Welcome back!
Are You Focused on the Right Customers?
A couple of years ago, I met with a COO of a 40 billion dollar company who was extremely frustrated with the revenue forecast for the year ahead. Many of the companies in their pipeline didn’t fit the right profile for their strategy. In his mind, it was clear that they shouldn’t be working with them. And yet, the sales team was allocating considerable time, energy, and resources to bringing these companies in as clients.
The disconnect between the company strategy and what the sales team is doing on a day-to-day basis is common. It’s a misalignment that derails companies from achieving their growth objectives.
As an executive, you might find yourself concerned with the type of new business coming in. Or aghast at how much money is spent pursuing customers outside of the desired profile. If so, you need to ask yourself and your team, is our sales team directed by our company’s strategy? Have we been rigorous about defining our ideal client profile? What must be done to ensure we stay focused on our target markets?
Once these questions are answered, it comes down to execution to ensure the pursuit of the right customers. Successful execution of your strategy is as much about what you shouldn’t do as what you should do. In most cases, it’s as simple as pursuing business that fits the bill, and letting go of that which doesn’t.
Read more about how to get your sales team to execute your strategy in my Harvard Business Review article here.
Should You Be a Leader?
I have worked with many leaders who wanted to be in a senior manager or executive position. They got it, and then realized they didn’t actually like the job. What they liked was the idea of having a title or role, not the actual responsibilities that came with it.
Here are three things every person should have in their toolkit before accepting a leadership role.
  1. A vision and strategy. A leader needs to have a vision, a sense of what’s important, and a strategy to make it happen. Very little leadership is needed to maintain the status quo.
  2. A desire to lead and inspire. If you don’t enjoy managing and developing people, you don’t belong in a leadership role. You need to have the ability to inspire and motivate those on your team.
  3. A sense of credibility. You need to be trusted, believable, and confident to lead effectively. Every action and conversation builds or diminishes credibility.
Think about the responsibilities you want to have and how it matches up with what is required. If those align, it might be time to level up.
LinkedIn Live
My latest HBR article, Good Leaders Know You Can’t Fight Reality hit #1 on the most popular list. With the popularity of the article, we will be diving into it on Tuesday, November 9th for another LinkedIn Live. Join me at 10am Eastern.
HighSpot Spark Conference
I was honored to speak amongst a great group of speakers yesterday including Trevor Noah, Host of The Daily Show, Adam Selipsky, CEO of Amazon Web Services, Bradford Jordan, Sr. Manager, Global Sales & Success Enablement of Slack, Amy Borsetti, Senior Director of LinkedIn, Paul Hamilton VP, Worldwide GTM Enablement of DocuSign, and so many other talented people at the Spark annual conference. The topic of my session was Excellence at Scale: How the Best Revenue Organizations Translate Strategy to Consistent Execution.
Some important topics I cover are:
  • Debunking Myths in Improving Sales Performance
  • Creating a High-Performance Culture
  • The Right Metrics to Drive Revenue Growth
The session was recorded so I’ll be sharing additional content from this conference in future newsletters.

Edinger Consulting