The CEO Project Podcast

In this episode of the Lazy CEO podcast, host Jim Schleckser interviews Bill Bell, a partner at the CEO Project and an expert in sales, sales processes, and measurement. They discuss the challenges CEOs face in generating enough sales and the complexities of solving this problem.

Bill shares his background, highlighting his experience as a vice president of sales for 15-20 years before moving into the CEO position. He emphasizes the importance of not giving up responsibility for sales, as growing the top line is crucial for overall business growth. Bill started his own consulting practice in 2019, focusing on business development and strategic growth.

The conversation delves into the changes in how companies approach sales. Bill notes a shift from making top sales performers into sales managers to recognizing sales as a scientific process, akin to engineering. He discusses the challenges of balancing the roles of individual contributors and sales managers, acknowledging that the skillsets required for each differ.

Bill outlines a four-step approach to sales: market positioning, sales process, sales personnel, and performance metrics. He emphasizes the need for a consistent sales process, including lead management, technical sales support, go-to-market strategy, and standardized tools. The discussion touches on the importance of hiring the right sales personnel, understanding their qualifications, partnerships, motivations, and cultural fit. Performance metrics are highlighted as a crucial aspect, ensuring measurement and clarity on expectations.

They explore the concept of the ideal customer profile, cautioning against the tendency to see everyone as a potential client. Bill advises narrowing down the ideal client profile, developing a compelling value proposition, analyzing competitors, and establishing a pricing strategy. The conversation also touches on the importance of dominating a market segment before expanding into adjacent markets.

Jim raises the question of applying the sales process to different types of sales, such as short-cycle transactions versus lengthy projects. Bill affirms that a process can be applied to both but may involve varying process steps. He shares insights into his experience in an industry with an 18-24 month sales cycle, emphasizing the importance of pipeline management and forecasting.

The conversation concludes with discussions on early decision-making in pursuing opportunities, avoiding "chasing rabbits," and the significance of assessing whether a pursuit aligns with the ideal client profile early in the process.

In this episode of "The Lazy CEO Podcast," host Jim Schleckser interviews a special guest, the CEO of Glow Tanning Center, who is known for his success in the tanning industry and his viral video that mentioned Schleckser. The CEO shares insights into his business philosophy and the influence he has built. Here's a summary of the key points discussed:

1. Introduction to Glow Tanning Center:

• Glow Tanning Center is a National Sun Spa franchise with over 75 locations in 13 states.
• The CEO, who started as a bodybuilder, originally owned a supplement store before entering the tanning business.

2. Origin of the Tanning Business:

• The decision to enter the tanning business came impulsively when the CEO recognized a market gap in Northwest Arkansas.
• The lack of competition and the high entry cost for new businesses made the tanning industry an attractive opportunity.

3. Tanning Industry Dynamics:

• The tanning market has not decreased but has consolidated over the years.
• The CEO mentions that their strategy involves both building and acquiring locations, making them a major player in the industry.

4. Competition and Market Consolidation:

• The CEO emphasizes the difficulty for new entrants due to the high upfront costs, leading to limited competition.
• Mention of major fitness franchises like Planet Fitness and Crunch Fitness entering the tanning space.

5. Managing Complexity and Leadership:

• The CEO discusses his approach to managing a large number of locations, emphasizing the importance of delegation.
• He believes in creating layers of leadership and making every position replaceable, promoting a culture of continuous improvement.

6. Social Media Presence:

• The CEO talks about his social media presence, acknowledging the power of social media for both positive and negative influences.
• He mentions not paying much attention to others' social media to avoid comparison and emphasizes the need to use social media strategically.

7. Harnessing Social Media for Business:

• The CEO shares how his social media presence has positively impacted his business.
• Viral videos, including an interview that went viral, contributed to brand awareness and business success.

8. Building Leadership Through Ownership:

• The CEO discusses his approach to building leadership within the company and mentions an ownership program for employees who prove themselves.
• The program allows successful employees to become store owners with shared profits.

9. Final Thoughts on Social Media:

• The CEO reiterates the potential negativity of social media but emphasizes the need to harness it for positive purposes and to stay focused on personal goals.

Overall, the conversation touches on the CEO's journey in the tanning industry, his leadership philosophy, and the strategic use of social media for business success.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses various topics related to leadership, growth, and challenges faced by CEOs. He is joined by his partners, Pam Singleton and Julie Walker, who are experts in advising CEOs and working with executive teams. They engage in a conversation about the obstacles CEOs commonly encounter and strategies to overcome them.

The conversation touches on several key points:

1. CEO Succession Planning: Pam emphasizes the importance of CEO succession planning. Many CEOs fail to consider who would replace them in the event of unforeseen circumstances. The emotional attachment to the company and the fear of relinquishing power often hinder the planning process. However, grooming potential successors and having a strong bench strength is vital for long-term stability.

