Some Goodness

In this episode, host Richard Ellis discusses how enterprise software companies face pressure from boards and markets to demonstrate AI progress, creating risks of overpromising, unnecessary product narratives, and eroding customer trust. Guest Rob Huffstedtler, Global Head of Pre-Sales Operations at Sitecore, describes varied customer readiness for AI and notes research suggesting AI more often automates tasks than eliminates entire jobs, enabling workflow redesign while preserving human judgment. They explore AI’s impact on RFP responses, where automation can improve customization but still requires locked-down, contextual answers and stronger storytelling than CRM data typically captures.The conversation also covers how “show up and throw up” demos and excessive feature focus create perceived complexity and pricing objections, the value of confidently saying “yes” or “no,” and challenges in migrating installed-base customers through platform shifts without forcing RFPs. They conclude with leadership guidance on proactive involvement, coaching, and avoiding late-stage “super seller” interventions.Soundbites“When companies over promise, force customers toward a future they didn’t ask for, or drag buyers through sprawling product narratives they don’t need, trust starts to erode.”“AI may speed things up, but it does not remove the need for discipline, honest positioning, and respect for the installed base.”“There are very few jobs where even in a fully agentic flow, you can eliminate the whole job. What it’s doing instead is simplifying or eliminating particular tasks of a job.”“There’s really an opportunity to rethink workflows and business processes and re engineer them to remove the slow friction parts.”“Some of the best RFPs are those that tell a story and they reiterate why do something different in the first place and why now and why with you.”“SAEs need to learn that yes is a full sentence.”“You coach rather than swooping in to save the day.”

The episode argues that B2B sales teams must stop treating solution engineers (SEs) as downstream demo support because buyers can self-educate and need help understanding what matters, quantifying value, and picturing success through storytelling, qualification, and commercial judgment earlier in deals.Host Richard Ellis discusses with Rob Huffstedtler, Global Head of Pre-Sales at Sitecore, why SEs should be experts on buyers and their industries, leverage their trusted status to influence pipeline generation (especially in install-base motions), and coordinate intentionally with AEs through preparation, listening, and discovery to avoid overemphasizing features.They cover hiring and onboarding gaps that leave SEs underdeveloped in sales skills, missed opportunities in customer storytelling, and how AI tools can speed research and call review but risk wordiness, fake empathy, and overreliance without human judgment and trust-building. They also address tight AE-SE coupling through deal stages, empowering internal champions, and effective handoffs to services for implementations requiring customization.Soundbites1. “The SE really needs to be as much of an expert on the buyer, that individual buyer, as well as generically the industry and the role as they are on their product.”2. “At the end of the day, what they’re doing is helping the buyer through the buyer’s buying process.”3. “Not being perceived as a seller becomes a superpower in sales.”4. “The customer tends to inherently trust the SE more than they trust the account executive.”5. “Listening is key, right? You learn a lot more when you have your mouth closed and your ears open.”6. “You’ve got to learn to ask good, engaging questions and sit and give the customer time to think rather than pushing them forward and suggesting an answer for them.”7. “There’s a little bit of a desire to appear smart rather than to make the customer the star.”8. “If the AE and the SE, if they’re not having a good conversation before every customer conversation where they’re anticipating what the customer wants to get out of it and what they want to get out of it, it very easily turns into, let’s talk about all of our favorite features.”9. “Some of the value is the process of building that summary rather than having the summary.”10. “The biggest misconception I’ve seen is that there’s a path to getting to the unknown unknowns.”

FROM THE ARCHIVES: This is one of our favorite past episodes. Host Richard welcomes multi-time CXO Tracy Mustachio to discuss why navigating a first board meeting matters, emphasizing first impressions, confidence, and setting a reporting roadmap. Tracy advises tailoring to the board’s perspective by researching members, reviewing past board decks, and speaking in business outcomes rather than vanity marketing metrics, noting few directors have operational marketing experience though many have strong opinions. She recommends structuring updates with a “from-to” slide (current state to north star), plus concise highlights and lowlights tied to pipeline and revenue, keeping details in back-pocket slides or a cheat sheet for deep questions.Tracy shares cautionary stories about being unprepared and stresses cross-functional alignment through collaborative drafting, practice sessions, and co-presenting with peers. She also recommends learning board best practices via training and the HBR book Boards That Lead. Chapters00:00 Boardroom Stakes00:46 Why First Meetings Matter01:50 Speak Board Language02:40 Research the Directors03:57 Salesforce Story Lesson05:41 CMO Metric Balance07:09 From To Framework09:28 Results Over Activities10:35 Back Pocket Prep11:29 Presentation Horror Story12:26 Align With Sales13:30 Thrown Into the Fire16:14 Board Training Resources17:40 Final Book Recommendation18:44 Wrap and Subscribe Keywords board meetings, board presentation, first board meeting, boardroom communication, executive leadership, C-level leadership, CMO, chief product officer, board reporting, first impressions, business metrics, business value, vanity metrics, marketing metrics, board expectations, audience awareness, board member perspectives, presentation structure, from-to slide, change agenda, highlights and lowlights, business goals, pipeline, revenue, customer journey, full funnel, back pocket slide, cheat sheet, executive preparation, peer collaboration, CEO, CSO, sales alignment, product marketing sales alignment, practice sessions, board questions, presentation detail, board governance, fiduciary role, executive coaching, board training, Boards That Lead, Ryan Holiday, The Obstacle Is the Way  Soundbites“Your first board meeting sets the first impression and the roadmap for how you’ll report going forward.”  “The board is interested in business metrics and business value, not vanity marketing metrics.”  “Put yourself in their shoes and speak in their language.”  “Know the audience, know the perspective they’re coming from, and speak to those perspectives.”  “What the board needs to understand is how what you’re doing relates to the overall business goals.”  “Start with a clear from-to slide: here’s where we are today, here’s what we’re moving toward.”  “Use highlights and lowlights, but stay high level and succinct unless they ask for detail.”  “Focus on results, not all the activities you used to get there.”  “Keep a back pocket slide or cheat sheet beside you for the board member who wants to dig into the numbers.”  “Collaborate hard with your peers before the meeting because you do not want misalignment in front of the board.” 

Host Richard Ellis discusses with David Howerton, CEO and founder of VendoIQ, how AI is rapidly flooding sales organizations under board and executive pressure, often driving hurried, uncoordinated adoption that doesn’t ladder up to strategy. They argue AI amplifies existing problems (broken processes, unclear ICPs, weak handoffs, and poor CRM data) rather than fixing them, leading to noise and pipeline issues.The conversation focuses on real field sales work and why productivity breaks down due to context switching and delayed documentation, causing “memory decay” and unreliable forecasting. They highlight opportunities for AI to reduce non-selling tasks by capturing in-person insights quickly and triggering workflows, especially through voice interfaces that meet sellers where they are, turning AI into an assistant that not only records notes but also schedules meetings, drafts emails, and supports faster, more accurate execution. Chapters00:00 AI Hype Meets Reality01:46 Boardroom Pressure to Adopt04:20 AI Needs Strategy and Governance06:13 Fix Processes and Data First10:23 In-Person Selling Advantage13:33 Context Switching Kills CRM17:33 Voice Interface for Field Notes23:50 From Notes to Automated Actions26:03 Leadership Advice to Lean In28:08 Personal Goodness and Wrap-Up Key WordsAI strategy, revenue strategy, sales strategy, go to market strategy, go to market teams, revenue engine, AI adoption, AI governance, AI alignment, business outcomes, workflows, business processes, CRM data, stale CRM data, data quality, source of truth, field sales, field productivity, seller productivity, field marketing, in person selling, human interaction, trust, authenticity, relationship building, context switching, memory decay, meeting notes, conversational intelligence, voice interface, voice input, sales workflows, administrative burden, non selling activities, sales efficiency, sales effectiveness, forecasting, resource allocation, action loops, proactive workflows, AI assistant, digital interactions, customer insights, trade shows, account development, upselling, cross selling, ICP, pipeline, sales leadership, revenue leadership, go to market execution, seller workflows, CRM adoption, real time capture, human and AI interaction Sound Bites“Your organization is already doing stuff with AI in different departments, and that’s all well and good, but it’s not concentrated and it’s very likely not rolling up to a strategy.” “We all know that CRM data is stale. It’s outdated. We’re now in an era where both in the virtual meeting world and in real life, we can fix that.” “Human interaction becomes scarcity. So when you do have an in person interaction, the value is disproportionate.”     

