Lindsey Meyl’s Post

and breathe …. Just read the Q2 pulse report from Pavilion - (love this network btw!) Q2: Fewer execs met their targets - longer sales cycles, weak pipelines and competition is high 53% execs have reforecast for H2 and funding has increased but still only 9% execs secured the investment. Hiring remains robust despite huge layoffs How can these insights help you as a manager/seller? 1. Double down on pipeline building. Get back to basics. Review your H1 wins and freshen up your approach with new content and cadences. Thank you Demand-Gen Team ✨ 2. Double down on your competitive intelligence. Pro-actively get ahead in all your deals by talking about the competition early. Thank you PMM team ✨ 3. Multi-thread the heck out of your deals. Some say 11-13 needed, find out what your average is internally and do that. Thank you data team ✨ 4. Find out how you can bring more value than ever to your role. It’s harder, requires total dedication to your craft and for god’s sake put some GAS ⛽️ on (give a shit) ………………………………………………………………… If you’re in a tough spot mindset wise, I coach sellers and managers back to health to do the work we love. DM me for more and let’s do this ✨🦄🌟#enablement #cosching #ICLeadership

I pitched our services to a CEO a couple of years ago. At the end he made a statement, though asked in question form, “I’ve done plenty of integrations without change management, why would I need it now?” This was actually the pitch that inspired the ebook, Blended: A Leader’s Guide To Managing Post M&A Integrations, but I digress. 😊 I don’t know details of how the company’s doing today except there’s been two major layoffs, the CEO currently has only a 55% approval rating and many EEs are unhappy about the merger, but two Words of wisdom comes to mind when I think about him. There is a way that seems right to a man, but the end of that way is death - Prov 16:25, and Plans go wrong for a lack of advice; many advisors bring success. Prov 15:22 Even if you think you know what’s right and think you know exactly what to do, it doesn’t hurt to receive counsel. Every integration is different. No two are the same, and because you’ve done plenty, doesn’t mean the next one will be a success. Maybe you’ll eventually get what you were hoping to get, but at what cost? #ManagingChange #EmotionalIntelligence #Change_TheConversation

As people leaders, layoffs unfortunately come with the territory. PTP and NextPower hosted a webinar, Layoffs: Lessons Learned by Leaders. Check out the discussion and live Q&A session regarding navigating the complex landscape of RIFs. Link in the comments!

Over the last 24 months we've seen operational and delivery teams take the biggest hit when it comes to layoffs and downsizing. But have you noticed the impact it's having on your business? It's easy to get caught up in the day-to-day and not realize how much time and resources these projects are consuming. Not to mention if the timing doesn't align with short and long-term goals. The reality is, these projects aimed at efficiencies can end up having the opposite effect. Especially when you no longer have the teams and expertise that understand the nuances. So how do you get back on track? It starts with taking a step back to understand what's mission critical vs nice to have. Then align the timing with business initiatives. And don't forget to leverage any subject matter experts still around - their tribal knowledge is invaluable. The key is finding the right balance between operations and strategy. It's easy to get sucked into the weeds but you have to keep an eye on the big picture too. What other impacts have you noticed from too much focus on operational projects? I'd love to hear your lessons learned! And share how Elevate Talent Solutions could be the scalable partner you need to help you with these projects so your team can focus on building the business! #operations #businessconsulting #Consulting

The B2B marketing landscape is going through a significant transition. Massive layoffs across various industries, AI integration, aging out of senior leadership, need for mentoring/training for young leaders, roles being merged as companies choose not to backfill positions. Individually, any of these can greatly strain the existing marketing structure and place more pressure on those working with fewer resources. Dealing with more than one or multiple of these is like a house of cards waiting to fall. Do any of these scenarios reflect your current situation? What else have I missed that could be added to this list?