2. Middle Management Development: Julie discusses the significance of building strong middle management. This layer of leadership often gets overlooked, but it plays a crucial role in the organization. Investing in middle management development, coaching, and giving them opportunities to grow helps ensure a strong foundation for organizational success.

3. Navigating External Disruptors: The discussion also focuses on how CEOs need to adapt to external disruptions, especially those related to technology. Embracing technologies like AI can lead to enhanced productivity and efficiency. The conversation emphasizes the importance of CEOs leading this transition and fostering a culture of innovation.

4. Accountability and Hiring Decisions: The partners emphasize the challenges of holding executives accountable and making wise hiring decisions. They discuss how to identify individuals who are both skilled and culturally aligned with the company. They also highlight the pitfalls of hiring based solely on impressive resumes and titles, emphasizing the need to assess practical skills and alignment with the company's culture.

5. Hiring Process and Mistakes: The conversation delves into the hiring process and common mistakes made by CEOs. The partners suggest that CEOs need to understand the difference between skill and will—both technical competence and a genuine desire to perform the job effectively. The importance of an outcomes-based job description and the distinction between sales and marketing roles are also explored.

6. Handling Difficult Decisions: Addressing difficult decisions, such as terminating an underperforming executive, is another topic discussed. CEOs are encouraged to address these issues promptly rather than letting them fester. Learning from these experiences is crucial for growth and future decision-making.

Throughout the podcast, the hosts provide insights and practical advice for CEOs seeking to overcome challenges, build strong leadership teams, and foster sustainable growth within their organizations.

In this episode of The Lazy CEO Podcast, host Jim Schleckser, founder of the CEO project, discusses common mistakes made by leaders and managers. With nearly 20 years of experience working with CEOs and running companies himself, Jim has encountered various patterns of errors throughout his career. He emphasizes that although individuals may believe they are making unique mistakes, there are often common pitfalls that many leaders fall into.

Jim proceeds to share the top 10 mistakes, along with a bonus 11th mistake, that he has observed. While his focus is primarily on CEOs, he acknowledges that these mistakes can also apply to managers overseeing smaller groups or departments. He assures listeners that he will maintain confidentiality by anonymizing the stories he shares, as some may be embarrassing for those involved. However, he encourages listeners to reflect on their mistakes and see if any resonate with their own experiences.

The first mistake Jim addresses is the failure to delegate. He acknowledges that delegation can be challenging and requires a high level of trust. Context is crucial in determining when and how to delegate tasks. High-risk situations or low-experienced teams may require caution, whereas low-risk and reversible tasks should be delegated whenever possible. Jim emphasizes the transformative effects of effective delegation on reducing stress, workload, and the ability to develop others.

Overall, this podcast episode aims to shed light on common mistakes made by leaders and managers, providing valuable insights for improving decision-making and performance in the workplace.

Today Jim Schleckser talks on a topic that we see a lot when we're dealing with CEOs – accountability. What is accountability? The word is literally the definition of what accountability is, which is an obligation or willingness to accept responsibility or account for one's actions. In other words, transparently accept and explain what I've been doing and the outcome I got.

When somebody says, I see a problem, I own a problem, I'm going to solve a problem, that's accountability, particularly when they do it transparently and share it with their team and their boss, that's accountability. On the negative side of non-accountable is, I wait and see. I finger point, it wasn't me, it was somebody else. I deny it. We see that all the time. Not my job.

All of that is a lack of accountability, particularly as you grow the organization as an entrepreneur, we run into leaders that tell you I am trying to get the best out of my team and I struggled to hold them accountable to achieve the results. When you're trying to hold people accountable, the first thing you have to have is an identifiable outcome. In other words, this is your obligation. Whether you're managing one person or managing an organization, you need to be clear about where you're going. So what does it look like? When are we going to get there? How are we going to know we achieved it?

The classic model for accountability is smart goals. So it's specific. We're going to achieve 12 million in revenue. It's measurable, we're going to measure it by the P & L. We'll know if we got there or not – it is achievable. That's the A in smart, right? Achievable - we did $10 million last year. We've been growing a million or 2 million a year. 12 is well within the capability of this organization. Revenue is one of the more relevant things in a business environment, but it might be generating a number of leads and that's relevant because it drives sales.

In this episode, Jim shares the critical elements of accountability and how to achieve accountability in your organization.

• Specific, measurable goals that can be evaluated
• Achievable objectives with specific timeframes and outcomes
• Follow-up tips to successfully hold people accountable
• 4 elements that define accountability - goals, expectations, awareness of what it means, social pressure
• Tactical elements of accountability – holding yourself accountable first, providing clarity and resources, removing roadblocks, providing feedback, rewarding appropriately