Now Is Not the Time To Shut Down Your Growth Engine

Now Is Not the Time To Shut Down Your Growth Engine

Now, more than ever, we need to keep our growth engines running. Sales must maintain activity levels. Marketing must keep the digital lights on. This is not the time to slow down or stop.

This past week I’ve talked with many leaders that are facing hard choices. I’ve seen some companies make the first cuts in sales and marketing. I understand there are hard choices to be made in this season. There may be some fat you can trim that should have been done months ago. But overall, I want to challenge businesses leaders: keep your growth engines running.

Fortunately, it seems like the Small Business Administration is committed to keeping the American economic engine running. Low interest loans with favorable terms are available for leaders that have the guts to keep moving forward.

We have to keep the growth engines running.

This crisis will pass. When it does, companies that kept their growth engines running will be ready to help. Companies that shut down their engines will scramble to get going again. Many of them will not have the resources to get restarted.

Your Revenue Growth Engine is the sum total of your sales and marketing efforts. Together, these activities drive the lifeblood of your business: revenue.

Three Reasons To Keep Your Growth Engine Running

1. You Don’t Know When The Rebound Will Happen

Have you ever tried to time the stock market? That never works well for anyone. And even if you could time the market and get back in at the bottom, sales doesn’t work like that. In order to be there at the bottom, you have to be there. If you don’t have a sales team, you won’t be there and you’ll miss out on the rebound.

2. It’s Easier To Sustain Momentum Than Start Again From Zero

Your growth engine is more like a freight train than a race car. You can’t just go from a dead stop to 80 miles per hour. Revenue comes from relationships. Relationships are built and sustained over time. If you sideline your sales team, you can’t sustain relationships. If you turn off your digital marketing, you erode trust. Right now, we need to maintain momentum.

You might think you can restart when everyone comes out of their bunkers. The problem is that your revenue engine is like a freight train. It might take more resources to restart from a dead stop than it will to keep the train in motion. If you are able to restart from a dead stop, you might not be able to get in motion as fast as your competitors who kept their engines running.

3. It’s Our Patriotic Duty

Our government leadership have said that they prefer to help businesses keep people employed rather than pay out unemployment. It appears they are willing to help us weather this storm so we can come out strong. Why are they willing to help? If every businesses shutters their sales team and closed their digital doors, our economy will be in even worse shape, causing even more misery. We need to keep the engine running.

The Mindset of a Farmer

In sales, we talk about hunters and farmers. Hunting is fun because you see immediate results. If you have an opportunity to help someone right now, bag the deal.

Guess what? For the most part, we are farmers in this season.

What do farmers do? They cultivate the soil, plant seeds, and maintain their equipment.

Plant Seeds

Right now we are planting seeds. No farmer would expect a harvest immediately. This comes in time. Any farmer that doesn’t plan seeds right now is living in fantasy land if they think they can harvest a crop in six months. Sales and marketing plant seeds by being present, communicating consistently, and sharing helpful ideas.

Cultivate The Ground

Farmers till the soil. It’s hard, unrewarding work. However, for seeds to grow and bear fruit, this work needs to be done. Sales cultivates relationships by staying in touch with prospects and clients, empathizing, and offering to help. Marketing cultivates the ground by sharing helpful ideas that build trust.

Maintain Your Equipment

Farmers use the winter to maintain their equipment. Tractors are serviced and cleaned. Implements are prepared for the rigors of the next season. Sales needs to take this time to sharpen their sales skills. Marketing needs to take this time to maintain the online presence. Harvest will come and the companies that take this season to maintain their equipment will be ready.

What Should We Do?

Here are some ideas to keep your growth engine running.

Sales: Maintain Activity Levels

Sales must remain active. While things were going well, you may have managed yourself or your sales team based on hunting metrics: sales results. During this season of planting and cultivating, you may need to grow manage and reward your team based on top-of-funnel activity. You might adjust your comp plan temporarily to reward reps based on calls, social touches, sequences launched, and periodic business reviews.

Train your reps. Invest in your team during the off season so they can hit field ready to win.

Marketing: Keep The Digital Lights On

Marketing must keep communicating. When you stop communicating, you cease to engage in the digital world. Right now while we are working from home, we are undeniably in a digital world. For years, marketing experts have been urging us to build and maintain a vibrant online presence because our buyers are digitally-enabled and socially-empowered. How true is this now?

Does you message need to change in the short term? Yes. (Some ideas here: Outcomes Clients Want During a Crisis: How To Shift Your Sales and Marketing Message In the Short Term.) But you must keep communicating and stay digitally engaged.

This season for marketing to plant, cultivate, and maintain the equipment. Keep communicating by sharing ideas on your blog and social media. Take this down time to improve the website and refresh you sales collateral. Have you put off investment in marketing automation and sales enablement? Now is a good time to get this infrastructure in place.

