Find My Catalyst Podcast

Failing to Plan is a Plan to Fail Part II in our series on common challenges that we see across our customer and prospect base is focused on planning.  Specifically developing the plan, adapting the plan, and execution.  One of the biggest challenges organizations we work with have relative to planning, is clarity around expectations, which leads to issues with focus & expectations around speed.  Setting expectations, establishing a plan, working the plan, and adapting the plan all play a critical role in this process.  We hope you enjoy the discussion and look forward to your feedback. Questions Addressed What are some of the challenges organizations face when it comes to planning? Why is adapting the plan the third step? Why is it important as a park ranger to know how to take a punch in the head? How does this apply to us in Sales? Key Takeaways Defining expectations, creating a plan, adapting the plan.  One of the biggest challenges organizations face relative to planning, is clarity around expectations.  This usually leads to issues with focus.  Ryan Carson reinforced this point on a previous podcast, when talking about issues with hiring that first Sales VP. When it comes to planning - begin with the end in mind. Know that perspective may be different depending on role.  i.e. VP of Marketing vs VP of Sales vs VP of Operations.  Design thinking - once we understand the objective, we design backward.  Create a plan that helps you get to that objective.  It is important to identify the gates that you will need to get through in order to meet the objective. (Think of a road trip) "Everyone has a plan until they get punched in the mouth" - Mike Tyson  Know that you will need to adjust the plan once you start gathering additional information. Maybe the use cases you have identified are not accurate. Your plan is philosophical, it will never be perfect.  Apply your OODA loop - Observe, Orient, Decide, Act, and repeat the loop. (link)  Communicate the plan, adjust, iterate, optimize. Something is going to happen, that you do not expect One question we should ask ourselves - What are the things you are doing on your end to adjust your loop, so that the competition cannot get inside your loop? The fundamentals. How do you ask the right questions to get to the root problem/challenge? How do you position your solution in the context of the customer need? You don't know until you know As you go through this, you identify patterns, and identify different ways to address the issue. Training helps you prepare and know how you will react to the situation.  (Pepper spray discussion/example) Experience should provide clarity. Everyone wants to move fast. The process we follow Set a goal - Buy-in on the objective is important (identify and establish your goals) Establish measurable items that work toward the goal Set a plan to help you execute on the measurables - consider how you might address the objective (i.e. growth within the base, identifying partners, etc.) Evaluate the data to determine success. A weak plan with a solid foundation is better than a solid plan with a weak foundation. Show Links Catalyst Sale Twitter LinkedIn hello@catalystsale.com Product & Sales Alignment - a Catalyst Sale Workshop Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

The Art & The Science of Sales - Leveraging Data to Take Action. This week Steve Will, Revenue Champion & SaaS Sales Leader, joins us to discuss sales, data, common challenges, dealing with conflict, and what's next.  We discuss Steve's background and experience, both as an individual contributor, and leading sales teams. Questions Addressed How does Steve define success in sales? How do you distinguish between the Art & Science of Sales? How can you improve functional product knowledge? What are common mistakes companies make when thinking about data? What are some of the questions you should be asking when looking at data?  How can technology be leveraged to help improve Marketing & Sales alignment? What does the sales professional of tomorrow look like? Key Takeaways When Thinking of the Art - three things come to mind for Steve. Sales Skills Product Knowledge  Industry Knowledge Talk to your peers - Peer & Customers are a great source of information when it comes to industry knowledge Ask your prospects & customers where they go for information. Separate yourself from the norm in your space, put your product through the use cases, work through the practical application. When Thinking about the Science of Sales - consider the data that is available. The ability to uncover the story that the data is telling is critical. Putting the information into practical use is the next step. There are a lot of Sales Enablement tools that will help support sales cadences. A common mistake, is running using these tools, but not understanding how the cadence should change based on the personas you are working with. The Funnelwise playbook is a good example of where the Art & the Science of Sales come together in a successful partnership.  