How to Make the Move to a Virtual Sales Force

This is a Guest blog post from Chris Tully

Tips for Hiring a Virtual Sales Team | Lucidchart Blog

 

As we start our sixth month of quarantine across America, it is time to come to grips with the fact that some version of “virtual selling” is here to stay. What this means for leadership is that just adapting in-person techniques to digital/virtual sales will no longer get the job done.
Instead, teach your team how to make the move to a virtual sales force.

Leaders are preparing for a greater virtual sales presence than anticipated earlier in the pandemic. A recently released Gartner study reports that in June, “a remarkable 23% of CSOs reported plans to permanently shift field sales to virtual sales roles” with another 36% unsure whether or not to do the same.

The study provides a framework for leadership to enable virtual selling. Here are key skills and tools to help your team effectively sell from remote settings.

Provide Virtual Sales Force Tools

High-speed Internet – This is mandatory for smooth virtual communications and presentations. You should consider funding team members’ Internet access upgrades since they are working from home by necessity. Salespeople represent your company – do you want potential clients to equate poor quality audio/video with the quality of your products or services? Spend the money, and upgrade those plans to gigabit internet, where possible.

High-end wired or wireless headsets
 – Salespeople are keen observers of body language. Without the advantage of being in the room with clients, it’s even more important for them to be able to hear the nuances of everything that’s said.

A reliable meeting platform
 – Zoom, MSFT Teams, Mitel MiCollab, GoToMeeting, Cisco Enable, Google Meet, and more: these are what companies are using and they all have their advantages and disadvantages. Standardize the best solution for your company based on your existing technology stack. Be prepared to train your sales people on several platforms – they’ll need to be nimble enough to navigate clients’ preferred platforms, too.

Get your CFO onboard that these are all essential purchases right now and for the foreseeable future.

Tightly Integrate Sales and Marketing

The COVID-19 pandemic has accelerated digital B2B buying and selling. A McKinsey & Company survey report and infographic highlight the shift from in-person to digital, and what B2B sellers need to do to adapt.

Integrate sales and marketing processes
 – You need a demand generation strategy across platforms. The strategy should have well thought out social media, email, and outbound telesales support, and well-defined sales processes once a lead arrives. Make sure all your sales channels are incentivized to collaborate.

Optimize your e-commerce channel
 – For buyers’ ease and convenience, re-design to address top buyer frustrations with company websites. These are difficulty finding products, a long ordering process, hard-to-find contact information, and technical glitches.

Utilize online sales-enablement functions that intersect with buyers
 – AI-based conversational analytics help manage the full sales pipeline. Solutions such as sales chat bots, which reach back into your product database and answer questions, are becoming quite popular. These tools exist to improve customer experience and aid client problem-solving. They also improve the leads you capture from site visitors and help build your knowledge about their buying preferences.

Provide a robust CRM solution – 
Make sure both sales and marketing can access the same data. Customer relationship management (CRM) software should give your teams access to a full sales and marketing mix such as contacts, accounts, opportunity management, and campaigns, so both teams can work seamlessly toward increasing your revenue.

Provide Virtual Sales Force Training and Readiness

Sales people have limited attention spans (just like clients). So here are some hints for re-thinking sales training.

Deliver virtual training in tight 60-minute sessions
 – Break each session down into two parts: 50% presentation and 50% interaction (case studies, conversation, and questions). Limit training content to only the most valuable information, with a focus on understanding the client’s perspective.

Record and digitally archive sessions
 so they’re accessible to the team – This will be valuable for those who miss a session, need a refresher, and for future team members.

Role-play behaviors
 – How you talk with clients and how they respond is different virtually than in person. Role play across all stages of a sale, from first introduction to close. Have team members take turns being the sales person and the client; their calls will be more effective as a result.

Practice using presentation tools
 – Because everyone will be training from different remote locations, practice using multiple presentational tools and platforms with each other. This also helps people find the tools that are the most comfortable for them, which will support their ease and confidence in front of clients.

Changing to a virtual sales force also changes the way you think about and manage your sales team. Be prepared to reallocate your investments, and rethink sales strategies and performance metrics.

 

 

 

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com

“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.
I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.
Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

Leadership Transformation in 2020 – Change is inevitable. Transformation is by conscious choice.

This is a Guest blog post by Bei Ma, Founder and CEO of The Pinea Group

Leadership Transformation in 2020

Change is inevitable. Transformation is by conscious choice.

 

lighted brown lighthouse beside body of water

Photo by Evgeni Tcherkasski on Unsplash

 

As Bill Gates recommended 5 summer books in his recent Gates Notes on May 18, 2020, he wrote: “The Ride of a Lifetime, by Bob Iger. This is one of the best business books I’ve read in several years. Iger does a terrific job explaining what it’s really like to be the CEO of a large company. Whether you’re looking for business insights or just an entertaining read, I think anyone would enjoy his stories about overseeing Disney during one of the most transformative times in its history.”1

Yes, indeed. Robert Iger, in his 2019 book “The Ride of a Lifetime”, shares in great detail on how the ten principles that strike him as necessary to true leadership have transformed Disney. And the ten principles are: Optimism, Courage, Focus, Decisiveness, Curiosity, Fairness, Thoughtfulness, Authenticity, Relentless Pursuit of Perfection, and Integrity.

While each of these ten principles speaks the truth of leadership, we need more, we need more for an unprecedented year we are in at this very moment. The year of 2020 perhaps manifests every aspect you can imagine that life does not always go the way you expect it will.

