Most career advice tells you to build resilience. The idea is simple: when chaos strikes, you should be able to withstand it, bounce back, and return to your original state. But here’s the problem with that thinking. A rubber ball is resilient. It bounces back when you drop it. Yet nobody confuses a rubber ball […]
The Antifragile Employee: Building Competencies That Thrive on Chaos Read More »
Every executive knows the scene. Ten brilliant people sit around a polished table, nodding in unison like synchronized swimmers. The smartest person spoke first, and now everyone agrees. The decision gets made in twenty minutes. Everyone leaves feeling efficient. Six months later, the initiative crashes spectacularly, and those same ten people wonder how they all
5 Ways the KJ Method Prevents “Groupthink” in Executive Decision Making Read More »
You’re drowning in data. Your dashboard glows with metrics that supposedly tell you everything about your business. Conversion rates, click-throughs, engagement scores, revenue per user. You’ve got numbers coming out of your ears. And yet, you’re making terrible decisions. The problem isn’t your analytics. The problem is that you’re measuring the wrong thing entirely. You’re
Why Your Analytics are Useless if You Don’t Understand Utility Theory Read More »
Most companies treat their CRM like a filing cabinet. They stuff it with contact information, track activities, and generate reports. Then they wonder why growth feels like pushing a boulder uphill. The problem isn’t the system. It’s the thinking. CRM management operates within boundaries. Revenue Operations tears down those boundaries and asks a more dangerous
Revenue Operations vs. CRM Management: Understanding the Strategic Shift Read More »
Your CRM is trying to tell you something. It’s been whispering for months, maybe years. While you’ve been celebrating quota attainment and pipeline velocity, your database has been quietly documenting a different story. One about the sales reps who are slowly poisoning your revenue engine from the inside. The problem is, you’ve been looking at
The CRM Snitch: Using Analytics to Identify Your Most Toxic Sales Reps Read More »
The average sales rep spends six hours a week updating their CRM. That’s a lot of hours per year staring at empty fields, trying to remember whether the prospect said they’d circle back next quarter or next month. It’s cognitive labor dressed up as administrative work, and everyone hates it. Yet here we are, still
Gamifying the CRM: Using Data to Turn Data Entry into a Competition Read More »
Your CRM isn’t broken. It’s just holding up a mirror, and you don’t like what you see. Every few months, someone in your organization floats the idea of switching CRMs. Salesforce isn’t cutting it. HubSpot feels clunky. Maybe Pipedrive will fix everything. The demos look promising, the sales rep is enthusiastic, and for a brief
Stop Blaming Your CRM: 5 Reasons Your Data Quality Actually Sucks Read More »
When the economy contracts, most businesses treat their CRM like a lighthouse keeper treats fog: they squint harder at the same old instruments, hoping visibility will return. But market downturns don’t just obscure the path forward. They fundamentally change what matters. The metrics that made you successful when customers were abundant become actively misleading when
The CRM Survivalist: 3 Metrics to Watch During a Market Downturn Read More »
Most pricing strategies fail not because companies lack data, but because they ask the wrong question. They obsess over what customers should pay rather than what they would pay. The difference matters more than your entire marketing budget. Willingness to pay sits at the intersection of psychology, economics, and behavioral science. It reveals what someone
How to Calculate Willingness to Pay in 10 Minutes Read More »
Most companies obsess over making customers happy. They measure satisfaction scores, track Net Promoter ratings, and celebrate when people say nice things about their products. Meanwhile, the most profitable businesses in the world have quietly discovered something more valuable than satisfaction: they’ve learned to make themselves irreplaceable. The difference matters more than most strategists realize.
Why Habit is More Profitable Than Satisfaction: A Switching Cost Study Read More »