Leveraging the data in context to take action. Crucial Conversations You need to have a good understanding of each others role & responsibilities Give your team member the benefit of the doubt Treat people with respect Be patient Most of the time, conflict occurs when goals do not align. As sales leaders, we are comfortable with being measured by revenue. Jill Rowley - talks about the traits of the modern seller. Leverage Data Seek Collaboration Communicate Effectively Exhibit Business Acumen Share New Ideas Embrace Technology The root of sales evil is poor discovery Show Links LinkedIn Crucial Conversations Jill Rowley Catalyst Sale Twitter Call to Action How do you distinguish between the Art & Science of Sales?  Let us know via twitter @catalystsale or email us directly. Please share your stories with us @catalystsale on twitter or via hello@catalystsale.com  ---------------------- Thank you Ratings & reviews help others discover the podcast - thank you for helping us get the message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit Catalyst Sale - Sales Fundamentals Training Program ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Coaching, Mentoring or Training - What's the Difference? On previous episodes we have discussed Mentoring in Sales (42), we have also discussed Coaching vs Training (79).  This week we discuss all three approaches in the context of personal development and improving capabilities. We share our thoughts on the differences between Coaching, Mentoring, and Training, why one approach may be better than another, and when it might make sense to combine methods. Questions Addressed What's the difference between Coaching & Mentoring? How do you know if you need a coach or a mentor? How important is it to be coachable? How do I know if I should work with a coach? How can we connect with Catalyst Sale to discuss coaching? How do you know if Training, Coaching, or Mentoring is a better fit? Key Takeaways Coaching tends to be focused on the current task, or skill.  The coach and the person receiving the coaching, are looking at ways to optimize. Mentoring tends to consider the bigger picture. There may be more ambiguity. It is less about the skill, more about the longer term objective. Good mentors should also be able to coach. Coaches, on the other hand, may not be good mentors. When considering skills improvement, coaching may be a better solution. i.e. cooking.  When working on improving your skills in the kitchen, a coach can help you by being in the kitchen. The coach should be there, with you, and provide coaching in real time. Coaches look for the subtle changes that can make a significant impact - they look for the details. Mentoring is a bit more philosophical.  The relationship between mentee and mentor is critical. Coaching may be a bit more tactical.  The relationship between the coach and the player is not critical. Being coachable is crucial if you want to develop your skills. Ask yourself, if you are not coachable, if you have a big ego, how will you grow? It is important to have an open mind when working with a coach.  You should have a solid understanding of where your deficiencies are. You may need a coach in an area, but you may be blind to it.  This is where a mentor, a manager, a colleague, or others can make a recommendation. One way to overcome your blind spots is to shift your perspective. Fit with a mentor is really important. When it comes to coaching, the fit is not the focus, the results are more important. Skill development should lead to something With a coach, you should see direct skill improvement. With mentoring, am I moving in the right direction? Training tends to be more structured.  Most cases 1:many, however a 1:1 approach may make sense in a training environment. If your objective is to "Learn something new" - Training may be a better solution Coaching tends to be task-based or skill based.  1:1 really works well with coaching. If your objective is to "Improve a specific skill" - Coaching may be the best approach Mentoring tends to be more open, less structured, relationship driven, future-focused, and the relationship will evolve. If your objective is to "Improve being/focus" - Finding and working with a mentor may work best As an example, when thinking about swimming - training works well at first, comfort around the pool, coaching might be specific to hand position in a given stroke, mentoring might be more focused on nutrition, pre-race prep, and mindset. Call to Action Ask yourself - Am I coachable?  In what scenarios will a coach help me more than a mentor or participating in training? Engage with the community via twitter @catalystsale - how are you applying infinite learning concepts? Show Links Catalyst Sale Podcast Episode 42 - Mentoring in Sales Catalyst Sale Podcast Episode 79 - Training vs Coaching Catalyst Sale Twitter LinkedIn hello@catalystsale.com Catalyst Sale Workshop - Product & Sales Enablement Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Managing an Exit - The Good, The Bad, The Ugly This week on the podcast, Mike & Mike tackle the question of a startup exit or merger from the perspective of the employee within the organization, to the founder/leadership team, to the company who is making the acquisition.   