We are still in the middle of the global pandemic. Period. The director of National  Institute of Allergy and Infectious Diseases and the nation’s top infectious disease expert, Dr. Fauci spoke at BIO Digital virtual healthcare conference on June 10 that the coronavirus pandemic has turned out to be his “worst nightmare” and warned that it’s not over yet.2

Millions of people still have no jobs or steady income despite an optimistic labor report of May by the Department of Labor. According to Business Insider, US jobless claims totaled 44 million, meaning more than one in four American workers have lost a job during the pandemic.3

Social reform is well likely underway with the “Black Lives Matter” movement amid nationwide protests. New York Governor, Andrew Cuomo says he intends to sign the package of bills passed by New York legislators for comprehensive police reform.4

In the business context, CEOs have been facing an ultimate leadership test. While business executives shall absolutely continue to incorporate and implement in their daily business life the ten principles of true leadership by Robert Iger: Optimism, Courage, Focus, Decisiveness, Curiosity, Fairness, Thoughtfulness, Authenticity, Relentless Pursuit of Perfection, and Integrity, leadership transformation is imperative. CEOs must make conscious choices for leadership transformation facing one crisis after another in the year of 2020 and onward.

In this article, we explore two actions, accompanying mindset and qualities that can help executives navigate such perfect storms and future crises and consciously make leadership transformation.

Leading with Compassion

Numerous studies show that in a business-as-usual environment, compassionate leaders perform better and foster more loyalty and engagement by their teams.5 However, compassion becomes especially critical during a crisis.6

Four months into the pandemic, the nation is seeing a historic wave of widespread psychological trauma driven by fear, isolation, uncertainty, anger, and distress. Nearly half of Americans report the coronavirus crisis is harming their mental health, according to a Kaiser Family Foundation poll.7

To an organization, collective fears and existential threats triggered by the crises call for a compassionate, empathetic, caring and highly visible leadership. If executives demonstrate that everything is under control with business-as-usual meetings and overconfident emails with an  upbeat tone, afraid of showing the genuine vulnerability, empathy to connect and compassion to support their people, reduce their stress and burden, absurdly, this might backfire and will certainly not create the confidence, innovation and creativity from people to enable them navigate through the crises and recover the business.

       “I’ve learned that people will forget what you said, people will forget what you did, but people

       will never forget how you made them feel.”

       – Maya Angelou –

People feel it and will never forget when leaders act with genuine compassion, especially during the crises.

 

     Leading with Rooted Power

In routine emergencies, experience is perhaps the most valuable quality that leaders bring. But in novel, landscape-scale crises, character is of the utmost importance.8 Deliberate calm is the ability to detach from a fraught situation and think clearly about how one will navigate it.9

Crisis-resistant leaders, as the captains of their ships during a perfect storm, will be able to unify the teams with deliberate calm, clarity, and stableness, making a positive difference in people’s lives. The calmness comes from well-grounded individuals who possess rooted power of humility, hope, and tenacity.

Crisis-resistant leaders return to their roots, core values, beliefs, and principles during a perfect storm. They pose questions to themselves and teams about what the organization stands for, what the purpose is, and what should continue to do or stop doing, what need to be created as new practices or ways of working, new norms that are emerging.10

The rooted power of crisis-resistant leaders is originated from physical health providing energy and stamina; mental health providing optimistic and positive view; intellectual health providing acute decisiveness and clarity; and social health providing the trust and transparency.

Only grounded leaders with such rooted power can beat landscape-scale crises.

………………………………..

The crises and overwhelming consequences ask for leadership transformation. Besides the ten principles to true leadership1, business leaders who make conscious transformation: leading with compassion and leading with rooted power, can support their organizations and communities, navigating through the perfect storms.

 

Reference

  1. https://www.gatesnotes.com/About-Bill-Gates/Summer-Books-2020
  2. https://www.today.com/health/dr-anthony-fauci-says-coronavirus-his-worst-nightmare-isn-t-t183838
  3. https://www.businessinsider.com/us-weekly-jobless-claims-coronavirus-layoffs-unemployment-filings-economy-recession-2020-6
  4. https://www.cnn.com/2020/06/10/us/new-york-passes-police-reform-bills/index.html
  5. Jane E. Dutton, Ashley E. Hardin, and Kristina M. Workman, “Compassion at work,” Annual Review Organizational Psychology and Organizational Behavior, Volume 1, Number 1, 2014, pp. 277–304; Jacoba M. Lilius, et al, “Understanding compassion capability,” Human Relations, Volume 64, Number 7, 2011, pp. 873–99; Paquita C. De Zulueta, “Developing Compassionate Leadership in Health Care: An Integrative Review,” Journal of Healthcare Leadership, Volume 8, 2016, pp. 1–10.
  6. Jane E. Dutton, et al, “Leading in times of trauma,” Harvard Business Review, Volume 80, Number 1, 2002, pp. 54–61; Edward H. Powley and Sandy Kristin Piderit, “Tending wounds: Elements of the organizational healing process,” Journal of Applied Behavioral Science, Volume 44, Number 1, 2008, pp. 134–49.
  7. https://www.washingtonpost.com/health/2020/05/04/mental-health-coronavirus/
  8. Gemma D’Auria and Aaron De Smet, McKinsey & Company, Organizational Practice, “Leadership in a crisis: Responding to the coronavirus outbreak and future challenges”, 2020.
  9. Helio Fred Garcia, “Effective leadership response to crisis,” Strategy & Leadership, 2006, Volume 34, Number 1, pp. 4–10.
  10. Adapted from Ronald Heifetz, Alexander Grashow, and Marty Linsky, “Leadership in a (permanent) crisis,” Harvard Business Review, July–August 2009, hbr.com