“…𝐈𝐭 𝐢𝐬 𝐬𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐭𝐡𝐚𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐟𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐢𝐦𝐩𝐫𝐨𝐯𝐞𝐦𝐞𝐧𝐭.” – NYT article by Ashley Goodall. From business gurus to CEOs to media to consultants, all are chanting - Transformation. Disruption. Change. Ashley Goodall in his NYT article (Link in comments) shares the problem with change. “𝘚𝘵𝘶𝘥𝘪𝘦𝘴 𝘰𝘧 𝘮𝘦𝘳𝘨𝘦𝘳 𝘢𝘯𝘥 𝘢𝘤𝘲𝘶𝘪𝘴𝘪𝘵𝘪𝘰𝘯 𝘢𝘤𝘵𝘪𝘷𝘪𝘵𝘺 𝘩𝘢𝘷𝘦 𝘱𝘦𝘨𝘨𝘦𝘥 𝘵𝘩𝘦 𝘳𝘢𝘵𝘦 𝘢𝘵 𝘸𝘩𝘪𝘤𝘩 𝘵𝘩𝘦𝘺 𝘥𝘦𝘴𝘵𝘳𝘰𝘺 — 𝘳𝘢𝘵𝘩𝘦𝘳 𝘵𝘩𝘢𝘯 𝘪𝘯𝘤𝘳𝘦𝘢𝘴𝘦 — 𝘴𝘩𝘢𝘳𝘦𝘩𝘰𝘭𝘥𝘦𝘳 𝘷𝘢𝘭𝘶𝘦 𝘢𝘵 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 60 𝘢𝘯𝘥 90 𝘱𝘦𝘳𝘤𝘦𝘯𝘵; 𝘢 𝘚𝘵𝘢𝘯𝘧𝘰𝘳𝘥 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘴𝘤𝘩𝘰𝘰𝘭 𝘱𝘳𝘰𝘧𝘦𝘴𝘴𝘰𝘳, 𝘑𝘦𝘧𝘧𝘳𝘦𝘺 𝘗𝘧𝘦𝘧𝘧𝘦𝘳, 𝘩𝘢𝘴 𝘢𝘳𝘨𝘶𝘦𝘥 𝘵𝘩𝘢𝘵 𝘭𝘢𝘺𝘰𝘧𝘧𝘴 𝘴𝘦𝘭𝘥𝘰𝘮 𝘳𝘦𝘴𝘶𝘭𝘵 𝘪𝘯 𝘭𝘰𝘸𝘦𝘳 𝘤𝘰𝘴𝘵𝘴, 𝘪𝘯𝘤𝘳𝘦𝘢𝘴𝘦𝘥 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘷𝘪𝘵𝘺 𝘰𝘳 𝘢 𝘳𝘦𝘮𝘦𝘥𝘺 𝘧𝘰𝘳 𝘵𝘩𝘦 𝘶𝘯𝘥𝘦𝘳𝘭𝘺𝘪𝘯𝘨 𝘱𝘳𝘰𝘣𝘭𝘦𝘮𝘴 𝘪𝘯 𝘢 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴; 𝘢𝘯𝘥 𝘧𝘦𝘸 𝘰𝘧 𝘶𝘴 𝘸𝘩𝘰 𝘩𝘢𝘷𝘦 𝘭𝘪𝘷𝘦𝘥 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘳𝘦-𝘰𝘳𝘨𝘴 𝘳𝘦𝘮𝘦𝘮𝘣𝘦𝘳 𝘵𝘩𝘦𝘮 𝘢𝘴 𝘵𝘩𝘦 𝘰𝘤𝘤𝘢𝘴𝘪𝘰𝘯 𝘧𝘰𝘳 𝘢 𝘴𝘶𝘥𝘥𝘦𝘯 𝘣𝘭𝘰𝘴𝘴𝘰𝘮𝘪𝘯𝘨 𝘰𝘧 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘷𝘪𝘵𝘺 𝘢𝘯𝘥 𝘤𝘳𝘦𝘢𝘵𝘪𝘷𝘪𝘵𝘺”. Every leader feels compelled to disrupt. Not necessarily because that is the need of the hour, but because transformation is what leaders do. Else they will be penalized by markets, investors and the board. We have forgotten that change is a choice. And it should be exercised in the service of a goal that is inspiring and has far reaching positive impact. It should be executed in a way that people get a chance to adapt and imbibe to whatever extent possible. How can we imagine growth and organisation's future readiness, if our people’s psychological needs at work are not met, when they are constantly exhausted, when their future is uncertain, when they feel everything is out of their control and have no agency? As we stand in the midst of mass layoffs and uncertainty, can we in our individual capacity, pause from chanting “Transformation” and see where can we add stability? What are you doing to create a stable foundation for growth and future readiness for your team or function or organisation? #Leadership #CustomerSuccess #SaaS #Salea ------------------------------------------------------------------------- 𝘐 𝘸𝘰𝘳𝘬 𝘸𝘪𝘵𝘩 𝘌𝘯𝘵𝘳𝘦𝘱𝘳𝘦𝘯𝘦𝘶𝘳𝘴, 𝘈𝘤𝘤𝘰𝘶𝘯𝘵 𝘔𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 𝘢𝘯𝘥 𝘊𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘚𝘶𝘤𝘤𝘦𝘴𝘴 𝘓𝘦𝘢𝘥𝘦𝘳𝘴 𝘵𝘰 𝘥𝘦𝘴𝘪𝘨𝘯  / 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵 𝘨𝘳𝘰𝘸𝘵𝘩-𝘰𝘳𝘪𝘦𝘯𝘵𝘦𝘥 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘺. 𝘚𝘤𝘩𝘦𝘥𝘶𝘭𝘦 𝘢 𝘥𝘪𝘴𝘤𝘰𝘷𝘦𝘳𝘺 𝘤𝘢𝘭𝘭 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘭𝘪𝘯𝘬 𝘪𝘯 𝘣𝘪𝘰.