Most B2B marketing teams are sitting on a bloated tech stack they can't justify. Tools bought to fix strategy problems. Duplicate capabilities nobody audited. AI features bolted onto legacy products that were already underperforming.Jessica Fewless has seen it from the inside. As an early architect of account-based marketing and now as a partner at Inverter, she's helped operators untangle exactly this mess.In this conversation with host Richard Ellis, she gets specific about what separates teams that get ROI from their MarTech from teams that just keep buying. How to evaluate tools when AI is making everything obsolete in 18 months. Why intent signals fail when you treat them like a list. What "AI-readable content" actually means before your competitors figure it out. And why the smartest move right now might be short contracts and point solutions you can swap out.Chapters00:00 MarTech Meets AI02:13 Auditing Bloated Stacks04:51 Use Cases And Workflows06:53 Platforms Versus Point Tools10:00 Core Stack Must Haves12:25 AI Budget Pressure Reality16:17 Avoid Long Term Bets18:16 Measure ROI And Governance19:42 Intent Signals In Context22:12 SEO In The AI Era25:09 Cut Waste Do More25:53 Some Goodness And Wrap KeywordsMarTech, marketing technology, marketing tech stack, tech stack audit, vendor sprawl, tool duplication, shiny new tools, strategy gaps, plugging holes with tech, lead quality, demand generation, use case, workflows, process design, governance, rules of the road, integrations, architecture, ROI, CFO scrutiny, budget pressure, boards, headcount reduction, scaling the wrong thinking, AI in MarTech, AI layering, AI native tools, legacy platforms, point solutions, best in class, comprehensive platforms, control, customization, Zapier, stitching tools together, CRM, Salesforce, data management, data quality, email marketing, database, webinar tools, website personalization, account based marketing, ABM, retention risk, positioning, messaging, stickiness, contracts, short term agreements, renewal evaluation, customer success manager, discrete metrics, intent signals, funnel stage, AI research tools, intent in context, website activity, buyer signals, static nurture, signal based nurture, always on strategy, personalization, orchestration, findability, SEO, GEO, AEO, AI indexing, Reddit influence, PR, authority building, top 10 lists, scannable landing pages, tech stack waste, consolidation, creativity, work life boundarySoundbites "...beyond having a way to email your database and having your database, those are the two fundamentals. I kind of feel like everything's up for grabs after that.”"...go into it knowing that that technology might not be relevant three years from now and be okay with that. So don't sign a five-year contract, not that anybody, anybody signs five-year contracts. I wouldn't sign more than a one or two-year contract.”“There should never be a static nurture. There should only be a reaction to signals moving forward.” “The average tech stack inside of a company is mind boggling.”“People were plugging holes in their strategy with technology.”“CFOs and boards and CEOs are saying, AI allows you to do more, so go do more with AI, and I’m going to shrink your tech budget as a result.”“Intent signals need to be combined with the rest of the data so you understand it in context.” 

In this episode, Richard Ellis hosts David Howerton, CEO and founder of VendoIQ, to discuss the effectiveness of trade shows in the B2B sector. Despite high ROI, many companies lose substantial value due to poor planning, weak data capture, and ineffective follow-up. David emphasizes viewing trade shows as part of a holistic program rather than isolated events, focusing on pre-show planning, in-event processes, and post-show follow-up to maximize ROI. Key insights include the importance of in-person interactions, the necessity of capturing meaningful data, and coordination among marketing, sales, and field teams. The episode underscores the need for strategic preparation and execution to leverage trade shows for business growth. Chapters00:00 Introduction to Trade Shows and Their ROI00:52 Guest Introduction: David Howerton01:32 The Importance of Trade Shows in Lead Generation05:24 Maximizing Trade Show Success: Pre-Show Planning13:19 Effective Strategies During the Trade Show21:13 Post-Show Follow-Up: Ensuring ROI25:25 Conclusion and Final Thoughts  Keywordstrade shows, field selling, sales execution, lead capture, follow up, pipeline velocity, buying authority, in person selling, human connection, competitive intelligence, account planning, pre show planning, post show process, CRM breakdowns, memory decay, voice to text capture, natural language interface, sales handoff, rev ops, field marketing, ICP targeting, meeting booking, sales channel strategy, program management, sales workflow, deal acceleration Soundbites“Trade shows are not the problem. The gap between the conversation and what happens next is.”“People show up to events without knowing why they’re there.”“If you can’t articulate who you’re talking to and why, the show is already a loss.”“Human connections are becoming more scarce, which makes in-person moments more valuable.”“You’re not just talking to prospects. You’re sitting inside an ecosystem.”“Memory decay is real. Conversations blur together faster than people expect.”“Capturing names without context is where value disappears.”“Most breakdowns happen at the handoff.”“If follow-up is slow or generic, a competitor will beat you to it.”“Treat trade shows like a sales channel, not a calendar event.”

This episode delves into the art of being a great podcast guest, particularly for senior executives who increasingly turn to podcasts as a platform to build authority and reach new audiences. Host Richard Ellis is joined by award-winning journalist Chris Warren. They explore key attributes that make guests memorable, such as being great conversationalists, connecting small details to bigger themes, and steering clear of self-serving marketing speak. Chris Warren shares practical advice on how to prepare for podcasts, the importance of transparency and storytelling, and how these skills can translate into better leadership and communication in various business settings. The conversation also touches on the co-creation of narratives and engaging with audiences authentically. The episode concludes with a personal touch as Chris shares some recent 'goodness' in his life, namely his enjoyment of a book on Captain Cook. Chapters00:00 The Rise of Podcasting Among Executives00:39 Introduction to Today's Topic: Being a Great Podcast Guest01:35 The Art of Being a Great Conversationalist05:23 Avoiding Common Pitfalls as a Podcast Guest09:04 The Importance of Authenticity and Humility15:52 Relating Podcast Skills to Business Leadership19:47 Co-Creating Narratives in Business Meetings22:38 Conclusion and Personal Reflections Keywordspodcasts, podcast guesting, executive visibility, leadership communication, conversational skills, storytelling, audience service, relevance, authenticity, preparation, listening, humility, credibility, transparency, answering questions, context, examples, narrative, co creation, audience focus, producer perspective, media literacy, executive presence, communication skills, trust, engagement Soundbites “Great podcast guests are great conversationalists. That’s something our culture has almost forgotten.”“You answer the question, then you layer context, examples, and meaning. The best guests connect the small to the big.”“If you come in with five things you have to say, the conversation is already limited.”“When someone reads their answers, you’re done before you start.”“People tune into a podcast for their reasons, not yours.”“Your job as a guest is to serve the audience.”“If your driving impulse is ‘I have to sound smart,’ you’re setting yourself up for failure.”“When you drift, stop yourself. Bring it back. That shows humility and respect for the listener’s time.”“Always answer the question. People ask for a reason.”“How you communicate shapes how people engage with you. It’s foundational.” 