 

About the Author

Event Registration (EVENT: 796935 - SESSION: 1)

 

Bei Ma is the founder and CEO of the Pinea Group (Pinea). Pinea serves as a trusted partner specialized in cross-border fund raising, market access, clinical studies, regulatory pathway, licensing, and distribution to help medical devices, diagnostics, pharmaceutical and biopharmaceutical organizations to achieve the best patient outcomes and commercial success.  Previously, Bei Ma served as Vice President of Global Healthcare Business Development at British Standards Institution (BSI) Group. Bei can be reached at 410.271.7267 and beimalong7@gmail.com; her LinkedIn profile is https://www.linkedin.com/in/beima/

How to Build a Company Culture That’s Sustainable in Any Market

This is a Guest blog post from Ines LeBow.

10 Quotes on Organizational Change To Inspire Teams | Change ...

 

Herodotus, the ancient Greek intellectual who became known as “The Father of History” coined the phrase “Culture is King”. Companies rise and fall based on their culture, and challenging situations like we’ve faced here in 2020 test company culture to determine if it’s real or just a façade. In a recent article, I gave advice on how to “Pandemic-Proof Your Funding Pitch Deck”, but as an entrepreneur, are you really able to pandemic-proof your company culture? The answer is a resounding “yes”! In fact, you can create a culture that thrives in any market situation, including Covid and beyond.

 

Leadership-Driven Culture

 

How you, the entrepreneur, and the executive team lead at the outset of your business and through “normal” times sets the tone for your culture that will carry you through times that are trying. As Frances Hesselbein so succinctly put it, “Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”

 

For the leadership team that truly prioritizes the culture of their organization, there are a few core values that will be emphasized down the management ranks to the front-line employees and a call to have the actions of all personnel align with these values. The top core values include:

 

  • Two-Way Communication – Consistent and ongoing opportunities for the executive team to interact with staff (both speaking and listening) and for all team members to interact with customers (again, both speaking and listening)
  • Engagement – Fostering a sense of ownership and a common purpose throughout the organization to energize all employees and get them working toward a uniting vision
  • Wellness and Balance – Setting policies that value employees’ work-life balance, mental and physical health, and general wellness
  • Programs and Tools – Enacting programs and implementing tools that allow employees to thrive in personal and professional development, workplace collaboration, idea innovation, mobile and remote work setups, knowledge sharing, and more

 

 

The combination of forced and voluntary business shutdowns that occurred nearly overnight as a result of the Coronavirus response quickly led to 88% of companies that either required or encouraged their employees to work from home, according to a Gartner survey. Some companies were ill-prepared for this rapid shift. Many of the companies with the technical capabilities for hosting a truly remote workforce, however, lacked the type of culture that would keep employees engaged, communicating, and thriving when not in an in-person environment.

 

Having a great framework in place is essential and must include employees who come to a physical office location as well as employees who work from home, in the field, or from a remote office. As companies return to work, executives and board members are going to re-imaging how the company operates. The old approach of leasing large office spaces may alter significantly, causing companies to adopt a more aggressive mobile and remote work model. Re-thinking how these core values that contribute to the corporate culture can be dealt with is just as important to strategize over.

 

To learn more about creating an engaging culture or how to create an epic fundraising story for digital presentations to investors, contact me for a complimentary consultation by phone at 314-578-0958 or by email at ilebow@transformationsolutions.pro.

 

Ines LeBow is the CEO, Transformation Executive for ETS. She is a known catalyst for business operations, bringing 30+ years of hands-on experience. Ines has a long history of being recruited into senior executive roles to improve the execution of business operations and to drive revenue growth. You can see her LinkedIn Profile at http://www.linkedin.com/in/ineslebow, view the ETS website at http://www.transformationsolutions.pro, or email her directly at ilebow@transformationsolutions.pro.

How to Hire a Stellar Sales Team to Accelerate Your Recovery

This is a Guest blog post by sales and sales management expert Chris Tully.

 

 

How to Hire a Stellar Sales Team to Accelerate Your Recovery 

If there is a silver lining to the pandemic-related economic shut down, it is that a lot of excellent salespeople are now available and hungry to contribute to your business. The opportunity here is to rehire your best performers and then build a stronger team than before.

To hire a stellar sales team to accelerate your recovery, you need a plan. Here are some things to consider that will help you create an excellent hiring plan.

 

1. Are your business goals different than before the shut down? 

In the past few months, you’ve had time to really think about your company. You may have revised your strategic business plan and reprioritized your goals. If so, take a look at your new focus and figure out, “what sort of sales power will get me there?”

As an exercise, picture your previous sales team. Imagine how they would – or would not – achieve your new goals, and what sort of salespeople you need going forward.

 

2. Are you clear about the sales role?

What is it that you really want your ideal salesperson to do day to day, and accomplish overall? What specific skills would that person need? Most importantly, be clear about the personal attributes of the ideal person to represent your business.

3. Are you willing to invest in a professional recruiter? 

Sure, LinkedIn JobsIndeed, and other free job posts or low-cost ads will get responses. But you and your HR people will spend an inordinate amount of time sifting through a lot of junk to get to the few gems. Unless you’re adding entry-level people, don’t cheap out – invest in a professional recruiter, particularly if you’re looking for experienced sales professionals with a proven track record.

