It’s your Company, so…

By Mike Philie
In July 19, 2016

Why do you tolerate nonperformers, naysayers, drama stars, and generally those that aren’t up to the task and don’t play nice in the sandbox. There’s no place for them in your business.

These are some of the issues that CEO’s who participate in The CEO Roundtable program want to address and become more proficient at. This is not a peer group, rather it’s a thought provoking environment where CEO’s step outside of their office for a day, working on the business instead of in the business and focus on issues like these:

  • Making money from your existing business while you’re building a new model for the future
  • Building new kinds of sales while fighting to keep your existing customers
  • Seeing what top-performing companies are doing to position themselves for success
  • Rethinking your role as CEO – to spend more time on things that make the biggest difference in your company’s success
  • Identifying tasks you can delegate or eliminate – to give you time for more effective leadership
  • Being more competitive and more profitable at the same time

Our most recent CEO Roundtable session focused on Enhancing Your Customer’s Experience. The challenge was to put yourself in the place of your clients – your best ones and the others too – and really understand what it’s like to do business with your company. The top ten takeaways as highlighted by the group discussion were:

  1. It’s time to catch up with the rest of the world – take a close look at how you deliver your customer’s experience
  2. Use your weekly sales meeting to identify the biggest opportunities for this week and the next steps in your sales process
  3. Stop tolerating nonperforming sales reps
  4. Get alignment throughout your organization – it makes decision making much easier
  5. Don’t be afraid to fail
  6. Review your existing business – focus on market share and minimize the attrition
  7. Plan your 90-day business review, and do it every 90-days
  8. Securing new business is hard enough but made more difficult without your ideal client attributes, a sales process and a solid new-client onboarding process
  9. Think differently – about your business and your market
  10. Trying harder isn’t the answer

Coincidentally, while working with my colleague Andy Paparozzi, About Andy we noted the similarities in the CEO Roundtable curriculum and discussion points and the issues noted from a recent survey of CEO’s that participate in our Leading Indicators Program Leading Indicators FAQ. In this survey, Andy asked them to rank their internal barriers to profitable growth. The top five responses were:

  1. Sales reps who lack the necessary skills, motivation
  2. Marketing: We aren’t doing enough to distinguish ourselves and our brand
  3. Identifying new opportunities
  4. Adjusting our staffing to peaks and valleys in business
  5. Sales management

If you’re in the process of transforming your company, The CEO Roundtable and The Leading Indicators program are opportunities to do some transforming for both yourself and your company – helping you build a successful future by being the CEO your company needs.

What skills do you need to lead your business to success? What habits do you need to form? How will you interact with your team and your customers in new ways?

Explore The CEO Roundtable format and content. We’ve designed it to give you productive time away from the endless demands of your business and vital insights for moving your company forward. Learn about our facilitators, Bob Rosen and Mike Philie, and their long experience in advising hundreds of industry-leading businesses. Get information on dates and registration to be part of this important program.

Thoughts and comments are welcome at mphilie@idealliance.org.

Mike Philie

Mike works with printing companies that are not satisfied with their sales and business development performance, and are looking to get objective advice and strategic direction on how to improve the results of their business. His engagements can range from providing input on the overall sales strategy to building business development pipelines while training the processes of “selling” in today’s marketplace. Mike quickly establishes himself as a trusted resource and advisor to the owners and senior staff of his client companies through his personal involvement, and very quietly and effectively becomes an extension of their staff.

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