Keep Your Growth Engine Running

Some companies will stop their engines right now. Sales people will be laid off. Marketing will come to a grinding halt. This will be done in the attempt to survive and preserve salaries for core employees. Here’s the challenge with this mindset: if you don’t have a growth engine you won’t have a company.

I implore you: find a way to keep your growth engine running. I realize hard choices need to be made in this season. However, the companies that shut down their growth engine will have a really hard time in the aftermath.

Companies that dig in, plant seeds, cultivate the ground, and maintain their equipment will be there to reap the harvest.

Article originally published by Darrell Amy on LinkedIn Pulse.

Want to learn how to conduct more effective meetings? Get the Cheat Sheet

What I’ve Learned About Working From Home a Home Office

What I’ve Learned About Working From Home a Home Office

Last week I was reminiscing about my first home-office job with my former boss, Cary Butler. Back in 1997 when I accepted a position as a district manager for Toshiba, the first step was to set up a home office. I remember when the UPS driver rang my doorbell to deliver a fax machine. That same day, the local phone company dropped in to add three more phone lines to my house—one line to share between my fax and computer modem and the second line for my desk phone.

That began my journey of working at home, along with various hotels and airports!

Over the years, my friends have asked me if I like working at home. As an introvert (INTJ, Enneagram 5) my answer is always a hearty, “Yes!” I get so much more done without the noise and distraction of an office. I think my introvert friends will agree that working from home is a gift.

My friends who are more extraverted usually feel differently. “I could never work at home,” is a common response.

Well, guess what? It appears that most of us will be working from home for the near future. My guess is that after the pandemonium about the pandemic ends, many companies will realize how much money they could save with a remote workforce. The drawbacks of virtual workers will fade into the background and more of us will find ourselves working at home.

Today, I work with a team at Convergo spread across six time zones. All of us work from home offices. Most of this was by necessity as the type of talent we needed didn’t exist in one zip code. So, we built our team based on the best talent, not location. As a result, we spend most of our days using collaboration tools like #Slack and communication tools like Zoom. 

What have I learned? Here are a few things:

1. Make It Feel Like Work

For me, it was important to set up a place in my home that felt like work. This meant dedicating a room to work. However, this room needs to be more than a spare bedroom. I removed the bed and chest of drawers. Then I went down to the office supply store and bought a real desk. Ten years ago, I purchased a full office suite. Today, my office has a huge wrap around desk, conference table, and filing cabinets. While it is a room in my house, it functions as an office.

2. Get Dressed

Home office workers often brag about the ability to work in their PJ’s or gym clothes. While this is sometimes OK, as a habit I make a point to shower, shave, and put on the same type of clothes I’d wear to the office. The ritual of getting dressed tells your mind, “It’s time to go to work.” These days with video conferencing, we must look our best. Just because you’re not physically in someone’s office doesn’t mean you don’t need to dress appropriately.

3. Schedule Your Day

I love productivity hacks. Years ago as a new sales professional I learned the power of blocking time on my calendar for important things like prospecting. 27 years later, I still use time blocking. This is critical for home office workers. My family also knows my schedule. I’m in my office during working hours. It’s great to step out for a break and see my wife, kids, or grandkids. However, they know that when I’m working, I’m to be left alone unless it’s an emergency.

4. Take Breaks

In the office, a common ritual is to grab a cup of coffee or go to lunch. When you work at home, it’s easy to just plow through. The reality is that the human mind works best in bursts of effort followed by a time of recovery. Some of my most productive days are ones where I schedule lunch with someone. Alternatively, as we all try to stay home, you could go for a walk around your neighborhood or spend some time working outside. These breaks are critical.

5. Shut It Down

When I’m done working at the end of the day, I clean up my desk, turn off the lights, and shut the door to my office. Unless I’m working, I don’t go into this room. My home is a place for relaxation, family, and friends. It’s important to me to keep a bit of a firewall between my office and my family. In my previous house, my office was upstairs. My new home has the offices at one end of the house, separate from the rest of the family activity. I realize this isn’t possible for everyone, however, as much as possible, set your office up so you can leave it at the end of the day.

Working from home can be a challenge. However, by taking the steps above, I’ve created an environment that helps maximize my productivity while not interfering with my family.

Want to learn how to conduct more effective meetings? Get the Cheat Sheet

Five Critical Sales and Marketing Processes For Driving Revenue Growth

Five Critical Sales and Marketing Processes For Driving Revenue Growth

Ask any management consultant and they will tell you that processes are the key to an efficient business. We find processes in departments throughout a business like finance, H.R., service, production, and fulfillment.

