When executives put their hiring criteria together, I would implore them to throw out the regurgitated and stale approach so often used and statistically unsuccessful - wait for it - “the rolodex and product experts.”
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It is a simple mantra: “Ok leaders talk about the what, good leaders talk about the why, and great leaders talk about the how.”
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Too many people like to describe themselves as thought leaders. They want to be recognized as an authority in their field, as the one with the original thinking that others follow. But those true original thinkers are a very rare breed.
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What appears to be an absence of structure, invites everyone to have an opinion. And everyone becomes an expert on how to structure and execute sales, how to pitch to a customer, and to think that the value proposition is really a no-brainer.
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It is the “Paradox of Choice”: while increased choice allows us to seemingly achieve better results, it also leads to greater anxiety, indecision, paralysis, and dissatisfaction.
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There is a lot out there: advice from founders and investors, stories of unicorns, tools and services that claim to guarantee success, ultimate tips and steps, … Starting, growing, and succeeding with a startup is complex and has a multitude of aspects.
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In a well-functioning process, numbers are used to standardize, clearly identify the success factors, and measure outcomes of not just the end result but every step along the way.
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Apologizing is a human behavior that acknowledges and resolves an issue. In business, it’s more than learned behavior; it’s an essential part of a growth strategy. Apologizing to a disappointed customer can i.e., reduce returns, increase brand reputation, retain loyal clients, increase recurring revenue, and even avoid a legal challenge.
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Being a great leader seems like a straightforward job because there are no super-secret techniques in it. But while great leadership mostly consists of simple things, many leaders forget about implementing them for some reason.
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Sometimes they are flexible, maybe even adjusting to your availability. And there are what I would label “best practices” in Business Development for a fractional executive that, in the end, allow building a pipeline.
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