I hear a familiar theme in speaking with CEOs on the subject of making changes in their sales organizations. That is, the feeling that they have known for quite some time that organizational change was needed.
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In the business world, the term "skills gap" is frequently thrown around, often as a scapegoat for hiring and recruiting challenges. However, it's essential to dive deeper into the concept to truly understand what the skills gap is, its implications, and why it might not be the root cause of the issues employers face.
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It's more common than not that clients don't always know what they want or need, or cannot clearly articulate those needs. This reality means there are unique dynamics in "mind reading" or reading the "tea leaves" with B2B clients in these situations.
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It is a tug-of-war between remote, hybrid, and traditional in-person models. This seismic shift has not only altered the dynamics of how buyers and sellers interact. It has also prompted a rapid evolution in the expectations and methodologies of sales leaders, and what factors business owners might consider when hiring.
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Most CRO’s are really focused primarily on New Logo Sales. Often, the CRO has a peer called the Chief Marketing Officer who is goaled on metrics related to Reputation and Demand Gen (leads). There is another peer, the Chief Customer Officer or Head of Customer Success who is goaled on Adoption, Renewals, and sometimes Expansion.
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Do you get to pick your own leadership style? A multitude of books have been written on this subject. Maybe a different approach to answering the question is what common rules apply in your selection?
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I recently ran the NYC Marathon, crossing the finish line in seven hours after a 26.2 mile run through that world-class city. I'm still riding the "high" of this exhilarating experience, and thinking a lot about the analogies of a marathon and lessons in other parts of our lives -- like business building.
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Interim Executive Talent can help organizations navigate times of change and transition. Learn more about the important role these executives play.
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"We will wait to hire a sales leader until we have more customers." While it may seem like a prudent approach to save resources, this strategy can have both advantages and disadvantages. Here's some thoughts as we explore what might be behind this statement and whether it's a wise decision for a growing company.
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In the world of startups and small businesses, achieving that elusive first $1 million in revenue can often feel like an insurmountable hurdle. It requires strategic planning, effective execution, and a dedicated team.
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