In this episode of 'Some Goodness,' we explore the evolution of account-based marketing (ABM) with Jessica Fewless, VP of Marketing at Inverta and an original architect of modern ABM. The discussion delves into the challenges and missteps in ABM implementation over the last decade, highlighting how marketing discipline, not ABM itself, needs improvement. Jessica provides insights into the need for alignment between sales and marketing, the importance of understanding and targeting the Ideal Customer Profile (ICP), and how AI and technology can enhance ABM strategies. She emphasizes the importance of getting back to marketing fundamentals and the need for rigorous data management. The episode closes with practical tips on creating relevant messaging and maintaining work-life balance. Chapters00:00 Introduction to B2B Marketing Challenges00:43 Guest Introduction: Jessica Fless01:17 The Evolution of Account-Based Marketing (ABM)05:47 Challenges and Missteps in ABM Implementation08:36 The Role of Buying Committees in ABM12:22 Future of ABM and Demand Generation14:20 Fundamentals and Best Practices in Marketing22:18 The Importance of Data Hygiene and AI24:09 Final Thoughts and Personal Insights KeywordsAccount based marketing, ABM, one to one ABM, one to many ABM, marketing discipline, demand generation, sales and marketing alignment, ICP, ideal customer profile, target accounts, buying groups, buying committees, intent data, MQLs, MQAs, pipeline efficiency, revenue efficiency, personalization at scale, relevance, focus, go to market strategy, batch and blast, volume based marketing, signal based marketing, consensus messaging, account focus, TAM versus ICP, sustainable revenue, data hygiene, CRM data, AI in marketing, marketing fundamentals, technology versus strategy, noise in the market, buyer journey, digital buying behavior, sales marketing partnership Soundbites“Marketers were feeling like they were on this hamster wheel. Doing more and more, sending more emails, producing more content, and sales was disqualifying more and more of it.”“One-to-many ABM served its purpose. It broke bad habits like batch and blast and reliance on volume.”“Sales always knew there was a buying committee. Marketing just never operationalized it.”“It should never be a handoff between marketing and sales. It has to be a partnership.”“Buying groups require consensus messaging, not just persona level personalization.”“If you just buy the technology and think you’re doing ABM, you’re skipping the work.”“You are doing your board a disservice by continuing to play into the TAM narrative.”“You can’t build a sustainable revenue engine by focusing on your total addressable market. You have to focus on your ICP.”“AI will not tell you your data is wrong. It will confidently give you answers based on bad data.”

This year-end review episode of 'Some Goodness' delves into the significant business themes of 2025, including the dominance of AI, the importance of clear workflows, and the crucial role of consistent messaging. The episode compiles insights from various conversations with business leaders, including Ben Scoones, Chris Blocker, Chris Strammiello, Stacy Leidwinger, Jim Karrh, Steve Graves, and Larry Sweeney. They highlight that tools and technology alone cannot resolve fundamental issues like weak leadership and poor execution. The discussion explores the balance between human touch and automation, the pitfalls of vanity metrics, and the fundamental role of strong leadership and moral integrity in navigating fast-changing business landscapes. Chapters00:00 AI's Impact on Business in 202500:35 Year-End Review: Lessons from 202501:00 The Pitfalls of Relying on Tools03:07 The Importance of Consistent Messaging04:23 Navigating AI and Leadership Challenges08:07 The Fundamentals of Effective Leadership08:26 The Dangers of Vanity Metrics09:57 The Power of Storytelling in Business12:48 Execution and Moral Leadership16:31 The Role of Trust in Leadership17:53 Final Reflections on Leadership in 2025 KeywordsAI, leadership, judgment, execution, clarity, workflows, decision making, messaging consistency, brand trust, automation limits, fundamentals, prioritization, discernment, sales productivity, win rate, vanity metrics, cost of sale, storytelling, human element, culture, accountability, mentorship, trust, integrity, management, go to market, organizational behavior  Soundbites“Understanding your own workflow should be a basic requirement for doing anything within a business, especially when you’re looking to integrate AI technology.” Ben Scoones  “If you can’t tell a person what to do and expect them to be successful, why would you expect AI to do a good job?” Ben Scoones  “It doesn’t matter having the perfect words. It matters being consistent.” Stacy Leidwinger  “When an organization all uses the same words, that’s when you get power of brand and power of message.” Stacy Leidwinger  “Stories are compelling because something disrupts the status quo and forces a decision.” Jim Karrh  “Most customer success stories are technically correct, but what’s missing is emotion.” Jim Karrh  “When we win, we have to be careful not to get addicted to outcomes.” Steve Graves  “Nothing else is more important than the relationship you have with your manager. Money and managers keep people in their jobs.” Larry Sweeney“Leaders have to show up not just as competent people, but as the kind of people others want to follow.” Chris Blocker 

In this episode of Some Goodness, host Richard Ellis engages with Chris Warren, an award-winning journalist and consulting principal, to explore the art and significance of storytelling in the business world. They discuss the challenges executives face with ineffective presentations and the importance of narrative discipline amidst overwhelming content.Chris emphasizes the need for engaging, human-centered stories rather than sterile, data-heavy content. He shares insights from his extensive career in journalism and screenwriting, offering practical advice on avoiding common mistakes and enhancing business communication through compelling storytelling techniques. Chris also highlights the value of authenticity, emotional connection, and understanding the stakes involved in storytelling. Chapters   00:00 The Crisis of Ineffective Business Communication00:55 Introducing the Power of Storytelling02:01 The Relevance of Storytelling in Modern Business03:40 Common Mistakes in Business Storytelling08:14 Crafting a Compelling Business Narrative13:20 Insights from Journalism and Screenwriting20:22 The Human Element in Storytelling23:36 Conclusion and Personal Reflections       Keywordsstorytelling, business storytelling, content versus story, audience relevance, customer perspective, human connection, authenticity, stakes, tension and resolution, shared reality, protagonist, executive communication, leadership communication, technical expertise, relevance, curiosity, listening, asking questions, humility, credibility, trust, culture, storytelling culture, sales storytelling, customer outcomes, human outcomes, features versus value, connection, narrative, brand story, differentiation, emotional resonance  Soundbites“We are overwhelmed with content, but content is not storytelling. Storytelling is what people remember and repeat.”“Deep knowledge about a topic is not a story. In fact, it is often an impediment to good storytelling.”“The biggest mistake leaders make is assuming their internal world is relevant outside their four walls.”“If you are enraptured with your own world, you are not thinking about your audience.”“Your technical expertise has a place, but not as the lead-in.”“Good stories have shared reality, tension, and resolution. A tsunami of facts is not a story.”“There are stakes in every industry. If you do not name them, you are missing the story.”“You are not the star of the story. Your audience is the protagonist.”“People will remember the human outcome long after they forget the feature list.”“When you stop acting like a walking brochure, you open entirely new pathways to connection.”

