Sales Discipline : Good to great - review

Review - Good to Great from by Jim Collins

“Good to Great” is one of those books I kept seeing everywhere – in articles, blogs, referenced in interviews and on top business book lists. When I finally re-read it (in 2015) I have found a very interesting book.

Cons:
1) It's outdated. Some of the companies that are praised in this book are already bankrupt or just around the corner from bankruptcy/ government bailout. This book was published in 2001, and no word of Apple, Google, Amazon, Facebook, etc, so take it for what it’s worth.
2) The main problem of this book is that it's going backwards from results to reasons. It takes a “successful” company and tries to explain how its success came from some master plan that was well crafted. Always a dubious exercise.
3) Nothing in this book relates to the global economy, millennial generation or the mobile retail revolution. Because this book was published in 2001, it means that there is a relevant expiration date.

Pros:
1) I liked the chapter about level 5 management, nothing new here but refreshing ideas about humility and open-minded leaders.
2) I liked the hedgehog chapter about focusing your business on what you love and what you are good at to help maximize profits.
3) Positive lessons about running a healthy company that works as a team.

Bottom line:
Fun read. You can’t apply every lesson from this book to today economics but reading this book will help you stop in your tracks and make you think "can I do this better?".  
For my day job, the most important points highlighted are: Discipline, enthusiasm and credibility 

Level 5 Leadership:

• “Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious— but their ambition is first and foremost for the institution, not themselves.”
• “It is very important to grasp that Level 5 leadership is not just about humility and modesty. It is equally about ferocious resolve, an almost stoic determination to do whatever needs to be done to make the company great.”
• “Ten out of eleven good-to-great CEOs came from inside the company, three of them by family inheritance. The comparison companies turned to outsiders with six times greater frequency— yet they failed to produce sustained great results.”
• “Level 5 leaders look out the window to apportion credit to factors outside themselves when things go well (and if they cannot find a specific person or event to give credit to, they credit good luck). At the same time, they look in the mirror to apportion responsibility, never blaming bad luck when things go poorly.

First Who, then What:

• “I don’t know where we should take this company, but I do know that if I start with the right people, ask them the right questions, and engage them in vigorous debate, we will find a way to make this company great.”
• “We found no systematic pattern linking executive compensation to the process of going from good to great. The evidence simply does not support the idea that the specific structure of executive compensation acts as a key lever in taking a company from good to great.”
• “To be ruthless means hacking and cutting, especially in difficult times, or wantonly firing people without any thoughtful consideration. To be rigorous means consistently applying exacting standards at all times and at all levels, especially in upper management. To be rigorous, not ruthless, means that the best people need not worry about their positions and can concentrate fully on their work.”
• How to be rigorous:
• When in doubt, don’t hire, keep looking
• When you know you need to make a people change, act: ” The good-to-great companies showed the following bipolar pattern at the top management level: People either stayed on the bus for a long time or got off the bus in a hurry. In other words, the good-to-great companies did not churn more, they churned better.”
• Put your best people on your biggest opportunities, not your biggest problems

Confront the Brutal Facts but Never Lose Faith:

• “The moment a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts.”
• How to encourage a climate of truth:
• Lead with questions, not answers. Don’t assume you know what’s best.
• Engage in dialogue and debate, no coercion.
• Conduct autopsies and without blame
• Build “red flag” mechanisms: “If you raise your hand with your red flag, the classroom will stop for you. There are no restrictions on when and how to use your red flag; the decision rests entirely in your hands… Your red flag can be used only once during the quarter.”
• “This is a very important lesson. You must never confuse faith that you will prevail in the end— which you can never afford to lose— with the discipline to confront the most brutal facts of your current reality, whatever they might be.”
• “Spending time and energy trying to “motivate” people is a waste of effort. The real question is not, “How do we motivate our people?” If you have the right people, they will be self-motivated. The key is to not de-motivate them. One of the primary ways to de-motivate people is to ignore the brutal facts of reality.”

