Too many companies and too many executives like to describe themselves as Thought Leaders. They want to be recognized as an authority in their field, as the one with the original thinking that others follow.
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The OECD defines a scaleup company as a company having an average annualized return of at least 20% in the past three years with at least ten employees at the beginning of the period.
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In mature markets and interchangeable products, in disruptive businesses and first-to-market situations, …when you need salespeople to do incredibly hard things, when they need to overcome rejection every day, they need to be bought into the vision. That is the fuel that keeps them going.
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Now, why are there so many businesses that have a CFO, CTO, and COO, three internally focused functions, reporting to the CEO, but not a Chief Sales, Chief Commercial, or Chief Revenue Officer?
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In a culture of accountability, people demonstrate high levels of ownership to think and act in the manner necessary to achieve organizational results. Rather than having accountability forced upon them, they enthusiastically take it upon themselves.
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Van de Groep & Olsthoorn identify nine success factors and, like me, argue that the success of any fractional or interim executive assignment is primarily the result of matching the right leader into the organization. Let me put those nine factors to the test, though, specifically for a fractional or interim sales leader.
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What about your greatest asset, your people, your employees? Who is tracking their data? How do we know when they need to be serviced, given a tune-up or a break, physically, mentally, emotionally, or spiritually? And yourself?
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Fee models for fractional executives have an art and a science, a balance between multiple factors, and an element of “as-high-or-as-low-as-desperation-takes-you” to it. And that is not too different from the permanent job market.
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I’m sure many of you in leadership positions have asked yourself these questions: How can I do a better job of driving profitable growth in my business? How can I drive the right behavior of my employees? The options can be overwhelming. But there's one proven thing that can drive profitability...the effective use of KPIs.
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I would like to make the case that a leader that is liked is also more likely to be successful; and the opposite, a leader that is disliked is more likely to be unsuccessful.
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