In this episode, Richard Ellis delves into the essentials of planning an engaging and effective Sales Kickoff Event (SKO). Despite many companies struggling to create high-impact SKOs, we share practical tips and best practices designed to capture attention and boost retention. The discussion covers the five critical Ps of SKO planning: Purpose, Place, Practicality, Pulse, and Post-SKO, alongside principles of adult learning to ensure sessions are relevant and interactive. From the actionable content to the need for post-event follow-up, this episode is an invaluable guide for C-level leaders aiming to maximize the impact of their SKOs.Download a free SKO how-to worksheet here.Chapters00:00 Introduction and Survey Insights00:37 Planning an Engaging SKO: Overview01:14 The Five Ps Framework13:07 Adult Learning Principles for SKO27:27 Interactive and Engaging Sessions33:27 Designing Your SKO Agenda36:58 Conclusion and Resources KeywordsSKO, sales kickoff, revenue kickoff, five Ps, purpose, place, practicality, pulse, post SKO, adult learning, relevance, experience sharing, problem solving, retention, macro retention, micro retention, gamification, learning objectives, serial position effect, primacy, recency, interactive sessions, engagement, workshops, breakouts, panel discussions, product roadmap, sales strategy, prospecting, cross selling, upselling, executive decision makers, enablement, coaching, account planning, deal strategy, partner strategy, customer panels, seller panels, agenda design, energy management, session types, application oriented learning, practical takeaways SoundbitesAdults keep attention when content is relevant to their role.If everything is a priority, nothing is a priority.Most SKOs fail because they push information, not action.People remember the first thing and the last thing and forget the middle.If your audience can’t tell what to do differently, the session failed.Relevance drives attention; irrelevance drives people to the coffee shop.A kickoff without a clear objective becomes noise, not direction.Panels work when questions are curated, not when the mic roams the room.Retention increases when people apply ideas, not when they watch slides.Post SKO discipline determines whether the event mattered at all.

In this episode, business leaders Richard Ellis is joined by the other founders of Revenue Innovations (Tim Kruse,  Mark Gaydos, and Heather Easterday). They discuss insights from their recent Go-to-Market Executive Roundtable held in Nashville. The event focused on the impact of AI on go-to-market strategies and provided a platform for executives to network, share challenges, and discuss solutions. This discussion highlights the importance of face-to-face events over virtual gatherings and offers practical tips for organizing such events, emphasizing personal invitations, engagement, and practical takeaways. Additionally, they reflect on the importance of connection and real-world interaction in a digitally-driven world, especially as companies plan their Sales Kickoffs (SKOs) for the new year.Chapters00:00 The Rise of Networking in Business Events00:28 Introduction to the Go-To-Market Executive Round Table00:51 Debriefing the Event: Key Insights and Lessons01:26 The Impact of AI on Go-To-Market Strategies03:24 The Value of In-Person Networking05:20 Designing Effective Business Events12:02 Practical Tips for Hosting Successful Events20:19 Planning for Sales Kickoffs (SKO)26:30 Final Thoughts and Personal ReflectionsKeywordsAI, go to market, networking, isolation, loneliness, burnout, disruption, silos, AI fluency, agents, workflows, vertical stacks, productivity, human touch, remote work, hybrid work, cross industry, collaboration, strategy, execution, practicality, round table, Nashville, Dallas, in person events, SKO, sales kickoff, psychological fuel, motivation, anxiety, refueling, leadership, exercises, connectionSoundbites  “Executives are feeling isolated and lonely due to the demands of their roles, and the result is burnout.” “Typical silos are collapsing, and go-to-market strategies look different because AI is reshaping every part of the system.” “Leaders want to know whether AI will disrupt them or make them more productive, and they’re trying to find the balance.” “Ninety five percent of AI initiatives fail, and people want to learn what not to do as much as what to do.” “You can’t replicate the value of sitting next to people, hearing different perspectives, and solving problems together.” “Cross-industry conversations break the echo chamber and show leaders that their challenges aren’t unique.” “People knew this invitation was real because we approached them differently and personally.” “If you want an event to matter, make sure people walk away knowing what they can do this quarter.” “If SKO doesn’t teach people how to execute, you’re just giving them another list of priorities they can’t use.” “The workforce is running on empty, and SKO needs to function as a refueling station, not a pep rally.”

In this episode of Some Goodness, Ben Scoones, Director of Data Science at Kythera Labs, joins Richard Ellis to discuss the impact of AI on the workforce. The conversation covers the decline in human performance skills such as adaptability, creativity, and collaboration, and how these traits are becoming increasingly valuable. Ben highlights the importance of employees assessing the algorithmic nature of their tasks and using AI to enhance their capabilities rather than fearing it as a job threat. The episode delves into how companies can cultivate a positive AI culture, providing training and clear policies, and encouraging innovation from all levels of staff. It also touches upon the challenges of AI project implementation and the necessity of a strategic approach to ensure success.  Chapters00:00 Introduction: The Collision of AI and Workforce00:48 Exploring AI's Impact on Work and Human Capacity01:55 Will AI Take My Job?03:09 Historical Context: The Evolution of Jobs04:28 AI as a Tool for Efficiency07:11 The Decline in Human Performance11:33 High Performers vs. Low Performers with AI17:52 Building a Positive AI Culture18:57 The Importance of Training and Policy21:16 Encouraging Innovation and Idea Sharing23:13 Measuring AI's Impact and Governance26:53 Conclusion and Book Recommendation KeywordsAI, artificial intelligence, workforce, human performance, motivation, optimism, agency, adaptability, creativity, collaboration, automation, repeatable work, algorithmic tasks, job replacement, productivity, human capacity, leadership, psychological fuel, BetterUp Labs, data science, culture, training, AI policy, company strategy, employee engagement, human capital, coaching, performance, high performers, low performers, amplification, mediocrity, processes, workflows, governance, experimentation, flourishing, adoption, ethics, technology, transhumanism, C.S. Lewis, philosophy, nature of work, human judgment, creativity, collaboration, adaptability, remote work, motivation decline, AI readiness, organizational culture, leadership development, innovation, experimentation, governance, learning systems Soundbites“AI may be the most transformative force since electricity, but it's colliding with a workforce that's running out of fuel.” “AI should be seen as an opportunity to free up human expertise for more meaningful work.” “While AI expands capability, human capacity is shrinking. Leaders are caught between the two.” “High performers using AI generate up to 11x more value than low performers with the same tools.” “AI doesn’t just amplify the good. It amplifies whatever you attach it to, including mediocrity.” “You don’t want to just fail fast with AI. You want to learn fast and never fail twice for the same reason.”

