April 15, 2014 at 6:45 AM
A CEO wants a team equipped to win deals and make the number. If they aren’t winning, then the CEO needs a team to fix the problem. This article outlines the characteristics of the right team of problem solvers.
April 4, 2014 at 6:45 AM
How do you know if it’s time to retire a channel partner or dealer? In a recent blog I provided guidance on knowing which partners to invest in. This is great knowledge to have. However, there is a flipside to every coin. While it’s important to know where to invest, it’s also important to know where not to invest. That’s the topic that I’ll discuss today.
March 24, 2014 at 6:45 AM
You missed the number. Fortunately you have a plan, and you quantified its impact. As CEO you need to ask: who will own the rollout of the plan? Who on my executive team will manage my initiative?
March 13, 2014 at 6:45 AM
Jim Collins coined the phrase “getting the right people on the bus and wrong people off.” The concept is one that CEO’s deal with regularly. An additional challenge is ensuring that the right folks are in the right seats with depth of coverage. You have the right people; however you’re not sure if you’ve got the right talent waiting in the wings. SBI developed the Succession Planning Tool to help CEOs and HR leaders uncover strengths and weaknesses within their existing talent pool.
It’s not just an HR consideration. We speak with CEOs and Sales Leaders who struggle with knowing whether they’ve got the right mix of talent in place to grow and maintain market share.
March 2, 2014 at 6:45 AM
You missed the number. You presented your solution at a recent board meeting. Now the board is asking: “Are the goals of your transformation plan attainable?”
February 19, 2014 at 7:00 AM
Recently a client asked me: “How do we know which partners/ distributors to invest in?” The question was a result of declining sales, and the need to refocus selling efforts. Indirect sales and dealers is a bit of a different game. Keen oversight and analysis is necessary to keep both parties fresh and productive. It soon became clear that my client needed an objective way to review their partnerships. Too often there’s a tendency to view the partnerships in light of past sales. While this provides value, this weight shouldn’t be as great as other key indicators.
February 8, 2014 at 7:00 AM
You missed the number. Now you have to address this issue at an upcoming board meeting. The board wants to know how you will solve the problem. How will you communicate to the board and shareholders that you have an answer? How do you plan to transform your sales force and correct course?
January 28, 2014 at 7:00 AM
You lose a top performing rep and quickly go into a mental tailspin. You think about the ramifications and logical course of action. Questions surface such as:
January 17, 2014 at 7:00 AM
As the CEO, you have a company growth objective. It could be customers, margin, or top line revenue. Whatever the reason, the objective is real. This year, you’ll likely answer to a board or major equity investor about it. Your job security is on the line. Your plan must be aligned with their expectations.
According the “Year-End CEO Report” conducted by Challenger, Grey & Christmas, CEO turnover rose in 2013. There were “1,246 CEO changes in 2013, 2.6 percent more than the 1,214 departures announced through all of 2012.” Dig into those departure numbers and I bet many were due to growth issues.
Ask Yourself Two Questions
January 6, 2014 at 7:00 AM
You’ve relied on the same tried tired and true hiring practices for sales reps over the last couple of years. And what has it gotten you? The same recycled reps that come with Rolodex in hand. They guarantee new business is just a call away. When evaluating potential candidates, you’ve probably asked, “How do I know if they’re legit?” If this sounds familiar, you’re not alone. This is a common dilemma for many CEOs and hiring managers.