Acquisitions & exits are tough, they become more complex as more information is shared, especially if too much of the wrong information is shared or gaps are left in the information.  It is a delicate balance and a difficult dance. We hope you enjoy the discussion, and look forward to your feedback on Twitter, LinkedIn, and Facebook. Questions Addressed What are some of the things you should not take for granted during an exit? What about timing, and the way organizations handle setting expectations on the amount of time the acquisition should take. How does managing an exit correlate with a sales process? How do you avoid losing key people? Let's say you are the company who is making the acquisition - how do you determine what to do with the technology? What are some considerations that we should keep in mind from an employee perspective, founder perspective, and acquiring company perspective? Key Takeaways Cultural differences and mindset that is different between an early stage company, and one who may be more established, and is leading the acquisition. Communication & setting expectations are important, from both sides of the equation. Transparency can be dangerous.  If you are a small company, managing resources directly, too much information, shared too soon, can put an organization in a psychological holding pattern. Transparency can lead to uncertainty and can be a momentum buster. Anne Wolfe - Some of this information needs to be held as state secrets. If the performance of the company starts to suffer due to uncertainty, it can have a negative impact on customers & the organization. Understand the culture inside the organization, keep this in mind when considering communication. When it comes to timing, figure that it will take longer than initially anticipated. Always remember, you still have a business to run. Consider the worst case scenario - what happens if the acquisition does not take place? Be prepared to adjust, and keep operating the company. When managing pipeline, you usually have multiple opportunities in play to help mitigate risk.  When managing an acquisition, as you get further down the process your risk increases if you lose focus, and the deal falls apart. Be careful about over-communication, this can lead to speculation, and you may lose key people as a result of uncertainty. People will make up the story. The transition from you are "on a mission" to you are "in a role" can create significant conflict and risk. Be careful about taking the parts away from the golden goose, you may no longer have a goose. From the enterprise perspective, remember to take a holistic approach to integration. An integration strategy requires multiple perspectives. Do your job, deliver on your role, minimize distractions. Don't forget about your customers & your employees Minimize assumptions, and leverage the collective intelligence of the organization to minimize the impact of blindspots. Call to Action Share your personal experience with acquisitions either from the perspective of being the founder, an employee, or the acquiring company? We are actively increasing our engagement on Twitter, LinkedIn, and Facebook, and look forward to hearing from you.  Please share your questions, comments, and recommendations with us via twitter at @catalystsale or @simmons_m Show Links Catalyst Sale Twitter Mike Simmons Twitter LinkedIn Action Requested Help us and others by rating and reviewing the podcast.  We would love to hear from your at hello@catalystsale.com or @catalystsale on twitter - what are some of the topics you would like to hear us address on a future podcast? Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Helping People Do Things Better - Learning, Sales, & Doing the Work This week Ryan Carson - Founder & CEO Treehouse joins us to discuss Learning, Sales, and Doing Work.  Ryan continues to build and run his third startup, and according to him, you would have to kill him before he stopped working on his mission at Treehouse.  He is passionate about helping people do things better. We discuss Ryan's background, why he started Treehouse, his experience with other startups, and what he's learned about sales now that he is leading the sales team.  We also discuss hiring for behaviors over skills, and how learning happens. Questions Addressed What’s broken in education? Where is the focus on innovation in education? How do you facilitate learning in a way that it makes an impact on the business? What is Ryan’s story? How can you create leverage? What has Ryan learned about managing a sales team within Treehouse? When it comes to hiring - what does it mean to hire for behavior vs skills? How do people learn? Key Takeaways Those who are in education are the heroes, the challenges are with the system. Treehouse's focus is on helping those who are trying to get a job.  