In this episode of Some Goodness, the focus is on AI readiness and effective deployment in businesses. Host Richard Ellis interviews Ben Scoones, Director of Data Science at Kythera Labs, discussing research showing a gap between AI investment and meaningful integration.Download the ebook Ben wrote with our Revenue Innovations team: https://www.revenueinnovations.com/AI-ebookKey insights include understanding workflows, avoiding misconceptions about AI capabilities, and the importance of data and clear processes. Five practical applications of AI in go-to-market strategies are highlighted, such as improving efficiency, research, ideation, co-pilots, and democratizing skilled work. The episode wraps up with a discussion on the necessity of evaluating AI's output and a recommendation for the book 'Non-Computable You' by Robert Marks. Chapters00:00 AI Investment Trends and Challenges00:49 Introduction to the Guest: Ben Scoones01:35 Understanding AI Readiness02:03 The Importance of Workflow in AI Integration04:26 Common Misconceptions About AI13:37 The Role of Data in AI Strategy19:52 Practical AI Applications in Go-to-Market Strategies27:04 Final Tips and Human Expertise in AI28:49 Conclusion and Book Recommendation KeywordsAI readiness, workflow mapping, process documentation, automation, generative AI, machine learning, LLMs, algorithmic thinking, predictive modeling, AI deployment, data strategy, data quality, training data, retrieval augmented generation, knowledge management, process optimization, documentation as code, AI integration, sales onboarding, tribal knowledge, go-to-market strategy, sales enablement, marketing automation, customer success, AI applications, research efficiency, ideation, co-pilots, democratizing skills, analytics assistants, skill gaps, MLOps, human validation, algorithmic limits, non-computable tasks, human expertise, philosophical AI, contextual intelligence, AI in business, workflow evaluation, AI experimentation, efficiency gains, AI ethics, machine learning operations. Sound Bites “AI may amplify our work, but only clarity makes it effective.”“If you can’t define a person’s role well enough for them, why would you expect AI to do a good job with it?”“AI is not the best solution for every problem. You have to make sure you’re applying it to the right problem.” “An algorithm is just a series of steps for completing some task. A very simple everyday example of an algorithm is a recipe.”“You can’t just prompt an LLM and say, ‘I want you to do this,’ and expect it to perform miracles. You have to construct those higher-order capabilities step by step.”“Companies seeing the highest ROI from AI are those that mapped out their processes before automating.”“Documentation as code...that idea of maintaining your knowledge base as carefully as your software has never been more important.”“AI lets you democratize skilled work. You can focus on what to do with the information rather than how to retrieve it.”“Someone’s got to decide what good looks like. That’s where the human expertise still matters.”

In this episode, Richard hosts Dr. Chris Blocker, a professor of marketing at Colorado State University and a distinguished research fellow, to discuss the complexities and frameworks of corporate purpose. Blocker delves into the rising challenges faced by Fortune 500 companies in sustaining purpose initiatives amidst public and investor scrutiny. He outlines a four-archetype framework to evaluate corporate purpose strategies and emphasizes the need for authenticity and alignment between a company's signal and substance. The conversation also explores practical tips for leaders to foster purpose within their organizations, measuring sense of purpose among employees, and the significant impact of integrating purpose into business operations on both internal culture and external market success. Resources from the EpisodeDr. Blocker's article in Harvard Business Review - Are Your Company's Purpose Initiatives Working?Ebook about his purpose research - Being Purpose-Oriented: A Practical Map from Noise to Impact Chapters00:00 Introduction: The Corporate Purpose Crisis00:59 Meet the Expert: Dr. Chris Blocker01:36 Defining Corporate Purpose02:57 The Four Archetypes of Purpose04:07 The Risks of Purpose Washing05:12 Purpose Beyond Profit08:27 Aligning Purpose with Operations14:39 Purpose in Leadership and Sales23:03 Practical Tips for Embedding Purpose26:23 Conclusion and Final Thoughts Keywordspurpose, authenticity, leadership, sales motivation, employee engagement, intrinsic motivation, corporate culture, signal and substance, why who what framework, meaning at work, generational engagement, trust, alignment, organizational purpose, purpose-driven selling, brand credibility, transitional purpose, storytelling, measurement, performance, fulfillment, connection, resilience, value alignment Soundbites “There really has to be an alignment between three things: the why, the who, and the what. If you skip over any of them, bad things happen.”“You can think about risk in two ways: sinking the boat or missing the boat. Signaling purpose without substance will sink you; ignoring purpose altogether means you’ll miss it.”“The comp plan keeps the lights on, but purpose turns the lights up.”“To have success externally today, you almost have to move into this quadrant I’d call transitional purpose. You’re making real changes, but you’re not shouting about them.”“Leaders have to show up not just as competent people, but as the kind of people others actually want to follow.”“Simplifying is probably the first step, going back to the origins of the organization to ask, why did we start this to begin with?”“Purpose connects the paycheck to the person to who they are, to their clients, and to their broader sense of contribution.”“Engaging veteran people who have rich stories about clients, stories a younger generation can grab onto, is one of the most powerful ways to build purpose.”Visit us for more information about Revenue Innovations.

In this insightful episode of Some Goodness, host Richard Ellis challenges the conventional B2B sales metric of win rate, arguing that it can often be a vanity metric that hides inefficiencies. Instead, he introduces cycle yield (revenue generated per selling hour) as a more effective measure of sales productivity. Richard provides a detailed explanation and comparison of two sales reps' performance to illustrate how cycle yield can reveal true efficiency and guide better coaching and strategy. He also offers practical tips on how leaders can start tracking and utilizing this metric with existing tech stack data. A cycle yield calculator is available for download from this link. Chapters00:00 Introduction: The Truth About Win Rates01:11 The Vanity of Win Rates03:07 Introducing Cycle Yield03:56 Case Study: Sarah vs. David06:53 Measuring Cycle Yield07:58 Implementing Cycle Yield Insights09:22 Conclusion: Building a Scalable Sales Engine KeywordsB2B revenue, sales organizations, win rate, vanity metric, sustainable growth, performance dashboards, board meetings, sales engine, sales leaders, cycle yield, revenue per selling hour, sales process efficiency, selling hours, qualification, prospecting, pipeline velocity, wasted motion, CRM, sales engagement tools, sales coaching, leaderboard, scalable process, profitable process, SMB motion, enterprise sales, data-driven revenue leader, cycle yield calculator, Revenue Innovations, Richard Ellis, Some Goodness Soundbites“Win rate can be one of the most misleading numbers on your dashboard. It tells you what happened, but it tells you nothing about the incredible cost of that win.”“Everyone celebrated the logo, but no one calculated the cost. The win rate went up, but the business may have actually lost ground.”“Cycle yield connects sales activity directly to business value, turning the spotlight from ‘did we win’ to ‘how efficiently are we winning?’”“Efficiency, not just outcomes, is the mark of a modern data-driven revenue leader.”

In this episode of Some Goodness, host Richard engages with David Wolf, a seasoned recruiting expert with over 24 years of experience placing professionals in top sales leadership roles. They discuss David's seven-step framework for intentional career growth, covering vision, desire, acceptance, intention, action, and allowance. David shares valuable tips on how professionals can take control of their career paths, emphasizing the importance of having a personal vision, nurturing positive emotions, and maintaining an optimistic attitude. The conversation provides actionable insights for current and aspiring C-level leaders to maximize their impact and advance their careers. Chapters00:00 Introduction: Taking Control of Your Career Growth00:33 Meet David Wolf: Career Progression Expert02:24 The Importance of Vision in Career Growth06:46 Harnessing Desire for Career Advancement07:42 Acceptance: Embracing Strengths and Weaknesses11:38 Intention and Action: Key Drivers of Success16:27 Allowance: Letting Go of Anxiety and Guilt18:01 Conclusion and Personal Insights  Keywordscareer growth, executive recruiter, sales leadership, unstoppable career, vision, desire, acceptance, intention, action, allowance, mindset, self-awareness, optimism, resilience, motivation, leadership development, career progression, CRO, director to VP, personal vision, following leaders, big goals, breaking barriers, positivity, letting go of guilt, adaptability, relationships, clients, recruiting process, perseverance, networking, family, legacy, pickleball, grandchildren, integrity, technology industry Soundbites “Your vision can be 10 times better than what you think is because we hold ourselves back oftentimes.” “Acceptance is accepting who I am, and I think very highly of myself. I didn’t before, but I’ve learned that if I don’t do it, nobody else is gonna do it for me.” “Obstacles are actually doors and pathways to success. Count them. They’re your blessings.” “When I have an assignment from a client, I own it. I think of them when I start the day off, I think of the CEO or the VP of sales, whoever I’m recruiting for, and I’m thinking of his vision and what it’s gonna take to get there.” “I don’t hide behind emails or text or stuff like that as much as I possibly can.” 

