Years ago, I was having coffee with an entrepreneur who, at the time, was bootstrapping a software business. He had been a CIA operative during the Vietnam War, and told me about the time he had spent with a multinational special forces unit in Laos.
Don’t recruit. Poach. In a tight labor market, there is no percentage in tentativeness. If there is any time to go on the offense, it is now.
I don’t know why recruiting firms call what they do a “search.” Who cares about a search? A search is easy, and often consists of little more than trawling through LinkedIn. Continue reading
If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.
What if your prospects and clients have no pain points and no problems?
Presumption of damage is never a good way to start a relationship with anyone, whether in business or otherwise.
Not long ago, I was working with a sales team helping improve their capability to ask questions when meeting with prospects. Without fail, during role plays when I played the customer, each one asked me variations of, “Do you have any particular problems?”
When I responded, “No, we don’t have any particular problems,” each salesperson was flustered and did not know how to respond. Each one, after a few awkward exchanges simply withdrew and promised to call again at a later date.
Any business, in any situation, in any market always has multiple options for a strategic direction that are all good. It is a terrific boon to buy-in when your leadership team can come up with a strategic direction that matches yours without you having to tell them what your vision is.
However, that rarely happens on its own.
The passing of an era in a company is often so subtle as to create an illusion of inertia, like the pushback from the jetway of a passenger jet that is only discernible by looking out the window but otherwise goes unfelt. Such changes in era are only remarked when someone asks, “Were we always like this?”
On the morning of March 11, 2011, I picked out a tie, checked myself in the mirror, and then left the house to go to Tokyo without knowing that I would never again leave that house the same way. It was only hours later that the massive 3/11 earthquake struck Japan and its deadly tsunami ensued.
A machine is no ersatz for real, human engagement. A virtual reality is never better than the real thing. A recent visit to Paris reminded me of these truths.