In K-12 they are active in raising funds to support technology in classrooms (i.e. Chromebooks, Google Docs, etc) “What bearing does GPA have on our adult lives? - none” - Ryan We have moved into a world where trade jobs/skills are all of our jobs. Let’s decouple success and happiness from the college degree. Do the math on the investment - make sure it is good to you. Start with building the project, and work backward. Entrepreneurs can be split into two categories - those who believe in their business or those who do not, and that makes all the difference. Ryan is driven to help people so that they can be happy - technology can provide this, if you learn how to use it and create with it. When you don’t have leverage, you don’t have leverage. Ryan's advice - Do not get into that position. You can’t win in this scenario. You can’t pretend that you have it. There is no hack, there is no shortcut, you have to build the thing. Jocko Willink - There is no shortcut, there is no system, there is no to-do list. The importance of sales enablement. As a founder - be the first sales person - identify the gaps - i.e. differentiating features, marketing collateral, leads, etc. - Do this, and build out the support that will enable your team. If you think you are bad at sales, go deeper.  Ask, if you really believe in what you are selling.  If you really believe in the problem you are solving. When interviewing start to ask for behavior, and get quiet, listen. Map the Skills. Break these down into Learning Units. Turn these into Courses. Roll the courses up into projects. We do not learn until we take a unit of learning, and rearrange it. Take the information and make it your own. Talent Path (Treehouse Program) - you need to learn to build things. Can you build it? Try to ignore all the hype, the fear of missing out - focus on things that you are passionate about. Show Links LinkedIn Twitter Instagram Treehouse Jocko Willink - There is no Shortcut, there is no system, there’s no to-do list. Ryan's Blog Crypto Currency Ryan Blog TalentPath Call to Action If you are a founder, how are you building your sales acumen & experience?  Let us know via twitter @catalystsale or email us directly. Please share your stories with us @catalystsale on twitter or via hello@catalystsale.com  ---------------------- Thank you Ratings & reviews help others discover the podcast - thank you for helping us get the message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit Catalyst Sale - Sales Fundamentals Training Program ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Using Data to Improve Sales Performance, Management, and Leadership Rob Käll is the CEO and Co-Founder of Cein, Inc.   Rob is passionate about data, machine learning, natural language processing, and using these technologies to improve organizations.   We met Rob through a listener of the Catalyst Sale podcast, and we think you will enjoy getting to know him as well.  On this episode, we discuss measuring things that matter, using data to gather insight and improve outcomes, how Machine Learning + Human Intelligence improve performance, and many other topics. Questions Addressed Why is data important to Rob? What does it mean to measure what matters? What is Natural Language Processing? How can AI, Data, NLP, be used for personal development, coaching, and management? What does the future look like when considering AI? How do we differentiate between the signal and the noise when it comes to AI and Machine Learning? What are some of the things Rob knows now that he wishes he would have known 5 years ago? Key Takeaways Replace hunches with facts See beyond KPIs Measure what matters - some numbers go up, some go down, but what do they really mean? Use AI to measure & reduce gaming We know that data is never perfect, it is likely incomplete, inconsistent, delayed, etc. Use data as a signal. Call John, Talk to John, John Reached Out to Me - all may relate, NLP (Natural Language Processing) allows you to connect these things, correlate, and identify patterns. NLP can be used for coaching - coaching in context. You cannot apply your playbook to every situation. Humans are excellent at picking up patterns - but we are also subject to our own biases. The combination of the computer analysis with human intelligence you can very quickly realize a new level of importance. Artificial Intelligence and Data Sciences will fundamentally change how we work within the next 10 years, across all industries. Small improvements can yield significant impact long term. Rob - "we use simple measurements of success.  Baseline, and illustrate changes in performance." Improving sales productivity can be the ultimate medicine for your business. You are going to feel like you are failing as you build your business.  