In this episode, Richard engages with Dr. Jim Karrh to delve into the significance of B2B success stories and their impact on purchasing decisions. They discuss the crucial components of effective storytelling and how it can build trust, drive conversations, and distinguish leading brands. From articulating the hero's journey to integrating emotional elements, they uncover the principles behind compelling customer stories. They also explore practical strategies for assembling 'story banks' and effectively deploying these narratives across different business functions, including sales, marketing, product, and customer success teams. Jim shares actionable advice for making stories resonate deeply with varied personas and industry roles, ultimately maximizing impact. The conversation concludes with recommendations on leveraging success stories internally to foster alignment and better customer understanding within teams. Additionally, Jim offers insights from Robert Cialdini's influential book, 'Influence,' as a valuable resource for mastering the psychology of decision-making. Chapters00:00 The Power of B2B Success Stories01:02 Introduction to Dr. Jim Karrh01:55 Essential Components of a Good Success Story04:42 The Importance of Emotion in Storytelling06:09 Crafting Relatable and Engaging Stories11:18 Building and Utilizing a Story Bank12:58 Cross-Industry Storytelling and Its Benefits17:43 Deploying Success Stories Effectively20:47 Broader Applications of Success Stories23:42 Final Thoughts and Recommendations26:10 Closing Remarks and Personal Reflections Keywordsstorytelling, customer success stories, case studies, B2B marketing, trust building, emotional hook, hero’s journey, sales conversations, customer experience, fear and anxiety, story bank, buyer personas, use cases, industry relevance, cross-industry insights, business problems, expert seller, knowledge, skill, team support, sales enablement, messaging, marketing, product teams, customer success teams, internal alignment, outcomes, compliance, stress reduction, teamwork, pipeline, forecasting, Robert Cialdini, Influence, social proofSound Bites“The challenge for a lot of customer success stories is to bring that human element in, because behind every business decision there’s fear, anxiety, or a gnawing problem driving it.”“I’m a big fan of what we might call story banks. It’s a collection, almost like a box of chocolates, so you’ve always got the right story to match the buyer, the role, or the use case.”“The three key inputs for good storytelling are knowledge, skill, and team support. Confidence is not an input. It’s a byproduct.”“Never tell a buyer, ‘I know a situation exactly like yours.’ People recoil from being told they’re exactly like somebody else. Instead, say, ‘This reminds me of…’ or ‘I see some similarities.’”“When you frame outcomes in your success stories, don’t stop at revenue or cost savings. Think broadly...less frustration, more compliance, reduced stress, and smoother teamwork can be just as powerful.” 

In this episode of Some Goodness, host Richard Ellis interviews Dr. Jim Karrh, a renowned professor, author, and consultant specializing in marketing and customer communication. They discuss the critical importance of understanding and improving customer health as businesses face significant attrition challenges. The conversation explores how traditional methods like Net Promoter Score (NPS) are becoming outdated, and introduces a more holistic, data-driven approach to evaluating customer health. Jim highlights a three-dimensional framework comprising customer relationship quality, product usage, and value realization, offering practical guidance on how to implement these metrics. The episode also delves into the role of different business teams in influencing customer health and shares best practices for conducting effective Quarterly Business Reviews (QBRs).Here is a link to the resesarch Jim mentions: https://hbr.org/2024/07/toward-healthier-b2b-relationships  Keywords customer health, customer relationship quality, product usage, value realization, retention, churn prediction, net promoter score, NPS, Harvard Business Review, Toward Healthier B2B Relationships, customer success, account expansion, data-driven strategies, subjective vs. objective data, QBR, quarterly business review, strategic collaboration, value creation, BigCommerce, Revenue Innovations, customer success team, sales team alignment, customer retention, predictive metrics, customer experience, multi-dimensional framework, account team, product team, financial team, customer insights, client engagement Sound Bites  "Sometimes it's hard to get customers to tell us what's going on." "We really need to engage a lot of different teams inside the company to get a good gauge of customer health." "Map out contributions by function to customer health. Just start there." "Treat QBR as a precious opportunity." "No one expects your stuff to work perfectly all the time." "Be as objective as you can in terms of the inputs to gauge customer health and rely on your best people across teams to say, what are the implications for us?" "Start somewhere. You probably have a lot of good inputs that can get you going."

In this episode of 'Some Goodness,' host Richard Ellis welcomes Drea Armstrong, a seasoned VP of Marketing at Kubit, to explore the challenges and opportunities in building an executive-level marketing career. They discuss the increasing competitiveness of marketing roles, with less than 5% of marketers reaching VP positions, and the need to adapt to constant change. Drea shares her insights on the importance of leveraging new tools, the shift from activity metrics to outcome-based measures, and the critical role of empathy and technical leadership. They also delve into the significance of experimentation, the practical use of AI to increase efficiency, and the evolving landscape of marketing leadership. The conversation is packed with practical tips and strategies for aspiring marketing leaders. Chapters00:00 Introduction: The Competitive Landscape of Marketing Careers00:42 Meet Drea Armstrong: A Dynamic Marketing Executive01:28 Navigating Change and Innovation in Marketing03:30 Proving Marketing's Impact: From Activity to Outcomes05:38 The Importance of Empathy and Strategic Leadership08:15 Embracing Experimentation and Learning from Failure12:55 Leveraging AI in Modern Marketing20:23 Path to Leadership: Overcoming Imposter Syndrome22:02 Closing Thoughts and Sharing Goodness  KeywordsMarketing leadership, B2B SaaS, innovation, change management, marketing technology, automation, outcomes over activity, data-driven marketing, voice of the customer, empathy in leadership, experimentation, best practices, AI in marketing, efficiency, workflow integration, career advancement, imposter syndrome, authenticity, collaboration, organizational success, audience insights Sountbites"For me, change has always been the constant.""Fortune favors the brave; it’s those who are not afraid of the change who end up leading organizations.""You need to be an authentic member of your market, not just someone asking questions from the outside.""Failure is so important, not just as a department or company, but as an individual.""Experimentation is where the money’s made; best practices are just a starting point, not gospel.""AI isn’t replacing anything; it’s giving you the time to complete the stuff you never had time to do.""It’s about weaving AI into your day, not adding it as one more thing on your to-do list.""Imposter syndrome is very real, but those who feel it are often the most fit to lead.""As a leader, you’re responsible not just for your function but for the success of the entire organization."

