levels of stress into the organization but success is not achieved by complacency or consensus.   If complacency is in control, the culture will deny, deflect and/or destroy all efforts for change.  Everyone is operating in their comfort zone while the business is consuming resources just circling the wagons…which may end up being the precursor to circling the drain.

3 T’s Profile

The profile that makes Accountability a leadership skill are combinations of Trust, Transparency and Timeliness.  These are almost boundless research topics but the employee engagement discussions are less complicated.

Trust - is earned; employees want to know senior leadership is more than committed than they are to delivering the results.  Execs wanting to be “consensus scorekeepers” are often viewed as just being along for the ride and producing zero contribution.

Transparency – employees know some topics are not fully disclosable but they want to know – or be able to ask – about all other matters that impact growth and success.  Executives that face questions and issues head on are aligned with where employees want to be.

Timeliness – we live in a 24/7 world today.  Employees don’t want to learn more about their company from the web than from leadership.  Employees are the top-tier stakeholders in any business so putting other individuals or groups first is a breach with direct performance engagement consequences.

Conclusion These are not hard tasks to understand or deliver except when effective leadership is not the top priority.  That may appear to be an oxymoron but it is clear to employees.

Business Is Just a Hockey Game

Sales Perspective from the State of Hockey

Being headquartered in the State of Hockey (Thank You MN Wild) is either a plus or a minus depending on your interest in ice hockey.  Having invested decades of time watching youth association to professional level games, it is clear there are similarities that go beyond the scoring (above or below budget performance). 

Here are 3 items to consider getting ready for 2019:

1. Talent – Teams with more talent win more games.  The talent part is a team issue – a composite of skating, stick handling, shooting and goaltending skills determine the outcomes.  What critical skills are needed/missing on your team to outperform the market?

2. Speed vs. skill - Teams need both.  Speed players can move the puck fast but stick handlers can be just as productive.  Companies are always attracted to the big bio candidates but good stick handlers get things done too.  Stick handlers may have less speed but they have the peripheral vision (anticipate disruption) needed to keep moving forward.  Sometimes it is easier to find good stick handlers with strong team profiles.

3. Adversity - What happens if you fall behind?  Normally that means you were not prepared (skill or disruption issues) or you underestimated the competition…or both.  Not a lot of options once the game (year) starts.  Typically, your top scoring lines get more shifts.  Bottom line – you leverage your talent and work your way out of the hole.  And yes, some coaches (CRO’s) get fired if the recovery effort doesn’t deliver in time.

Best of (Revenue) Luck to all CRO’s in 2019…and keep your stick on the ice!

Avoiding The Self-Inflicted Failure Trap

After decades of working with highly successful companies, I have observed one failure trap that is still alive and well in today’s business climate.

It is avoidable but the more success a company achieves, the more likely it is to experience a “pivot” (great word for surviving a FUBAR catastrophe!) in order to continue. 

Companies typically become successful by doing something new that the market wants, accepts, and is willing to embrace.  Some examples could be electric cars, artificial intelligence for repetitive type functions, real time 24x7 communication etc.

Success ultimately stimulates internal growth and at some point, the organization has very precise roles with crafted job descriptions, KPI’s, compensation ranges etc.  The creativity that launched the company evolves into “structure” with clearly defined roles and expectations.  People are measured and rewarded by how well they execute their assigned micro tasks.

The result is creativity doesn’t flourish in structure.  Real creativity is unscheduled, amorphous, unpredictable and essential for addressing today’s business disruption.  Leadership teams own the disruption challenge - How much of your day is spent nurturing the creativity core needed in your business to succeed?

20 Traits of a Leader

We worked through this topic at our recent RoundTable meetings and I thought the off-the-cuff list we compiled was fairly thorough.

Here is the list we developed:

1. Hiring skills

2. Vision

3. Integrity

4. Trustworthy

5. Confidence

6. OK with tough questions

7. Has your interests in mind

8. Cares about people

9. Delegation

10. Great Thinker

11. Good Communicator

12. Values Contribution

13. Good Team

14. Influential

15. Lead by Example

16. Strategic

17. Stable

18. Positive

19. Practices the Platinum Rule (treat others how they want to be treated)

20. Values you

DISC Styles Defined - Compliance

Today we conclude our DISC series with the final style - Compliance. Here is more on the High C.

Compliance
This factor describes people that follow the rules, or comply.  C's are precise and exact in that they enjoy complex tasks and absolute answers.  C's are the least common style in the general population.  Their drive to comply leads them to be perfectionists, at times, and the "traffic cops" for any team.  They prefer to have an orderly life free of mistakes and errors.  The precise nature of the High C's work product often leads them into roles like finance, quality control and law enforcement.

