People who were a good fit when you were a small, early-stage company may not be the right fit when your company grows and scales.
I encourage clients to track activity metrics for sales managers to ensure they spend enough time coaching sales rep interactions with customers
You must “prune the rosebush” to remove the products, services, activities, and people that aren’t “core” to your long-term success.
A common challenge faced by clients as their company scales is the role transition from “managing a team” to becoming a “manager of managers”.
Most clients use Net Promoter Score (NPS) to track customer loyalty. I recommend they add the Customer Effort Score (CES) to get a true picture of customer satisfaction.
I encourage my clients to apply the “18 Month Rule” when they are looking to hire a senior manager for one of their business functions.
4Q Conversations are the 4 pieces of information you need to gather from each customer conversation to inform your company strategy.
A client CEO was struggling to get firm commitments from his team to get tasks done on time. Here were my 2 recommendations.
How my client managers learn to spend a greater percentage of their time performing high-leverage, high-value tasks.
Build in 10% of your time each week as slack/buffer time or you run the risk of being “short-term efficient, long-term ineffective”