Talent recruiters screen against your hiring profile, verifycandidates’ work history, and validate their self-stated strengths and accomplishments. Recruiters also help you find employed candidates who are not looking for a job but who may be perfect for your business.

 

4. Do you have your sales incentive structure worked out?

Although it isn’t a jobseeker’s market right now, people are still going to ask how they get paid. That’s completely reasonable. As the job market strengthens, candidates who know their worth are going to hold out for appropriate compensation. In addition to your hiring plan, you’re going to need an incentive plan to attract and retain the caliber of salespeople you expect.

 

5. What third-party tool are you using to assess candidates?

Third-party assessment tools are a must with hiring decisions. Let’s face it – salespeople are often chameleons. They are trained to probe for needs, listen actively, and position their products (themselves, in this case) in the best possible light to solve your problem.

You need some objectivity to balance those impressions, especially if you don’t hire that many people each year. There has been a lot written about the cost of a bad hire, which I won’t repeat here. Get some help!

These are three salesperson assessment tools that I recommend: 

6. Do you have an effective on-boarding process?

It’s important to have a well thought-out plan to get new sales hires acclimated to their role in your company. For that, you need to a road map that new hires can follow (as well as trainers) so nobody gets lost.

 

7. Can you “hire slow”?

This last question is a trick one: the answer has to be “Yes.” You’ll want to take your time and think about the answers to all of the questions I’ve laid out, in order to hire superb salespeople. It’ll be so worth the time and effort when the right team propels you to reach – and exceed – your goals.

 

 

 

 

 

Chris Tully is Founder of SALES GROWTH ADVISORS. He can be reached at (571) 329-4343 and ctully@salesxceleration.com

“For more than 25 years, I’ve led sales organizations in public and private technology companies, with teams as large as 400 people, and significant revenue responsibility.
I founded Sales Growth Advisors to help mid-market CEOs execute proven strategies to accelerate their top line revenue. I have a great appreciation for how hard it is to start and grow a business, and it is gratifying to me to do what I am ‘best at’ to help companies grow faster and more effectively.
Let’s get acquainted. I am certain I can offer you an experienced perspective to help you with your growth strategy.”

Smart People Might Be Killing Your Strategy

This is a Guest blog post from Mark Haas, CEO of the Association for Enterprise Growth. He helps boards and executives create powerful strategies to help them make decisions with greater confidence, impact and pride.

 

Fotolia_60434083_SCorporate restructuring, M&A, competitive intelligence, strategy, new product development, and process reengineering.   One thing required for success that they all share is the need for the best and brightest. The smartest person in the room. World class minds to solve world class problems. Top grads from the best schools.

I disagree. While intellect has its place in business, being smart is no replacement for creativity, agility, innovation or insight. Yes, sometimes these capabilities are rolled into one person, but rarely.  Several decades helping clients create strategy has led to some insight into where smart is a help and where it can be deadly.

You wouldn’t want only the “smartest” surgeons, engineers, artists or teachers wholly responsible for your welfare. You’d want the right team of individuals, each bringing appropriate skills for the task. Creativity is about being able to see alternatives. Agility requires anticipation. Innovation is more about flawless execution than the up-front ideas. Insight needs, well, a lot more than intellectual horsepower.

The Risks From Being Smart

Being smart has a huge downside for humans. It derives from how we were raised, trained, rewarded and placed in corporations. As children, most of us were rewarded for being on time, orderly and respectful of adult norms. In school, being smart was equated with getting the “right” answer, quickly. Most professions promote a body of knowledge that implies adherence to widely accepted professional standards. Our advancement in most business settings is a result of knowing the right people, performing well on tasks and knowing the rules of promotion. All this seems appropriate because it is so familiar.

In strategy formation, high intellect can be a hindrance; in a team of only “the smartest of the smart,” it can be a disaster. Especially in an increasingly VUCA world, there is no single answer and the first answer is often not the best answer. For the highly intelligent person, the learned (both personally and socially) rigidity and linearity of problem solving to reach an elegant, perfect solution gets in the way of seeing the possibilities of which powerful strategies are made.

Use Smart, But Leverage It

The solution is not to ban smart people from the strategy team. Rather, recognize that the skills you need for a powerful strategy team go far beyond intellect. A high-horsepower car engine is great in theory but is useless without fuel injectors, cooling system and brakes. Fill your team with staff (this also applies to external advisors) who can turn off their brains for a bit and participate more fully in the other essential parts of the strategy process.

 

Mark Haas is CEO of the Association for Enterprise Growth. He helps boards and executives create powerful strategies to help them make decisions with greater confidence, impact and pride. He works with companies and nonprofits to develop strategies, create and validate business models, and execute with discipline. Mark is also an international trainer, facilitator and speaker in ethics, strategy and performance management. He can be reached at  mhaas@enterprisegrowth.org and (301) 442-5889.

The Success Formula: Success = BD+GM+F+C+P

5 Ways to Overcome Obstacles and Achieve Success | EHS Today

Almost 9 years ago, I published this, my first Blog post on WINNING IDEAS. As I work with students, mentees, and other business colleagues of late, I find myself reverting to various “Fundamentals” in our conversations, this one perhaps being the most important of all.  Please enjoy and let me know what you think!

What does it take to be Successful? Everyone has an opinion on this for sure.

