The best federal sales executives find that just three things lead to more wins than losses:
Excellent client relationship.
A number one or two ranked technical proposal.
A price within 2-3% of the lowest bidder.
A well thought out, implementable selling system should assure these three tenants are in place. That is what it takes to achieve consistent, scalable, organic growth in the government marketplace.
Selling to government is easy… most companies make it hard.
Form a Federal Sales Steering Committee, chaired by the organization leader and staffed with executives who lead relevant corporate functional areas (such as sales, delivery, product development, contracts, human resources, and finance) to conduct an internal assessment process. The Assessment Phase should take about 30-days to complete.
Retain the support of an outside, experienced, highly successful federal sales executive to guide the committee through the assessment and implementation of recommendations. Continue reading Federal Sales→
Every organization has, or needs, a leader. And it is true that the power of one committed, clear person can make all the difference in the world. But no one individual, even the greatest leader, does anything of much significance alone.
The best leaders know that it is not all about them. It is about their team. Consequently, one of a CEO’s most important jobs (see highlighted text at left) is to ensure that every team member knows what the leader and team expects from her/him to achieve planned results.
How to Empower Executive Teams
A good way for executives to know what team members need from them is to ask each to share views on their own, and on each others’, individual strengths, contributions, growth, and opportunities for development. Continue reading CEO Role→
At an as yet unspecified time in the near future, the revered leader of a high-functioning team must exit, due to age, health, opportunity, or some other compelling reason.
The way the team sees it, the exiting leader must bring in a new leader or anoint someone from within, though no team member is clearly the one to take the reins in the eyes of the others. The team is anxious and wants to know what steps will be taken when to secure a new leader. Continue reading Leader Exit→
CEOs often fall into the trap of orchestrating meetings with their Board of Directors to:
Show how great they are and how well things are going (whether they really are or not!).
Avoid leaving the meeting with more to do than when it started.
A great deal more value can be derived from working with a board but it takes concerted effort to build, cultivate, prepare for, and work with individual board members and the board as a whole for that potential to be realized. Efforts to build a high-performing board are well-spent.
Boards are not all the same
There are three distinctly different kinds of boards. Leaders often mix-up the three kinds which leads to confusion and poor performance. It is critical for a leader to be clear about what kind of board s/he is working with and to manage it accordingly. Continue reading Board Power!→