This topic contains 9 replies, has 2 voices, and was last updated by Brian Wyant 11 months, 2 weeks ago.
October 28, 2012 at 8:53 pm #3437
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]October 29, 2012 at 7:51 am #3494
Congratulations on the wedding!
I’m looking forward to seeing you both in person.
And thank you for the interview.October 29, 2012 at 8:55 am #3497
Thank you Andrew!November 5, 2012 at 4:14 am #4350
Congratulations Justin, that’s wonderful news!
All the best to the 2 of you 🙂
ERIKNovember 11, 2012 at 11:46 am #5115
Thank you, Erik!February 21, 2013 at 11:03 pm #8365
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.
SEOJoeFebruary 28, 2013 at 9:17 am #8849
Thank you, Joe. I now have a course on Mixergy too.March 6, 2013 at 9:12 am #9053
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?
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! JMarch 6, 2013 at 10:08 am #9054
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.
JustinApril 11, 2017 at 5:11 am #29176
Congratulations Justin and Bo may your marriage be the garden by which love, mercy, forgiveness and growth happens!