What happens when you spot a gap no other framework addresses? If you're great, you create you own. For Product leader Adam Thomas, that moment came during a company-wide layoff, when every existing framework failed to answer what mattered most: how do you rebuild trust while making decisions that stick? Enter the Survival Metrics Framework - where strategic thinking meets practical action, and teams learn to move with both speed and conviction. Want to see how he helped his team go from paralysis to 6x faster builds? Read now > https://lnkd.in/eQkWZd6u #Product #PM

⚠️ Know the warning signs… Layoffs can happen in Medical Sales. But the signs are often there if you know where to look. After years in the industry, I’ve learned to spot the warning signals before they become reality. 𝐇𝐞𝐫𝐞’𝐬 𝐰𝐡𝐚𝐭 𝐭𝐨 𝐩𝐚𝐲 𝐚𝐭𝐭𝐞𝐧𝐭𝐢𝐨𝐧 𝐭𝐨: 1. Radio Silence: Vague or infrequent company updates. 2. Leadership Changes: Managers start leaving the organization. 3. Budget Cuts: Reduced travel, hiring freezes, or smaller training budgets. 4. Low Morale: Fewer meetings, stressed managers, or widespread rumors. 5. Declining Financials: Watch for reports of lower revenue or shrinking market share. 𝐖𝐡𝐚𝐭 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐝𝐨 𝐭𝐨 𝐬𝐭𝐚𝐲 𝐫𝐞𝐚𝐝𝐲: 🔹 Keep Your Résumé Fresh: Be ready to pivot quickly. 🔹 Track Wins: Keep detailed records of your contributions. 🔹 Stay Informed: Read updates, attend meetings, and ask questions. 🔹 Network Now: Build relationships inside and outside your company. 🔹 Financial Prep: Save more, spend less, and be ready for the unexpected. Layoffs are never easy, but preparation is everything. 𝐏𝐫𝐨 𝐓𝐢𝐩: Setbacks can be opportunities in disguise. Have you experienced any of these signs before? <><><><><><><><><> 🔹 When you stay prepared, you’re always ready for what comes next.

Jason M. Lemkin brought some fire to kickoff #saastr yesterday 👀 Here are the 10 keys to hiring a great VP of Sales in 2024: 1) You can't stay founder-led forever 2) You can't hire the jaded, the broken or the done 3) You can't hire a VPS that won't do sales themselves 4) You can't hire a VPS that can't be a product expert 5) You can't hire a VPS you don't 100% believe in 6) The "full stack" AE is almost a myth. Probably VPS, too 7) A VPS mishire sets you back a year 8) A stretch too far 9) Your VCs and investors often are wrong 10) Yes, your great VPS hire is out there

Board: "WE MISSED OUR Q2 TARGET, OUR STRATEGY ISN'T WORKING!" Confident leader: "Actually, we accounted for this seasonality, let me show you" I wish I could tell you how many times I've come across the above scenario The problem with it is that too often an annual goal is simply divided by 4 and those become each quarter's "target" And the reality of it is that seasonality and historicals need to be taken into consideration Revenue "machines" don't exist where you can plug in a specific input to get a desired output at a very specific time Why? Because 1) corporate budgets and 2) human nature (not sure which is harder to predict the ebbs and flows of 😅) Here's what I do every year to get ahead of this conversation: 👉 Chart out the last 2-3 years' quarterly pipeline production and revenue won 👉 Put rough percentages to those relative to their annual goals 👉 Take into consideration any variables that would significantly impact us achieving those (budget increased, layoffs, etc.) 👉 Use the percentages + variables at play to set the quarterly goals for this year The best part? Now's the perfect time to do this exercise with the second half of the year getting started for many of us