The Hedgehog Concept (Simplicity within three circles):

• “The fox knows many things, but the hedgehog knows one big thing.””
• More precisely, a Hedgehog Concept is a simple, crystalline concept that flows from a deep understanding of the intersection of the following three circles:
• What you can be the best in the world at (and, equally important, what you cannot be the best in the world at).
• What drives your economic engine. The single denominator— profit per x— that had the greatest impact on their economics. (It would be cash flow per x in the social sector.)
• What you are deeply passionate about.

A Culture of Discipline:

• “Build a culture full of people who take disciplined action within the three circles, fanatically consistent with the Hedgehog Concept.”
• “The good-to-great companies built a consistent system with clear constraints, but they also gave people freedom and responsibility within the framework of that system. They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.”
• “When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of the great performance.”

Technology Accelerators:

• “This brings us to the central point of the chapter. When used right, technology becomes an accelerator of momentum, not a creator of it.”

The Flywheel and the Doom Loop:

• “Sustainable transformations follow a predictable pattern of buildup and breakthrough. Like pushing on a giant, heavy flywheel, it takes a lot of effort to get the thing moving at all, but with persistent pushing in a consistent direction over a long period of time, the flywheel builds momentum, eventually hitting a point of breakthrough.”

From Good to Great to Built to Last:

• “Bad BHAGs, it turns out, are set with bravado; good BHAGs are set with understanding. Indeed, when you combine a quiet understanding of the three circles with the audacity of a BHAG, you get a powerful, almost magical mix.”
• “Indeed, the point of this entire book is not that we should “add” these findings to what we are already doing and make ourselves even more overworked. No, the point is to realize that much of what we’re doing is at best a waste of energy. If we organized the majority of our work time around applying these principles, and pretty much ignored or stopped doing everything else, our lives would be simpler and our results vastly improved.”

Philippe Lignac Sales Director MDSL interview at the EMM event London

Philippe Lignac sales director MDSL interview for TV

Philippe Lignac Sales Director MDSL interview at the EMM event London

Philippe Lignac Sales Director MDSL speaking at the EMM event London

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Sales Methodology or Sales Process?

Sales Methodology or Sales Process?

When someone asks me "which sales methodology are you using?" - my favorite answer is “all of them”. In truth, there is no silver bullet in sales methodology. However, before choosing a sales methodology you probably need to clearly define your sales process.

A documented sales process serves as a guideline to help sales reps determine proper next steps to bring prospect through the buyer’s journey to that final sale.

Unlike a sales process, a sales methodology isn't applied to the entire sales cycle; rather, it focuses in one area of a sales process and builds unique approaches based on a business’s goals, culture, and values. It’s more of a strategy.

When it comes to sales methodologies, there are 9 most popular methodologies companies use: 

•  The Challenger Sale
•  SPIN Selling
•  N.E.A.T. Selling
•  The Sandler System
•  Solution Selling
•  Inbound Selling
•  MEDDIC
•  Conceptual Selling
•  SNAP Selling

Many of the sales training methodologies started with a specific focus. For example, SPIN Selling started with a focus on the discovery and a questioning methodology to understand and probe into customer problems. Miller Heiman’s Large Account Selling originally focused on expanding share and growing presence in large accounts.

Some methodologies tend to be focused more heavily on a certain part of the sales process. For example, Challenger focuses more on the very front end of the process, providing insights that motivate the customer to take action and change. Some methodologies focus on negotiation which occurs at the end of the sales process.

My strategy is to take the best from several methodologies, creating my own unique methodology. I know a number of companies that have purposefully leveraged a number of methodologies -- one year they might learn one, two years later another, two years later yet another. They then incorporate the best pieces into what works for them.

Sales process or methodology?

So do we need a sales process or a sales methodology? The definitive answer is, “Yes, we need both.” Make sure to invest the time in understanding and defining your own sales process. It’s the cornerstone to your success and differentiation. 

Overlay that, and sharpen the execution of your sales process with a great sales methodology. But make sure the methodology is integrated into your sales process. 

Don’t forget, you sustain your investment in any sales training by integrating it into your systems, processes, tools, and most importantly, coaching strategies."

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