The Success Iceberg - Uncovering What Success Really Looks Like

Success is Winning, and everyone loves Winning.

Having been a student and analyst of the subject of Success for over 40 years, I think I have boiled down the formula of what creates Success:

SUCCESS = BURNING DESIRE + GOAL MANAGEMENT + FOCUS + COURAGE + PERSISTENCE

Each of the great thinkers and each successful person has their own personal take on what it takes to achieve success, but these are the 5 essential elements.

 

7 ways to position IT for success in 2020 | CIO

Of course, I left out a couple of other important elements like Serendipity, Luck, Sacrifice, Hard Work, and others, but I believe that these “sub elements” are a part of one of these 5 essential ingredients.  For example, if you have a Burning Desire (passion), then you will make the sacrifices and work hard.  Goal Setting includes goal review, and is the roadmap to the destination.

Courage in Business – Vividcomm

Courage is an interesting one and we don’t hear it mentioned often, but to me, Courage is all about taking action, and stepping up and going outside your comfort zone to make things happen.  Without Courage, thought cannot easily be transformed into Action.

And what about luck?  Well, the more persistent you are, the luckier you get.  By never giving up and hanging in there, opportunities will inevitably come your way.

Napoleon Hill Quote: “Failure cannot cope with persistence.” (12 ...

Persistence is my favorite, and I conclude this, my first ever Blog Post with my favorite quote:

“Never give in. Never give in. Never, never, never, never–in nothing, great or small, large or petty–never give in, except to convictions of honor and good sense. Never yield to force. Never yield to the apparently overwhelming might of the enemy.”   – Winston Churchill

 

 

 

 

 

 

You don’t know how good you have it!

This is a Guest blog post from Todd Youngblood, These thoughts are more applicable today than when he first published this almost 2 years ago.

Never knew I had it so good ... - Imgflip

Is there anyone alive today who did not hear the words, “You don’t know how good you have it,” from one or both parents during childhood? I seriously doubt it. I heard it so often growing up that I swore I would never say it to my own kids. I failed. The fact of the matter is they didn’t know how good they had it. And to be honest, I didn’t either.

Is the world today awash in problems and injustice? Yes! Is the U.S. in particular, awash in problems and injustice? Yes! Are there more, bigger, more complex, thornier problems than even before in human history? Yes!

My contention is, that’s good news!

In fact, it’s downright bizarre to me that only 6% of the U.S. population thinks the world is getting better. Seriously? Think! Of course we have lots of problems today, but they are due to the unanticipated, unintended consequences of the amazingly dramatic advances in standards of living that have alleviated or eliminated the problems of the past.

Are the problems we’re dealing with now real? Yes! Are they tough, horrifying, heart-wrenching, unfair, unethical, immoral and just-plain-wrong? Yes, Yes, Yes, Yes, Yes, Yes and Yes. So what? Let’s look at a few facts about the relentless, positive progress in our world, courtesy of Our World In Data

First, world population:

  • 1800 – 0.9 Billion
  • 1900 – 1.7 Billion
  • 1960 – 3.0 Billion
  • 1980 – 4.4 Billion
  • 2015 – 7.4 Billion

That’s an increase by a factor of more than 7. Are 7 times more people alive because the overall average standard of living has been going down? I don’t think so. How about the % of world population living in extreme poverty?

That’s about as direct a measurement of improvement in living standards as you can get. From virtually all human beings living in extreme poverty to less than 10% in just 2 centuries. For perspective, humans have been around for something like 2,000 centuries. So that’s virtually everybody in extreme poverty for 1,998 centuries, and now only 10%.

How about the % of world population that is illiterate?

 

That’s from 88% illiterate to 88% literate. …along with the immense value of literacy.

How about global child mortality?

That’s 43% – almost half – of children dying before their 5th birthday to only 4%.

How about freedom – the % of global population living in democracy:

That’s less than 1% of people living in a free, democratic society to 53%. Amazing progress!

These statistics tell the story of a remarkable, inexorable and MASSIVE increase in quality of life. Let’s take a look at some numbers that put a totally different spin on this supposed problem of having so many problems. Is all the stuff we can buy to make our lives easier and better getting more or less expensive? Inflation and different currencies and exchange rates around the world can make answering this question quite difficult. So forget about how many dollars it takes to buy something. Look at cost in terms of how many hours you need to work to buy whatever it is you want.

Light, for example. Every time the sun goes down, we’re switching on the lights. What does that actually cost in terms of hours worked?  In 1994, Yale economist William Nordhaus answered the question. He calculated how much light could be purchased for 60 hours of work. Here’s what you could buy:

  • 88 minutes of light from your oil-burning lantern in 1750 BC
  • 10 hours from your tallow candle in 1800
  • 16 hours from your gas-burning streetlight in 1810
  • 72 hours from one of Edison’s early incandescent bulbs in 1880
  • 1,200 days – over 3 years – from a fluorescent bulb in 1950
  • 51 years from a modern compact fluorescent bulb

How about some other modern conveniences?

And these prices do not reflect the dramatic improvements in quality. In ‘59, the “big screen” TV was 21 inches. Are you old enough to remember complaining about too much “snow” in the picture? Today, not only is the fuzzy “snow” effect gone, you can see every pimple on an actor’s face as it marches across the 6 foot wide screen.