Observable Behavior
Buy:  Very slow buyers; proven products.
Change:  Concerned of the effects of change.
Conflict response:  Avoidance.
Drive:  Careful, follow rules. Best drivers.
Decorate an office:  Graphs, charts, functional.
Gesture:  Very reserved, little or no gestures.
Goal Setting:  Good at setting safe goals, probably in many areas. Goals are safe with little risk.
Organization:  Everything in its place. Perfectly organized.
Read:  Nonfiction, technical journals.
Risk Factor:  Very low.
Rules:  "By the book." Knows and follows rules.
Stand:  Arms folded, one hand on chin.
Stress Relief:  Alone time.
Talk on the Phone:  Little chitchat. To the point. May be short or long depending on data needed.
Talk to others:  Direct. Questioning, clarifying.
Walk:  Straight line.
Writing:  Direct, to the point, with appropriate data.
Color noticed first:  Yellow.
 

Communicating with the High C

• Prepare your case in advance.  Don't be disorganized or messy.
• Approach them in a straightforward, direct way.  Don't be casual, informal or personal.
• Use a thoughtful approach. Build credibility by looking at all sides of each issue.  Don't force a quick decision.
• Present specifics, and do what you say you can do.  Don't be vague about expectations or fail to follow through.
• Allow them their space.  Don't touch them.
   

Managing the High C

• Involve them in defining standards that are undefined.
• Clearly define requirements of the job and expectations.
• Set goals that have "reach" in them.
• Involve them in long-term planning.
• Train them in people skills and negotiating.
   

Potential Limitations of the High C

• Hesitant to act without precedent.
• Overanalyze; Analysis Paralysis.
• Be too critical of others.
• Get bogged down in details.
• Be too hard on themselves.

The High C is an uncommon style that can thrive in a highly technical, detailed sale.  The C enjoys the data-driven processes of most positions - they tend to love Excel.  You can expect the High C to know the rules and eagerly apply them to people who are breaking the rules.  They are task-oriented and can struggle, at times, with personal interactions within a team setting.  Their precision provides them with a breadth of knowledge about the solution they are selling.  Expect them to be accurate to a fault and driven to close the perfect sale.

Source: Target Training International

DISC Styles Defined - Steadiness

Today we continue with our DISC series and the third style - Steadiness. Here is more on the High S.

Steadiness
This factor describes people that crave consistency, repetition and few surprises.  S's are drawn to routine and predictability which gives them the innate ability to excel at consistency.  High S's are loyal workers who bring a peacemaking ability to any team.  Their desire to find closure drives them to finish what they started.

Observable Behavior
Buy:  Slow decision maker; traditional products.
Change:  Does not like change. Needs much preparation.
Conflict response:  Tolerate, put up with it.
Drive:  Relaxed pace, no hurry.
Decorate an office:  Family snapshots, "homey" atmosphere.
Gesture:  Will gesture with hands, not large sweeping gestures.
Goal Setting:  Goals are short-term, low risk. May use daily to-do lists.
Organization:  Usually some type of system. A little on the sloppy side.
Read:  People stories, fiction and nonfiction.
Risk Factor:  Moderately low risk-taker.
Rules:  Will usually follow time-tested, proven rules.
Stand:  Leaning back, hand in pocket.
Stress Relief:  Rest time/sleep. Hot baths.
Talk on the Phone:  Warm conversationalist, friendly and concerned.
Talk to others:  Warm, not pushy. Will listen before talking.
Walk:  Steady, easy pace.
Writing:  Long form giving lots of information.
Color noticed first:  Blue.
 

Communicating with the High S

• Start with personal comments. Break the ice.  Don't rush headlong into business or agenda.
• Show sincere interest in them as people.  Don't stick coldly or harshly to business.
• Patiently draw out their personal goals and ideas. Listen and be responsive.  Don't force a quick response to your objectives.
• Move casually, informally.  Don't be abrupt and rapid.
• Provide personal assurances and guarantees.  Don't promise something you can't deliver.
   

Managing the High S

• Clearly explain upcoming changes in order to prepare them.
• Make an effort to get to know them and their needs.
• Assign them fewer, larger projects.
• Encourage their contribution in meetings.
• Work to stretch them carefully to new heights.
   

Potential Limitations of the High S

• Take criticism of work as personal affront.
• Resist change just for change sake.
• Need help getting started on new assignment.
• Have difficulty establishing priorities.
• Not project a sense of urgency.

The High S is a strong selling style for extended, relationship sales.  The S has a natural ability to hang in there even during long periods of time.  They are people-oriented like the High I, but they are quieter in dealing with others.  High S's are introverted and enjoy predictable days and established routines.  Leading the High S requires a boss who can see the strengths they bring to the team, and the realization that there are times when you will have to put the spurs to them.

Source: Target Training International

DISC Styles Defined - Influence

Today we continue with our DISC series and the second style - Influencing. Here is more on the High I.