 In this episode, host Richard Ellis interviews marketing executive Dreya Armstrong. They discuss the underutilization of MarTech stacks, currently at just one-third of capacity according to Gartner. Dreya, the VP of Marketing at Kubit, shares insights on simplifying marketing operations and driving impactful business transformations. She emphasizes the importance of aligning tech adoption with real needs, reducing operational friction, and cultivating a culture of continuous learning and collaboration. The conversation covers key strategies for achieving operational excellence, the significance of questioning the status quo, and the value of building strong, trust-based relationships across technical and non-technical teams.Chapters00:00 Introduction: Underutilization of MarTech Stacks00:42 Meet Drea Armstrong: Simplifying Marketing Complexity01:40 The Persistent Issue of Underutilized Tech05:29 Operational Excellence vs. Business Impact13:07 Bridging the Gap: Technical and Non-Technical Stakeholders16:27 Practical Tips for Simplification and Efficiency21:11 Conclusion and Personal Insights KeywordsMarTech stacks, simplification, strategic transformation, marketing ops, impact, operational excellence, automation, ROI, business impact, enabler, status quo, tech silos, bridging the gap, goals, effort audit.Soundbites Automation without understanding is like painting a dirty room if you don't know where stuff is supposed to go, layering automation over the top of it makes it a bigger mess that you just have to end up digging everything out. If the answers are fuzzy, the tool's probably not worth the investment. If you have an ops person that people are flagging to say, let's get them in this room and be part of the conversation, that's a really good sign that you're functioning with operational excellence on the counterpart. I think the concept of, that's how we've always done it, is a red flag for it probably needs to be redone. I'll take a look at my team's work and I'll say, ‘let's go through this with our goals in mind and mark whether or not the work you're doing on a, you know, it's a one week audit. This week, I just want you to write down everything you did in the week, and then I want you to say whether true or false, this activity contributed directly to one of the goals that we have for the court.

 In this special episode of Some Goodness, host Richard revisits a popular conversation with executive leadership expert Jack Galloway. Jack shares invaluable insights on handling conflict, creating clarity, and leading with both courage and kindness. This episode addresses why it's crucial to tackle difficult conversations promptly and how clarity equates to kindness in leadership. Galloway offers practical advice on managing difficult interactions and building stronger teams, making this episode essential listening for current and aspiring leaders. The episode also includes statistics highlighting the prevalence of toxic coworkers and ineffective managers in the workplace, underscoring the need for adept leadership. Clear here to download a free cheat sheet to go wtih this episode.. Chapters00:00 Introduction and Episode Overview01:22 Statistics on Difficult People at Work02:01 Introducing Jack Galloway03:00 Jack's Perspective on Avoiding Conflict05:05 Practical Tips for Handling Conflict06:33 The Importance of Clarity in Leadership12:26 Balancing Candor and Kindness18:38 Prioritizing Tasks and Managing Workload28:10 Creating a Positive Work Culture32:27 Conclusion and Final Thoughts Keywordsdifficult conversations, conflict, clarity, kindness, leadership, team, tough conversations, boundaries, trust, radical candor, curiosity, empathy, feedback, culture, priorities, effectiveness, toxic people, workplace, honesty, vision, goals, roles, performance, administrative burden, coaching, communication, trust, influence, feedback, change, personal growth, professional development, strategy, family, teams, success, priorities, stress, busyness, management, sales, trust, toxic culture, role clarity, transitions, career, kindness, constructive criticism SoundbitesTo be unclear is to be unkind. To be clear is to be kind. And that just resonated with me, especially with my Enneagram nine peacemaker style. I sometimes was being so kind that I wasn't delivering any clarity.The majority of the population simply just does not deal well with conflict in any part of their life—including in the workplace. There's fear that it's gonna go horribly wrong. They don't know how to do it the right way. So there's fear that it's gonna go wrong, and there's a lack of just skill and experience on the right way to do it, to have a positive outcome.The things that I always try to do when I'm having a, what I call a difficult conversation, is to be curious and curious to me means I'm not predetermining what's going on. I don't know what's going on. All I know is what I observed.If I have difficult conversations with 10 people on a regular consistent basis, with nine of them, if I will have it early, ask questions, be non-judgmental, be clear, point out what I'm seeing, have the courage to tell 'em what's working and what's not working—even the toughest character out there wants to engage with a leader that does that.We feel like we have cast a clear vision, we've cast a clear plan, a clear strategy, some clear goals. We feel like everybody knows exactly what we know and what we're thinking. And then when I sit down with their teams, very few of them have those things and they go, you know what? I don't know those things. I've heard bits and pieces, but I don't know where we're going or why we're going there.If we'll do the things we're talking about while we're in that level of influence in that role, it impacts those people beyond just their jobs. It impacts them in their family lives. It makes fathers better fathers. It makes mothers better mothers. It makes people better spouses and it helps 'em in different areas of their life.”  

In this special birthday episode of 'Some Goodness,' host Richard revisits the most downloaded episode of the year featuring Mike Fouts, an experienced Chief Business Officer. They discuss the unique challenges and valuable lessons learned when leading a high-growth business unit within a larger legacy software company. Key insights include retraining muscle memory from traditional business practices, the importance of prioritizing what matters, and the distinct differences in marketing and client acquisition. The episode also offers practical advice for leaders contemplating career moves into high-growth or legacy companies.  Birthday Gift!Enjoy this free download to go with this episode:  Chapters00:00 Introduction and Special Announcement00:14 Replay of the Most Downloaded Episode02:12 Introduction to Mike Fouts03:00 Challenges of Leading a Growth Company05:11 Adapting to High-Growth Dynamics07:10 Differences in Business Reviews10:59 Customer Acquisition and Marketing Strategies12:45 Fundamentals and Practical Tips15:28 Career Advice for Leaders17:29 Personal Anecdotes and Conclusion Keywordsgrowth company, legacy company, muscle memory, agility, flexibility, delegation, collaboration, acceptance, prioritization, customer acquisition, marketing, top of funnel, sales methodology, pipeline, velocity, scale, profitability, structure, leadership, career move, self-awareness, business review, fundamentals, expansion, renewals, governance, transformation, operational systems, mindset shift, hiring, change management, RPM, culture fit, headcount, efficiency, business unit Soundbites“Growth companies are much less rigid and more flexible... You have to be much more aware of delegating, of being accepting of certain things, and encouraging people to test the limits of rules and the box you live in.”“Know who you are, and be honest about what you want... Our time on this marble is pretty short, so don’t be miserable in that time.” “You’re going to introduce process where you don’t need process... Accept it and go and let it run because it’s in a growth mode.” “The biggest thing we do differently is customer acquisition and marketing… Your two primary plays in a legacy company are expand and renew. But in a growth company, the lifeblood is the land component.” “Prioritize what matters... and just accept the rest and put it on your list and address it as time and the business evolve and permit.” “You can’t change everything.” (A mantra that recurs throughout Mike’s commentary and reinforces his approach to leadership transitions)

In this special anniversary episode, Richard Ellis is joined by Heather Easterday to celebrate one year of 'Some Goodness' by reflecting on the show's origins, discussing the importance of structured reflection in organizations, and sharing insights from interviews with business leaders. Topics include effective leadership, the power of storytelling, the importance of sales and marketing alignment, and practical tips for new C-level leaders. The episode emphasizes the value of mentorship and consistent messaging within organizations, while providing actionable advice for navigating career moves between high-growth startups and established companies.Chapters00:00 Reflecting on a Year of Success00:49 The Origin Story of the Podcast03:51 The Power of Difficult Conversations07:22 The Art of Storytelling in Leadership11:23 Aligning Sales and Marketing for Success15:10 The Importance of Consistent Messaging17:58 Mentoring and Leading Different Teams23:41 Making Career Moves: Advice for Leaders25:40 Looking Ahead: Exciting Future Plans   KeywordsIn this special anniversary episode, the hosts celebrate one year of 'Some Goodness' by reflecting on the show's origins, discussing the importance of structured reflection in organizations, and sharing insights from interviews with business leaders. Topics include effective leadership, the power of storytelling, the importance of sales and marketing alignment, and practical tips for new C-level leaders. The episode emphasizes the value of mentorship and consistent messaging within organizations, while providing actionable advice for navigating career moves between high-growth startups and established companies. Soundbites“Sometimes the body part you like to train least is the one you really need to train most.” – Chris Strammiello“Clarity is kindness. But if I’m kind without the clarity, I haven’t done you any favors.” – Jack Galloway“It’s not your pitch, it’s our pitch.” – Chris Strammiello“People won’t remember all 20 slides, but they’ll remember how you made them feel.” – Larry Sweeney“Consistency isn’t about finding the perfect words — it’s about making sure everyone uses the same words.”– Stacy Leidwinger“If sales isn’t successful, we’re not successful.” – from Tracey Mustacchio’s story about a pivotal wake-up call“You have to create a tribe of mentors around your team.” – Chris Strammiello“Know who you are. Know what you want.” – Mike Fouts“Avoiding difficult conversations almost always makes the problem worse.” – Jack Galloway“Own the morning. It’s the only time that feels like it’s fully yours.” – Chris Strammiello