How about travel? To cross the U.S. by horse takes 70-80 days depending on the weather. Or you could hop on a jet and do so in less than 5 hours for less than $200. And for the record… I gripe and moan A LOT about my discomfort in those teeny-tiny airplane seats. It’s a bit embarrassing to contemplate the pain in my seat that would be caused by sitting on a jostling horse all day, every day for 2 1/2 months…

Forgive me for bringing some mathematics into the mix, but it’s a really good way to think about what happens when a problem gets solved. Think about a circle. A line through its center, the diameter, represents all the problems that have been solved by your society. The area inside the circle represents your standard of living. Around the circumference is where all of the unsolved problems facing your society are lurking, (Take a look at the show notes for this episode at IntentionallyVicarious.com to see an example of this and where I’m going with the idea…)

OK, here comes the math. Let’s say that the diameter of your circle is 10. Again that means your society has become aware of and solved 10 big problems. The area, your standard of living, is π r2, which works out to about 79. Around the circumference, which is π times that diameter, is roughly 30, meaning your society is aware of 30 big, ugly problems.

Now… Your society functions pretty well, so it goes about solving every one of them. The diameter of your circle is now 40 – the 10 problems that were already solved plus the 30 you just knocked down. Your standard of living, therefore, jumps up to 1,275! But uh-oh, you can now see 125 new problems around the circumference you didn’t know about before.

Your society attacks those, and solves every one. Your socienty has now successfully solved 165 big problems, which rockets your standard of living up to 21,382. But here’s another uh-oh… You are now aware of yet another 450 new problems.

I think you get where I’m going with this. It’s one of those glass half-empty or half-full things. Your society has solved 165 of the earth’s biggest problems, and all you see and hear on the news and social media is how you – you greedy, selfish SOB – have screwed the needy by “creating” 450 ugly problems and inequalities while only solving 165.

NO!!!!! Wrong perspective!

So what that you’re now aware of 450 new, ugly problems and inequalities? The vastly more important point is you did in fact solve 165 old, ugly problems and inequalities and ratched up your standard of living from 79 to over 12,000. That’s cause for celebration …and more work, more effort, more achievement. Dare I say more fun?

Run through the cycle again and your living standard will be nearly 300,000. Are you going to gripe and moan about how society is sooooo much worse because you now have 1,900 ugly issues instead of only the 450 you had before? Go ahead and whine if you want to, but stay out of my life.

The fact that I, you or anyone can identify an ever-growing number of examples of pain, suffering, injustice and horror is good news. It means that all of us have collectively solved a boat-load of old problems and made life on earth better – MUCH, MUCH BETTER – than it was before. The more problems we solve, the more – and uglier – problems we can identify. Get over it!

The instant any one of us as an individual, or all of us as a culture, a country, a species; stops identifying the huge and growing number of agonizing problems that cry to solved, is the instant we are doomed.

Recognizing – KNOWING – about the pain, suffering and inequality of outcome that exists; and about how much MORE needs to be done, means that we have the opportunity to get better – MUCH BETTER – all the time.

So again… As we solve more and more problems, the more we will increase the world’s standard of living, AND the more terrible and agonizing problems we will identify. Lets get over it! And let’s get busy – stay busy – and continue our 2,000 century long habit of improving everybody’s quality of life.

 

Todd Youngblood is Executive Producer and Host of Intentionally Vicarious, which is dedicated to help you have more fun than anybody else you know! He is also Managing Partner and CEO of The YPS Group, Inc., a management consultancy focused on sales and sales management. Check out Intentionally Vicarious at   
https://intentionallyvicarious.com. Todd can be reached at todd@ypsgroup.com.

 

 

Is Your Company Ready to be Sold?

This is a Guest blog post by Steve Pimpo and Bill Rossello of Greenhouse Consulting.

Common challenges we see and how to overcome them

Most business owners will come to the point in their journey when they feel it’s time to sell the company. They have spent a lot of time successfully building and growing their business, but most times are unprepared for the scrutiny and questions that they will face when being evaluated by a prospective “buyer” and their advisors. Based on our own experience and input we solicited from investment bankers, only about 10% of companies with owners seeking to sell are actually ready.  Here are some of the reasons why:

Customer Diversity – A high percentage of company revenue comes from one client or contract. Unless a potential acquiring company is trying to “buy” into a market, buyers like to purchase companies that have a diverse client base or unique service or product offering.

Company Narrative – Some owners use the same sales pitch to pitch to prospective buyers as they do to customers. Communicating the value of a company to a potential buyer is different from selling services to a customer. You need to recognize what buyers want and articulate what is special about your company.

Financials – Sometimes there are accounting inaccuracies that can’t support “quality of earnings” or EBITDA adjustments. You need to ensure that financials are accurate and realistic and can stand up to the scrutiny of a potential buyer’s audit.

Quality of Contracts – Many prime government contracts are “set asides” or subcontracts and there is no clear path to transitioning them to a larger company. You should be prepared with a valid contract revenue waterfall, and a plan to transition set-aside contracts and relationships.

Management Commitment – Ownership hasn’t taken steps to ensure that the leadership and key players are “read in” and will remain with the company post-transaction. People are part of the “goodwill” and company “brand.” It is important to show buyers that there is a plan in place to retain these key employees through to the transaction and beyond.

New Business Pipeline  Buyers will hone right in on your pipeline looking for two things. Is the pipeline full of legitimate prospects and is your pipeline tracking system logical and consistent? If it does not consider reasonable estimates of gross and net revenue and probability of win, it’s not likely to pass a buyer’s sniff test. You need to be ready to justify the reasons you selected each big deal and why you think you have a good chance of winning.