Influencing
This factor describes people that prefer to influence others with their words.  High I's enjoy the opportunity to talk to new people, experience new things...anything new.  I's tend to trust other people implicitly and have a naturally optimistic approach to most things.

Observable Behavior
Buy:  Quick decision makers; showy  products; impulse buyer.
Change:  May not notice change.
Conflict response:  Flight, run.
Drive:  Visual, looking around, radio on.
Decorate an office:  Contemporary, memorabilia of experiences.
Gesture:  A lot of big gestures and facial expressions when talking.
Goal Setting:  Not good at setting goals. Intention is present, planning is not.
Organization:  Disorganized. A lot of piles.
Read:  Fiction, self-improvement books.
Risk Factor:  Moderate risk-taker.
Rules:  May not be aware of rules and break them unintentionally.
Stand:  Feet spread. Two hands in pockets.
Stress Relief:  Interaction with people.
Talk on the Phone:  Long conversations. A great deal of tone variation in voice.
Talk to others:  Verbal, at length. Personal with others.
Walk:  Weave, people focus, may run into things.
Writing:  More wordy, warm people focus.
Color noticed first:  Red.
 

Communicating with the High I

• Plan interaction that supports their dreams and intentions.  Don't legislate or muffle.
• Allow time for relating and socializing.  Don't curt, cold or tight-lipped.
• Talk about people and their goals.  Don't drive to facts, figures and alternatives.
• Focus on people and action items. Put details in writing.  Don't leave decisions up in the air.
• Ask for their opinion.  Don't be impersonal or task-oriented.
   

Managing the High I

• Assist in setting realistic goals.
• Work with on-time management.
• Develop a friendship and make time for interaction daily.
• Open door policy for High I to discuss any issues.
• Look for opportunities for them to utilize their verbal skills.
   

Potential Limitations of the High I

• Oversell.
• Act impulsively, heart over mind.
• Trust people indiscriminately.
• Be inattentive to detail.
• Tend to listen only situationally.

The High I is a somewhat common style in sales.  This style is the most appreciative of people interactions so sales is a natural draw.  They are chatty, personal, outgoing and always eager for a new experience.  The High I does require a patient leader as the High I will be in your office frequently to discuss their most recent discovery/success/question.  Be patient and know that the High I will cover a lot of ground and talk to more people than any other style.

Source: Target Training International

DISC Styles Defined - Dominance

There are four primary DISC styles - D, I, S, C.  We're going to start a series on each style to help you better understand people through their preferred communication channel.  We begin with the High D.

Dominance
This factor describes people that tend to favor a direct, assertive communication style and tend to focus on problems and challenges.  High Ds love to stick to business, get to the point and not waste time.  Ds tend not to immerse themselves in minutiae or specific details.

Observable Behavior
Buy:  Quick decision makers; new and unique products.
Change:  Love change.
Conflict response:  Fight back.
Drive:  Fast, always somewhere to get to in a hurry.
Decorate an office:  Status conscious, large desk, efficiency.
Gesture:  A lot of hand movement when talking, big gestures.
Goal Setting:  Sets many goals, usually high risk and not written down.
Organization:  Efficient, not neat.
Read:  Cliffs notes, executive book summaries.
Risk Factor:  High risk-taker.
Rules:  May tend to break the rules. The end justifies the means.
Stand:  Forward leaning. Hand in pocket.
Stress Relief:  Physical activity, preferably of a competitive nature.
Talk on the Phone:  Little chitchat. To the point. Results.
Talk to others:  Direct. While others are talking may do other activities, as well as interrupt or jump to their next response.
Walk:  Fast, always going somewhere.
Writing:  Direct, to the point. Results-oriented.
Color noticed first:  Green.
 

Communicating with the High D

• Be clear, specific and to the point.
  Don't ramble on, or waste their time.
• Stick to business.  Don't try to build personal relationships, or chitchat.
• Present the facts logically; plan your presentation efficiently.  Don't leave loopholes or cloudy issues if you don't want to be zapped.
• Ask specific (preferably "What?" questions).  Don't ask rhetorical questions, or useless ones.
• Provide a win/win opportunity.  Don't force the High D into a losing situation.
   

Managing the High D

• Clearly explain results expected.
• Negotiate commitments one-on-one.
• Define rules.
• Confront face-to-face in all disagreements.
• Provide challenging assignments.
   

Potential Limitations of the High D

• Overstep authority.
• Be too directive.
• Be impatient with others.
• Be argumentative.
• Push people rather than lead them.

Overall, the High D style is the easiest to observe and maybe the most difficult to manage.  They beauty of the High D is that they will often achieve victories that you may have thought too difficult to pursue...or win.  The D will provide drive and competitiveness to any team, just be prepared to lead them in a unique way.

Source: Target Training International