When the “Just Keep Selling/We Need Revenue” Strategy Doesn’t Work
When I founded Authentizity in February 2017, I had a general concept of its service offering and brought it to market with a business development focus since that’s the area in which I’ve spent a lot of my career. I was extremely blessed and highly successful out of the chute. Before I knew it, I had secured several exclusive, long-term retainers with highly-respected, world-renowned firms. I provided business development outreach and support in the Greater Houston area; my services also included technical business development training. (In essence, teaching them how to fish rather than fishing for them.)
Through the evolution of the business, I began to identify opportunities to leverage many of my other leadership and management experiences to assist these clients and expand Authentizity’s market reach.
As I did so, I became more aware of how good leadership and management practices cumulatively knit together a pattern for success. Consequently, this also helped me to identify challenges and landmines to success when companies are unhealthy and/or have cracked organizational foundations. It became glaringly apparent to me how crucial organizational health must exist before sustainable growth and expansion will be achieved.
I then began to further my knowledge and support these conclusions. For example, while at my most previous employer, I was certified in Core Clarity, a coaching methodology focusing on Gallup CliftonStrengths Finder, and I have worked with the tool since 2012. However, once I started studying the domino effect caused by poor management practices, I made the decision and investment to become Gallup Certified.
I chose this direction because Gallup results confirm what I have witnessed in our industry. Gallup incorporated the foundational results from the early 1990’s when the Gallup Path verified through investigations involving 300,000 business units around the world that the direct path to revenue success originated from engaged, productive employees who worked in their strengths zones. (See here for the graphic depiction. For a more information about the Gallup Path, see tomorrow’s social media post.)
It was then that I began to have candid conversations with clients and to pivot Authentizity towards organizational self-assessment and its betterment in advance of business development. I have included a quote from one client who recently benefitted from this strategy:
“We recently engaged Dawn as a business development consultant. Dawn quickly identified that our firm was in need of leadership coaching instead of business development. Through her gentle guidance, Dawn enabled us to be better communicators, appreciate our differences and build trust among our team. The results have transformed our firm. Our business has grown, we are stronger and happier. Dawn is a trusted adviser and sincere in her efforts to help others succeed.”
Principal at RdlR Architects, Inc.
I have witnessed firsthand the effects of large-scale sales success without having the organizational support, and the subsequent damage that it negatively and equally imposes on an organization’s clients (as well as employee) relationships. Leveraging these experiences and observations, I can confidently direct Authentizity’s clients to proactive, transparent and candid self-examinations, especially when I hear “just keep selling/we need revenue!”
This doesn’t mean that I’ve gotten away from my business development roots. However, sales growth is only one part of the equation — it is not the cure all for an unhealthy work environment. Would you like to measure how strong your organization’s foundation and culture is?
Take Authentizity’s free assessment here.
Additionally, please contact me for more information or to set up a free, thirty minute consultation at email@example.com.
September 17th, 2019:
This is the continuation of the above Blog Post with detailed research information about the Gallup Path.
The Gallup Path was derived from research, identification and verification of 300,000 business units around the world by the world-renowned research organization, Gallup, Inc.
Research indicates that skilled labor and a qualified, steady talent pool are at a commodity for employees. Therefore, it’s no wonder that executive leaders are examining how to best engage and retain employees through a comprehensive, consistent communications program.
Miscommunication and/or under-communication or even a lack of common language lead to misunderstanding of how to optimize employee performance based upon customized programs to employees’ strengths zones. This leads to inefficiencies and even enables the squatter/camper mentality (in the Climber, Quitter, Squatter/Camper analogy) to run rampant.
Additionally, Gallup’s findings have indicated that:
One-third of global employees strongly agree with the statement, “The mission and purpose of my organization makes me feel my job is important.”
By moving that ratio to eight in 10 employees, business units have realized:
- a 51% reduction in absenteeism,
- a 64% drop in safety incidents, and
- a 29% improvement in quality.
Research shows that team members successful in empowering psychological safety have behaviors which include active listening, staying curious, being honest and keeping confidence. To do so, these teams know and value their own strengths, as well as have an appreciation and empathy for their colleagues’ strengths. They also acknowledge and respect diverse perspectives and realize that not everyone receives information in the same way that they do. Therefore, they strive to cater their communication approaches to their audiences.