Strategic Growth Plan – Many sellers lack the ability to articulate to potential buyers, a bona fide growth plan, one that paints a credible picture of where the company could go over the next 3-5 years with the power, resources and reach of a larger firm. You need to have that narrative ready to go when you put the company on the market.

Valuation Expectations – Often owners have an unrealistic expectation about the “multiple” of EBITDA or revenue a buyer will pay based on what their peers or friends have received in their transactions. Make sure you focus only on the value of your own business, what similar companies have sold for. Put yourself in the buyer’s shoes. Will they really pay for a tool that does not generate repeatable revenue? Or take a huge risk of paying a high multiple for a company with some of the issues raised herein? Talk to transaction experts and, if you’re willing to pay for it, get a formal valuation prior to putting your company on the market.

Your Near-term Future – Some owners just want to retire or quit the business after the transaction. If you’re the person who manages the company’s client relationships, or you’re the chief technologist, or if there is a major upcoming re-compete, the buyer is likely to want you to stick around for a while after the deal is inked. And there may be an “earn-out” provision that ties some portion of your proceeds to achieving certain objectives over that timeframe. Before you put the company on the market, be sure to consider how you would answer a buyer if they ask you stay on.

Due Diligence Preparation – There needs to be sufficient organization and appetite toward due diligence. The process is inevitably painful, invasive and underestimated. Approach this as a client engagement or actual project and assign one individual to own/manage responsiveness and production.

Without question, selling your company will be the most important professional decision you will ever make. If you address these issues prior to formally starting the process, you will get more attention from investment bankers, dramatically increase the probability of a successful transaction, and likely increase your proceeds too. Most investment bankers don’t have the time or resources to help you address most of the things we have identified. Even worse, they might see you as an unsophisticated seller and probably turn down your business. So, commit the time, effort and resources to prepare 12-24 months before you call the bankers.

Steve Pimpo and Bill Rossello are Principals and co-founders of Greenhouse Consulting, a Washington, DC based business that provides management consulting services to help companies grow or prepare to sell. They can be reached at spimpo@greenhousefirm.com and brossello@greenhousefirm.com, respectively.

How Innovation Companies Find Liquidity in the COVID-19 Economy

This is a Guest blog post from Ling Zhang, Senior Manager at Dixon Hughes Goodman LLP. She covers a lot information which is extremely valuable for small businesses. 

CASH IS KING | Armstrong Economics

“Cash is King” for businesses, especially when they are drifting in the rough currents due to COVID-19. What can technology, services, and life science companies do to survive the challenges and thrive through oppotunities in the current economic conditions? Here are a few considerations for innovative companies to manage cash flow since the pandemic’s inception.

 

Small businesses start to see relief through Paycheck Protection ...

Utilizing the CARES Act and New Laws and Legislation

Businesses have been following new legislation closely and, when possible, taking advantage of cash flow assistance from the federal government to increase liquidity. The following is a list of programs created by the CARES Act that support small businesses:

Lender letter for PPP application documentation - SynergySynergy

1. Paycheck Protection Program

As part of the Coronavirus Aid, Relief, and Economic Security (CARES) Act, Congress had appropriated $349 billion for the Paycheck Protection Program (PPP), providing loans of up to $10 million to certain qualified small businesses, and also offering forgiveness for
all or a portion of the loan. As the first round of PPP funding has been utilized, a new funding package has been approved for the PPP for $480 billion, which appropriated an additional $320 billion for the PPP.

The new funding package, passed on April 24, 2020, also includes $60 billion for the Disaster Loans Program and Emergency EIDL Grants.

 
2. Small Business Debt Relief Program

This program will provide non-disaster Small Business Administration (SBA) loans, specifically 7(a), 504 and microloans not made under the PPP. Under this program, all payments on these SBA loans, including principal, interest and fees, are covered by SBA for six months.

 
3. Economic Injury Disaster Loans & Emergency Economic Injury Grants

The program provides loans up to $2 million and emergency advances up to $10,000 that are not required to be repaid.

The CARES Act also has the following tax provisions available:

1. Employee Retention Credit

A refundable payroll tax credit for up to 50 percent of wages paid to certain employees is available to eligible employers during the COVID-19 crisis through Dec. 31, 2020. This credit is not available to employers receiving

 

2. Delay Payment of Payroll Taxes

Taxpayers can defer paying the employer portion of certain payroll taxes during the period beginning on the Act’s date of enactment and ending on Dec. 31, 2020. Half of the deferred amount is due on Dec. 31, 2021, and the other half is due on Dec. 31, 2022. For PPP loan recipients, the Internal Revenue Service (IRS) FAQs1 clarify that taxpayers may defer the employer portion of Social Security on wages paid between March 27, 2020, and the date which the lender issues a confirmation of loan forgiveness for the recipients’ PPP loan.

 

3. Other Tax Provisions to Accelerate Cash

Other tax provisions include correction of Qualified Improvement Property depreciation; use of excess business loss and Net Operating Losses; and use of Corporate AMT Credits. Consulting with a tax professional may help increase cash flows through maximizing tax refunds and tax planning for the business. Please reach out to your tax advisor to evaluate possible solutions as these may be complex decisions.

 

4. Main Street Lending Program to Provide Liquidity to Small and Mid-Size Businesses

These four-year term loans are for companies that have less than 15,000 employees and $5 billion in revenue and have a minimum loan size of $1 million. The loans are generally available even if you have received a PPP loan and there is currently no indication of “affiliation” rules that disallowed many private equity portfolio companies from eligibility for the PPP loans. The loan size is generally based on a multiple of 2019 earnings before interest, taxes, depreciation and amortization (EBITDA), which can be adjusted as permitted by lending institutions, and includes existing debt.