Why is it that when it comes to revenue growth, sales and marketing teams typically have few, if any, documented processes?

In the Entrepreneurial Operating SystemGino Wickman asserts that process is a core part of an organization’s success:

“This is the secret ingredient in your organization. This means systemizing your business by identifying and documenting the core processes that define the way to run your business. You’ll need to get everyone on the same page with what the essential procedural steps are, and then get everyone to follow them to create consistency and scalability in your organization.”

While most departments have well thought out processes in place, sales and marketing teams are often left to wing it. “Go sell something.” “Manage our social media.”

The challenge is that when you have unpredictable processes, you get unpredictable results.

Because of this, many companies experience either inconsistent or flat revenue growth. This is a shame since revenue is the lifeblood of any business.

What are your processes when it comes to revenue growth? The Revenue Growth Engine™ itemizes the core sets of sales and marketing processes you need to drive net-new revenue and cross-sell current clients. Let’s consider these four process areas.

Revenue Growth Engine

The Revenue Growth Engine™ Model

Net-New Business Processes

To drive net-new business you need defined processes for the two types of buyers: those who are actively looking and those who are not.

Process 1: Inbound Marketing

These processes ensure your company gets found by buyers looking online. It defines processes for converting visitors to leads, mining data for leads, qualifying those leads, and handing them off to sales.

Process 2: Outbound Selling

For every buyer that is actively looking for what you sell there are many more who are not actively looking but could benefit from your value proposition. Documented sales processes define who is the ideal client, how data will be managed, how reps prospect, and how they influence the buying team throughout the sales cycle.

Cross-Selling Processes

What additional products, services, or solutions could you provide to your current clients? Most companies could quickly double their revenue if they got this right. Without defined processes in place, most companies experience anemic growth in cross-sell revenue. Both sales and marketing have a role to play here.

Process 3: Client Management

What happens after the prospect says yes to your offer? This is where most businesses drop the ball. Processes should be defined for onboarding a new client, conducting periodic business reviews, and renewing contracts. Without process, balls get dropped and cross-selling does not happen.

Process 4: Client Communication

Survey most clients and you’ll hear, “You never write, you never call, until it’s time for me to renew my contract.” Client communication processes ensure your clients feel valued. Documented processes need to exist for segmenting clients, managing data, communicating consistently with relevant messages, and delivering client loyalty programs.

Process 5: Update Your Message

In addition to sales and marketing processes to drive net-new and cross-sell, you also need processes in place to continually update your message. Your message is the fuel for your Revenue Growth Engine™. Make sure to have documented processes to refresh your website, sales collateral, advertising, and social presence.

How Are Your Sales and Marketing Processes? Do you have any? Are they documented?

Are you unhappy with your flat or inconsistent revenue growth? Maybe you should look at your sales and marketing processes!

If you’d like to take a deeper dive, consider inviting the team at Convergo to conduct a Revenue Growth Workshop with your team. Our team will help you diagnose your current Revenue Growth Engine™ and develop a plan to create and document processes to help ensure consistent results.

Originally published on Revenue Growth Engine.

Want to learn how to conduct more effective meetings? Get the Cheat Sheet

Why Great Companies Need To Grow Revenue

Why Great Companies Need To Grow Revenue

Yesterday morning at Dallas Love Field, I crossed paths with a guy I know who leads a sales team for a $10 million company. Over breakfast at Cantina Laredo (love this place!) I shared my concept behind the Revenue Growth Engine.

We talked about his team and their revenue growth. “Darrell, we’re OK at net-new, but cross-selling… we get too busy and good intentions rarely happen.”

I hear this over and over again from businesses. They are good at net-new business but struggle to cross-sell.

Probing further, I asked, “Why do you think that is?”

“We just get caught up in the day-to-day fires taking care of our customers.”

There it is. In the attempt to provide great customer service, cross-selling goes to the bottom of the list and rarely gets done.

As a result, this company is only growing in the low single digits.

Here’s the problem with this. I happen to know of the owner of this company. He’s a great person. He cares deeply for his employees, creating a good work environment. He also is a giver, generously supporting his church and other local non-profits.

I also know of my friends who work for large, faceless companies. These companies RIF employees at will, discarding them like yesterday’s trash when they need to pad the earnings. The only time they give back is for positive PR.

Good companies need to grow—they must grow. As they do, they create great jobs in good work environments. They provide for the churches and non-profits that make our world better.

So, why was my friend’s company not growing? What stood in the way of their best intentions to cross-sell? Two things: Strategy and Execution.

STRATEGY

Growing revenue doesn’t magically happen. Growth requires a strategy. This strategy needs to have two components: net-new business and cross-selling current clients. The strategy should align marketing and sales. Revenue Growth Engine provides the roadmap for this strategy.