If you are making progress, and you keep solving problems, you will have success. Continue to deliver something of value. Business partners are important, they can help with focus. You have to say No. Organizations work when you have a solid culture, and everyone is working toward the same goals. Communication is critical Don't forget about the importance of 1:1 communication, throughout the organization - know your people "As a startup founder, it is your obligation to care about every member of your team" Training should be more than an afterthought - as a salesperson, you need to know your industry. Nothing is more expensive than replacing a great salesperson. Show Links LinkedIn Twitter Cien.ai Measure What Matters Everything a Sales Leader Needs to Know About AI Call to Action How are you using AI to improve your craft?  Let us know via twitter @catalystsale or email us directly. Please share your stories with us @catalystsale on twitter or via hello@catalystsale.com  ---------------------- Thank you Ratings & reviews help others discover the podcast - thank you for helping us get the message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit Catalyst Sale - Sales Fundamentals Training Program ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Infinite Learning - How Can You Apply It To Your Role? This week on the Catalyst Sale Podcast, we discuss Infinite Learning. Specifically, what is it, how you can apply it to your job, how it applies to sales, and how we apply it within Catalyst Sale. Mike Simmons first heard the phrase Infinite Learning on a recent Masters of Scale podcast with Reid Hoffman and Barry Diller. A link to that episode is included in the notes below. Questions Addressed What is the difference between Continuous Learning & Infinite Learning? Is it just another marketing thing? Some learning builds upon other learning.  How do you apply infinite learning in this context? How does Infinite Learning impact sales? What can we do differently? Key Takeaways Concept discussed on Master's of Scale Podcast w/ Barry Diller Continuous Learning - Natural curiosity, desire to keep learning.  If I'm not learning, I'm not getting better Infinite Learning - more of a learning loop - the importance of starting with a beginners mind when you move into a new situation If we anticipate the things we expect to see, it clouds our judgment Jody's experience at the law enforcement academy.  The people who were already good, sometimes struggled.  Learned behavior/knowledge can result in bad habits that need to be broken You have to "unlearn what you have learned" - Yoda Beginning with a blank slate in customer environments, in other words, a blank whiteboard. Preconceived notions can cloud your judgment Force your mind to empty Stick to the simple questions - who is impacted, how are they impacted, why..., where... Let the story unfold There will always be a fit for Successive Approximation - "The concept was first developed and used by B.F Skinner, who is known for his theories that involve learning behaviors through reinforcement. The theory involves reinforcing behavior that are successively closer and closer to the approximations of the desired, or targeted, behavior." There will always be a place for building on previous knowledge. You are going to learn to walk before you run, learn to run before you sprint. Creativity can be stifled by assumptions - A beginners mind can support and reinforce creativity and innovation. It forces a pause, forces a check to see what you are missing, where are your gaps. Remind yourself to go back to the early curiosity that you had as a beginner. Get back to the basics, ask questions. Call to Action Ask yourself - what can I do differently? Engage with the community via twitter @catalystsale - how are you applying infinite learning concepts? Show Links Masters of Scale Podcast w/ Barry Diller Episode 1 Episode 2 Catalyst Sale Twitter LinkedIn hello@catalystsale.com Catalyst Sale Product - Initial Cohort Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Storytelling, Entrepreneurship, and Lessons Learned from Working with Steve Jobs - Guest Anne Wolf Anne is the President & Founder of Wolf Communications.  She is a Chief Marketing Officer by trade, she has carried a bag, starting her career in sales.  Today, she works with entrepreneurs, many times in a Chief Strategy Officer role.   We met Anne through the TLDC18 conference. This week we cover a lot of ground, from the transition between sales and marketing, to Anne's time at Apple, to helping new entrepreneurs.  We hope you enjoy the discussion, and look forward to your feedback. Questions Addressed What is the difference between Brand Story & Authentic Story? What are some of the things a sales rep can do when trying to understand their story, or their customers' story? What was it like working with Steve Jobs? What are some common misperceptions among your students about entrepreneurship? What are some common challenges that you see when working with founders? What are some of the things that people do well when it comes to the exit?  Where do they fail? Key Takeaways Brand Story - sometimes this is confusing - entrepreneurs tend to focus on feature functionality vs why they are doing this. Authentic story - why they decided to focus on this issue, focus on this challenge.  This helps to convey your passion, helps with onboarding, and helps with keeping customers Mistakes happen when you think of the pitch as a focus on feature/functionality.   