The Families First Coronavirus Response Act (FFCRA) also provides refundable tax credit as follows:

Eligible employers are entitled to refundable tax credits for qualified leave wages that are paid, during the period beginning April 1, 2020 and ending Dec. 31, 2020, for specified reasons related to COVID-19 under the FFCRA.

Federal and state governments are continuing to evaluate
additional assistance to businesses.

China's New Development Stage: Challenges and Opportunities ...

Turning Challenges into Opportunities

Many leaders of technology, life sciences and service companies, including technology giants and small businesses, have pivoted during the pandemic in different ways by identifying opportunities, and taking immediate action to generate cash to secure a future for their employees while contributing, in their own unique way, to find a vaccine.

Examples include life sciences and medical device companies developing and selling antibody or COVID-19 testing kits; tech manufacturers making ventilators; SaaS software companies offering free HR applications to help manage the health and safety of employees; cyber security information technology services companies developing tracing technologies and providing services to help mitigate cyber security and privacy risks of work-from-home arrangements; services firms providing assistance on the interpretation of new legislation; and more.

 

70% of SMEs try to manage Cash flow themselves | EFM
Managing Cash Flows

Tech and life sciences companies should also assess key performance indicators (KPI), monitor budget versus actual analyses more closely and frequently, and deploy a plan to manage cash flows through the pandemic and beyond. Companies can consider the following areas to manage internal cash flows in response to the current environment:

1. Accelerate accounts receivable collections through active collection efforts and/or evaluating new technologies to allow customers new payment methodologies;

2. Manage vendors by initiating dialogue and negotiations with extended or delayed payment terms;

3. Classify expenses by variable versus fixed, and consider plans to cut spending on variable expenses where possible. Seek concessions on fixed expenses such as rent abatements, delay in payments, or extended payment terms;

4. Evaluate plans to reduce salary expenses including furloughs, salary reductions, and/or a reduction in force;

5. Seek additional financing opportunities through loans or use of availability on lines of credit;

6. Revise and develop new cash flow forecasts from operations for various scenarios – three-to-six months or even longer if necessary.

 

As a Senior Manager in the DHG Technology practice, Ling Zhang works closely with client management and C-suite executives to provide audit, financial accounting advisory, and risk advisory services to multi-national publicly-traded corporations and private companies with revenues ranging from $10 million to $50 billion. She advises clients on SEC filings, complex debt and equity transactions, merger and acquisition, new accounting guidance implementation, internal control system design and implementation, and financial statements reporting and disclosures. She can be reached at ling.zhang@dhg.com.

The Innovation Imperative – 5 “Must Ask” Questions

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The Innovation Imperative – 5 “Must Ask” Questions

Going into the Covid-19 pandemic, almost all organizations were facing myriad challenges in terms of fiercer competition, more discriminating customers, longer sales cycles, and difficulty in differentiating their offerings, mostly due to tremendous advances in technology and a demand for greater transparency.

The pandemic has accelerated what forces were already in play, in addition to changing the way we all live and work, and devastating certain industries and business models. Now more than ever, every organization should be aggressively looking to innovate…or go extinct.

Every organization is different, with its own set of unique markets, customers and business drivers. As we work with our portfolio companies in helping them innovate, we start with the following 5 questions:

  • How congruent is the way you innovate with your vision and appetite for innovation?
  • How effectively do you articulate your vision and appetite for innovation to your stakeholders?
  • Is innovation a crucial part of your team members’ job descriptions?
  • Do you have the right processes to create and bring innovation to market?
  • How do you measure ROI and your ability to meet customer expectations?

Tying vision to appetite for innovation – This is core to a company’s ability to succeed as it iterates and pivots. Is the innovation imperative part of your company’s DNA? Those who embrace creativity and boundaryless thinking are essentially building innovation into the way they operate.

Articulating your vision for innovation – It’s not enough to just think in a vacuum. It’s necessary to evangelize the need for different thinking and changing for the better. The most innovative organizations talk about their innovation goals and progress, and they actively share this with their teams, shareholders, customers, suppliers, etc. “Walking the talk” brings it all together for stakeholders and they can all participate to help companies innovate.

Team members as “innovators” – We have heard the mantra that “everyone is in sales.” Embracing this mentality has benefitted many companies and their employees. The companies who are most effective at innovating think that “everyone is an innovator,” and they actively engage all team members in formal and informal exercises and conversations for ideas on organizational self-improvement.

Processes for Innovation – This takes leadership from the top, and an assignment of resources to execute on the innovation imperative. The most innovative organizations create and implement innovation processes, measure results, and iterate off that feedback. This set of processes is a playbook for how companies can continue coming up with the best and most creative ideas.

Measuring ROI – The best kind of innovations have a direct and measurable ROI. Some will not be measurable, but will have benefits (examples could be improved employee morale, increased retention, customer lifetime, value, etc.) and should therefore be undertaken. The discipline of calculating ROI by itself is extremely useful, as it forces a closer examination of the various drivers of a business.

In summary, what we are looking for are the vision/desire for innovation, how this is communicated, engagement of team in this effort, execution structure, and tangible ROI. The answers to these five questions will form a good foundation from which any organization can start looking at things differently and innovating its way to greater success.