You have a vision of what you want your organization to be but you do not know how to make it happen. The problem may be lack of capital, or you are consumed with the “every day”, or your team is not stepping up. The challenge is to find your organization’s constraint to growth and then to relieve that constraint.
Sometimes the solution is right in front of you but you need a fresh perspective from an experienced hand to see it, just as did Professor Nash in this scene from A Beautiful Mind:
An organization is a system of systems: the system of doing what it does (DO), the system of creating demand for what it does (SELL), and the system to get big (GROW). Odds are that one of these three systems holds your organization back from achieving its potential to perform and grow. Which system constrains your organization?
IntelliVen can help. We work best with organizations who sell products or services into the enterprise and government markets. You should be bigger than a startup and a small fraction of the size you will be when you get to the goal you are after.
If you’ve been in charge for a while and it feels like performance and growth are not where you want them to be, you probably know that you are likely headed in the wrong direction.
Every leader, team, and organization eventually hits an inflection point. There IS a solution.
The first step is to take stock of how things are going, why things need to change, and how they would be if things were going well.
A management offsite is an excellent way to engage the top team along these lines. However, to prepare for and facilitate a high-powered executive offsite takes careful planning, data collection, analysis, and design effort.
Most leaders find it difficult to adequately prepare—assuming they even know how—for their offsite. Further, it is nearly impossible for a leader to facilitate and participate in, let alone also lead, their own offsite. A better strategy is to hire experts who use proven approaches, tools, and methods to prepare and facilitate.
A credible organization consistently performs and grows according to a plan. Such an organization will invariably be a system of three systems:
A system of delivery
A system of sales
A system of growth.
It is not uncommon for an early stage organization to be good at delivery and good at growth but stuck at square-one when it comes to its system of selling. Leaders of such organizations often find themselves consumed with delivery and with never enough time to develop and drive a system that generates new sales opportunities.
Interest and competence in sales starts at the very top of an organization. It is in everyone’s best interest for a top executive to own the challenge to determine how to systematically create demand for what the organization offers. Once a leader figures out how to sell, the method can be routinized and taught to others to execute, manage, and scale.Continue reading Sales — whose problem is it anyway?→