Investors want to hear the "why" behind it Your Authentic Story takes a lot of transparency, some people fear this.  Your customers are smart. SHaring the good, the bad, the ugly is better than painting the picture that everything is perfect) Reps tend to focus on presentation of the information, they should focus more on listening. Listen to solve problems.  Anne's success in sales was a function of understanding her customer's story Think of brands we admire - you usually can tell a great story - this is what makes them interesting. Start with the Why Go Where they Live? - Why? (pressure, Problems, Location, Put yourself in the customer's shoes) If you can't be on site - you can bridge the gap by using vocabulary, showing empathy, help the client see you as an extension of their team. Be Brutally Honest. When in Doubt, Tell the Truth. Be Trustworthy Changing human behavior is very difficult. Your brand is your promise.  When the thing breaks - is the company there, or do you regret the promise? - Follow the customer through the lifecycle In Steve's mind, Apple was breaking their promise, they were not delivering great technology. Working with Steve helped Anne recognize the value in "doing something great." Decisive Leadership - It is just as important to know what you are not going to do, as it is to know what you are going to do. This led to the "Think Different" Campaign The sales team was focused on product, the business was focused on changing behavior, changing mindset. This was about releasing something new, something different, which ultimately was the iMac. As reps, sometimes we have a tendency to color inside the lines, embrace the rebellious spirit, use your own story as a tool. Entrepreneurship - it's not as easy as you think. Know who the customer is. Know why will they buy. Know how will you fund it. One common challenge is when you have a CEO/Founder who is so married to their technology, that they can't see around the product. (i.e. the product does not do xyz).  The leadership "DOES NOT SEE THE REALITY" There is such a lack of communication across functions. CEO can be surrounded by people who just tell them what they want to hear. Do you feel awkwardly uncomfortable with what you are communicating? If so, that is a good thing. Over-communication can help with commitment.  Staff may feel awkwardly uncomfortable, communication can help overcome this. Great leaders do not create followers, they create other great leaders. Common theme - students, others, executives - you need to build a level of trust, the foundation of trust is based on intention. Exits are taking longer than in the past. ~70% of startups will fail, Crossing the Chasm takes longer than you think it will take, and many organizations will not get there. The ones who exit manage the exit successfully... Don't count their "coin" too early Maintain a maniacal focus Keep the exit as a closely guarded secret When everyone is talking about the IPO, it takes people off task Failure is an accomplishment Leverage mentors Build your personal brand Show Links LinkedIn Twitter Crossing the Chasm Think Different Campaign Call to Action Anne shared her LA County Unified School District story - How can you apply this in your role?  We'd like to hear how you can apply "being there" in the context of your customers. Please share your stories with us @catalystsale on twitter or via hello@catalystsale.com  ---------------------- Thank you Ratings & reviews help others discover the podcast - thank you for helping us get the message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Be Careful What You Measure Mike Simmons started the year attempting a 10k steps a day objective.  Four to five days into the test he decided it would only be a 28-day experiment.  This week we will discuss how this test applies in business and in life.  We discuss the importance of choosing the right things to measure, choosing the right goals, and choosing the right tools to capture the data.  We also talk about goal setting, and include a request at the end of the show notes. Questions Addressed Why did you do it? What did you learn? Jody is well over 700 days, over 8M steps - what do you think about someone who has accomplished that - or chosen that goal? How does this apply to business? Key Takeaways 10K steps is not a lot of steps, unless you choose the wrong measurement device Be Careful what you measure & How you measure those things Imagine how many times you get in your own way The tool I was using was not capturing an accurate measurement Be careful on how you decide to measure success Ask questions - i.e. are there other ways to measure success? Don't be so rigid - that you have to measure in a certain way You can hack the tool to get the data you want to, but is this the right thing to do.  