EXECUTION

To grow, you must execute consistently. In the case of this company, poor operational execution ended up hurting their sales efforts, hence the flat growth. To fix this, I recommended the Entrepreneurial Operating System as outlined in the book Traction by Gino Wickman. Applying these principles supports consistent execution company-wide, freeing up bandwidth to be proactive at net-new AND cross-selling. These operational principles can also be applied to drive marketing and sales excellence as you deploy your Revenue Growth Engine. Plus, these operational principles will help the company handle the (good) issues that come with growth!

WHAT ABOUT YOU?

How is your company doing? Is your revenue growth in the single digits or low teens? If so, what’s holding you back? Do you have a revenue growth strategy? Are you good at execution?

When great companies fix these two issues, they grow. This creates new jobs and more opportunities for existing employees. It generates cash flow that can fuel local non-profits.

Are you ready to grow? Let’s get to work building and fine-tuning your Revenue Growth Engine!

Want to learn how to conduct more effective meetings? Get the Cheat Sheet

Why We Like Working With EOS/Traction Companies

Why We Like Working With EOS/Traction Companies

Over the past few months, I’ve had the privilege of leading many management teams through Revenue Growth Workshops to make a plan to drive organic revenue growth. My favorite companies to work with are ones that use Gino Wickman’s EOS (Entrepreneur’s Operating System) Traction methodology to run their business.

Several years ago at Convergo we realized that we needed a way to align our growing team. With more people on board, things were falling through the cracks. Team members, clients, and vendors were starting to get frustrated.

I don’t remember how I found the book, Traction. What I do remember is seeing an endorsement from Rob Dube, President of Image One, at the beginning of the book. This got my attention! We devoured the book and grabbed on to EOS and it began transforming our company.

Since then, we’ve met many office technology dealers and managed IT companies that use Traction to improve their business. Our friends at Great America Financial Services even coach dealers in how to implement Traction.

When it comes to building and executing a Revenue Growth Strategy, Traction companies are a great fit for five reasons:

1. They Have Written Goals

The EOS process challenges companies to write goals on a 10-year, 3-year, 1-year, and 90-day horizons. Traction companies know where they want to go. This is recorded on their VTO (Vision Traction Organizer). When it comes time to make a revenue growth plan, the 3-year revenue goals are documented and agreed upon. This stands in contrast to other dealers whose goals are less specific: “We’d like to get to 15 million.” Goals are dreams with a deadline. Traction companies have real growth goals.

2. They Have Defined Values

When working closely alongside a client’s marketing and sales teams, it’s important that there is value alignment. When we work with Traction companies, we know what their values are. We are also transparent about our values. If there isn’t value alignment, we know upfront and can recommend the company find marketing and sales enablement partners that fit their culture. If there is alignment, we can walk in with confidence, knowing our teams will work well together. 

3. They Understand Incremental Improvement

Rome wasn’t built in a day. Neither is a great Revenue Growth Strategy. When it comes time to implement a plan, Traction recommends companies chunk their improvement activities into 90-day rocks. This means that every 90 days the company will focus on getting a few things done rather than trying to do everything at once. Once one rock is in place, you go on to the next one. We deliver marketing and sales enablement services in 90-day sprints. 

4. They Appreciate Change Management and Coaching

Traction companies seem to appreciate the reality that you don’t just tell your team about a change and expect them to adopt it. Change needs to be managed. New ways of doing things need a change management plan. They need to be rolled out strategically. And, they need ongoing coaching. For example, when we roll out a Target Account Coverage Plan, it takes more than building some prospecting sequences and doing some Fanatical Prospecting training. There needs to be ongoing coaching of the reps and the management team to make sure the new process sticks. When there is no change management plan or ongoing coaching, the investment is wasted, and even worse, the opportunities are missed.

5. They Value Scorecards

Traction taught us to measure leading indicators. Our key metric with our Revenue Growth Strategy clients is a little different than most marketing companies or sales training partners. We track our client’s revenue growth: number of customers and revenue per customer.  Then, we scorecard four key leading indicators related to net-new and cross-selling. (We can explain more when we talk.) The thing we like about working with Traction companies is that they are used to scorecards.

There are many more benefits to working with Traction companies. Their management teams communicate regularly and are on the same page. They are used to honest conversation. They have a cascading message strategy to communicate the vision with their team. Most of all, when a company uses Traction, we know that they are committed to working together to drive profitable growth.

If you use Traction, we’d love to talk with you about how you can build a plan to drive revenue growth. Click here to set up a confidential conversation.

If you don’t use Traction, we encourage you to check it out. It’s an incredibly valuable tool that can help you build a great company.

For more growth ideas, check out this article: Consistent Execution: The Secret To Revenue Growth