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Home Forums General discussions Justin interviewed by Andrew Warner of Mixergy

This topic contains 9 replies, has 2 voices, and was last updated by  Brian Wyant 1 week, 6 days ago.

Viewing 10 posts - 1 through 10 (of 10 total)
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  • #3437 Reply

    I’ve waxed lyrical about Mixergy before. Andrew Warner is a successful entrepreneur in his own right and, every day of the week, he interviews a founder
    [See the full post at: Justin interviewed by Andrew Warner of Mixergy]

    #3494 Reply

    Andrew Warner

    Congratulations on the wedding!

    I’m looking forward to seeing you both in person.

    And thank you for the interview.

    #3497 Reply

    Thank you Andrew!

    #4350 Reply

    ERIK

    Congratulations Justin, that’s wonderful news!

    All the best to the 2 of you 🙂

    Kind Regards,

    ERIK

    #5115 Reply

    Thank you, Erik!

    #8365 Reply

    Joe Matthew

    Hi Justin,

     

    Congratulations and lots of blessings towards your married life with Bo!

    Awesome interview on Mixergy – One of, if not the absolute best I have found on high ticket sales engineering. Glad to know you have an Australian and US connection. Look forward to connecting with you on LinkedIN and learning more about your unique perspectives.

     

    SEOJoe

    http://www.linkedin.com/in/jmatthew

    #8849 Reply

    Thank you, Joe.  I now have a course on Mixergy too.

    #9053 Reply

    Alfredo Angrisani

    Hi Justin,
    I have just finished watching your excellent interview to Andrew Warner at Mixergy, and I was struck by your remark that, in order to make the change process both feasible and stable, one needs to make some bold changes quickly and final, while others should rather be more prudent and diluted in time.
    You make the example of some key features in the engineering of the sales process that should be immediate and net (transferring the ownership of the salesperson’s calendar to an executive assistant, transferring ownership of opportunities…).
    Could you please elaborate a little more on this key issue on how to effectively go about changing organizations?
    Which parts of the new sales process belong to the slow transformation side (besides being patient with the results, as you say)?
    Can you generalize how to decide in other situations what is and what should not be negotiable in time during the change process? Maybe this issue deserves a short paper?
    Alfredo
    PS: And … best wishes to you and Bo for your marriage and that goes a long way to explaining why the last chapters of The Machine are lagging so behind! J

    #9054 Reply

    Alfredo

    Glad you enjoyed the interview.

    We approach the change this way.  First define an end state and everyone can get excited about.  Then determine a set of intermediate objectives and create an initiative (project) around each.

    Within each initiative, we tend to be very strict about changes being absolute but with the longer term change is concerned we have to respect the fact that organizations have their own cadence and can only absorb initiatives at a moderate pace.

    That’s about as scientific as it gets.

    I’m finishing and posting the penultimate chapter of The Machine this week, btw.

    Thanks for following along.

    Justin

    #29176 Reply

    Brian Wyant

    Congratulations Justin and Bo may your marriage be the garden by which love, mercy, forgiveness and growth happens!

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