Be careful about manipulating data. When you make a commitment - execute against that commitment. Quite often, we see what others have accomplished, and compare ourselves to them, this creates challenges including a skewed perspective. Dr. Jordan Peterson - Don’t measure yourself against others, measure yourself against how you improve yourself each day. The 28 days forced behavior change, and required making some trades on other things. You have to do the reps up front, do the work early. If you know what your desired outcome is, know you why, it becomes easier to give certain things up. Within our careers - if we have planned what we want, what our values are, why we are doing something - prioritization becomes easier.  If we do not, we may be driven by the noise, or things we come across, and lose direction. Give yourself time to determine if it is the right fit, don't fall into the trap of a perpetual pivot. Stay the course for a period of time, but set timelines & evaluate if you are moving in the right direction. If you are not measuring anything today - start measuring something. If you are not measuring - how do you know if you are making progress? Be careful about what you measure Be careful how you measure Adapt, iterate, be ready to make changes as you go along We are actively increasing our engagement on Twitter, LinkedIn, and Facebook, and look forward to hearing from you.  Please share your questions, comments, and recommendations with us via twitter at @catalystsale or @simmons_m Show Links Catalyst Sale Twitter Mike Simmons Twitter Jody Maberry - 10K steps Podcast Action Requested Help us and others by rating and reviewing the podcast.  At the end of this episode - we ask the audience a question, and look forward to your response.  Please share some of the things you measure and challenges you have run into with the tools or methods you have used to measure these things. We would love to hear from you at hello@catalystsale.com or @catalystsale on twitter Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.

Blindspots - We all Have them This week on the Catalyst Sale Podcast, we have a listener question from Ann in San Diego.  Ann asks - What is something you consistently find within organizations you work with? One of the most consistent things we see across all of the organizations we work with, are the blind spots they have created.  Many times these blindspots are a function of focus, attention, and passion.  The challenge with blindspots, everyone has them, they require help to identify, and they bring risk if not addressed.   Questions Addressed Can you provide an example? How can you avoid/overcome blind spots? How can consultants/coaches help with blindspots? How can we find out more about Catalyst Sale? Key Takeaways On a positive side the organizations it is clear, that the organizations we have worked with are committed to their customers. They have identified a need in the market and they are passionate about addressing the need. On the negative side - there are blindspots that many of these organizations "Can't" see. One of the biggest blindspots is missing the perspective of the customer. Be aware of the risks of being caught in your own echo chamber Lean on others, don't fail alone We assume outcomes, and fail to pay attention, many times this approach creates those blindspots. Ask your network for help. Do the work, take the perspective of your customer, work through the use cases. If you are in a room, and everyone is saying yes, find someone who can say "no" Everyone has blindspots - you are not unique. If you think you do not have blindspots - you may have some really big blindspots. Consider creating SWOT teams within your organizations to help you identify and overcome blind spots. Consultants can come in with an unbiased, beginners mind, perspective. A coach, a consultant, can draw attention to things that you may not be paying attention to. The coach/consultant is likely not tied to the political baggage that exists within the organization. Show Links Smokey Bear Episode Basketball Passes Video Don Miller Podcast Episode Catalyst Sale Twitter LinkedIn hello@catalystsale.com Thank you Thank you for rating and reviewing the podcast via iTunes, Google Play, or your favorite podcast platform.  Ratings & reviews help others discover the podcast - thank you for helping us get our message out to the community. Please send listener questions and feedback to hello@catalystsale.com or contact us directly on twitter, facebook or LinkedIn. Catalyst Sale Service Offerings Growth Acceleration - Plateau Breakthrough Product Market Fit ---------------------- Subscribe to the Catalyst Sale Podcast Subscribe via iTunes Subscribe via Google Play Catalyst Sale In every business, in every opportunity, there is someone who can help you navigate the internal challenges and close the deal.  There is a Catalyst.  We integrate process (Catalyst Sale Process), technology and people, with the purpose of accelerating revenue. Our thoughtful approach minimizes false starts that are common in emerging markets and high-growth environments. We continue to evolve our practice based on customer needs and emerging technology. We care about a thinking process that enables results versus a process that tells people what to do.   Sales is a Thinking Process.