In this episode, we discuss the challenges and necessities of translating bold strategies into actionable growth with Chris Strammiello, Chief Revenue Officer at Lean Solutions Group. With over 25 years of experience in sales, marketing, and strategic operations, Chris highlights the critical role of leadership, different approaches to growth depending on industry and business needs, and the importance of owning and shaping strategies. Key takeaways include understanding product-market fit, navigating dependencies, the value of broad market insights, and aligning teams and board members around shared goals. Chris also shares personal insights on maintaining balance and productivity in a demanding executive career. Chapters00:00 Introduction: The Challenge of Turning Strategy into Action00:49 Guest Introduction: Meet Chris Strammiello01:17 Growth Mindset: Adapting to Business Needs05:06 Executing vs. Developing Strategy11:01 Aligning with the Board: Key Elements for Success15:07 Team Alignment: Engaging and Involving Your Team18:23 Executing a Given Strategy: Ownership and Accountability20:23 Conclusion: Extra Goodness and Personal Insights Keywordsstrategy, execution, growth, leadership, sales, CRO, McKinsey, revenue, mindset, transformation, alignment, scaling, adjacency, board, metrics, ownership, accountability, communication, team, product-market fit, Lean Solutions, market opportunity, repeatable, scalable, dependencies, change management, collaboration, transparency, innovation, talent, planning, risk, numbers, feedback, buy-in, stakeholders, culture, morning routine, Miracle Morning Soundbites"Sometimes the body part you like to train least is the one you really need to train most." "When you get to the top of the sales stack, what you've done is not good enough anymore." "It's all about the numbers... You can have great ideas, you can have great structural concepts, but show me the numbers." "Show me why it's repeatable. You gotta show me why it's scalable." "It's not your pitch, it's our pitch. And that's more powerful." "A culture of accountability is so essential in sales, and if your leaders or your sellers view any light between you and your CRO, you and your CEO, you and the plan itself, well that's gonna really dramatically lower their accountability." "The approach  you take is almost as important as the deliverables." 

In this episode of 'Some Goodness,' Richard hosts Stacy Leidinger, a seasoned product and marketing leader, to discuss the critical importance of consistent messaging across all organizational functions. Highlighting research from Forrester B2B that shows aligned sales and marketing teams achieve 24% faster revenue growth over three years, Stacy explains how clarity and consistency in messaging can differentiate a company and enhance its brand power. The conversation delves into practical steps for creating effective messaging by incorporating customer feedback, testing through various channels, and consistently updating internal playbooks. The episode also touches on the application of AI tools to optimize and scale messaging efforts. Stacy shares insights on leveraging a master messaging playbook across marketing, sales, and customer success teams, as well as the importance of enabling channel partners with simple, effective communication tools. The discussion concludes with a balanced view on whether CROs should oversee both sales and marketing to ensure alignment.Chapters00:00 The Power of Consistent Messaging00:42 Introduction to Stacy Leidinger01:20 The Importance of Consistency Over Perfection03:14 Crafting the Perfect Message: Steps and Strategies04:23 Testing and Validating Your Message06:41 Leveraging Analysts and Events for Messaging08:33 Creating and Using a Messaging Playbook14:55 The Role of AI in Messaging22:01 Aligning Sales and Marketing: The CRO Debate25:05 Final Thoughts and AI Tools for Productivity Keywordsaligned teams, consistent messaging, revenue growth, sales, marketing, customer success, message consistency, brand power, voice of the customer, value proposition, message testing, cross-functional collaboration, product, positioning, stats, customer stories, playbooks, RFPs, executive alignment, partner enablement, analyst feedback, Gartner, message format, sales enablement, SDRs, SEs, messaging playbook, content reuse, storytelling, AI tools, generative AI, persona targeting, industry messaging, message optimization, website content, social posts, PR, proof points, sales conversations, discovery, industry case studies, partner messaging, trigger words, product differentiation, revenue impact, marketing alignment, CRO, CMO, demand generation, brand awareness, strategic alignment, SEO, Notebook LM, Google AI, productivity tools, content summarization. Soundbites“It doesn’t matter having the perfect words. It matters being consistent.”“When an organization all uses the same words, that’s when you get power of brand, power of message.”“Messaging is so critical to everything the organization does.”“You don’t have to share everything day one, day two, or even day 50. Just pull the right piece at the right time.”“Customers pick up on inconsistencies.”“You can only grow as fast as everyone recognizes your name.”“You need to make your messaging so simple that when they hear those words, they think of you.”“If your product helps them sell more, it will get moved up in that line.”“SEO in five years is going to be gone.”“The partner’s not going to say your acronym. They’re going to talk about the pain they have.”“You need to make your messaging so simple that when they hear those words, they think of you.”

In this episode of 'Some Goodness', Richard Ellis discusses the significant impact of mentorship on business outcomes, from improved employee retention and job satisfaction to increased revenue and profits, with guest Chris Strammiello, Chief Revenue Officer at Lean Solutions Group. Chris shares his unique career journey, the role of mentors in his success, and his approach to leading and mentoring diverse teams. He emphasizes the importance of tailored, intentional mentoring and the benefits of leveraging the collective wisdom within an organization. The discussion also covers practical tips for creating effective mentoring programs, fostering a culture of continual learning, and building resilient, high-performing teams.Chapters00:00 Introduction: The Power of Mentoring01:04 Meet Chris Strammiello: A Journey of Leadership02:04 The Value of Diverse Experiences in Leadership04:25 Triangulating Wisdom: Leveraging Team Insights05:58 From Mentee to Mentor: Overcoming Imposter Syndrome08:26 Building High-Performing Teams Through Mentorship13:33 Personalized Coaching: Tailoring Mentorship to Individual Needs16:44 Scaling Mentorship: Coaching Leaders to Mentor19:39 Final Thoughts: Intentional and Structured Mentoring20:50 Extra Goodness: Simplifying Fitness for Better ResultsKeywordsmentoring, mentorship, leadership, sales leadership, team development, coaching, business growth, employee retention, job satisfaction, professional development, high performance teams, revenue growth, leadership training, personalized coaching, internal mentoring, external mentoring, learning blocks, preparation, trust building, scalable leadership, first-line managers, leadership pipeline, mentoring structure, sales enablement, sales training, executive coaching, organizational health, leadership confidence, decision-making, career development, tribe of mentors, case for change, tailored coaching, growth mindset, mentoring outcomes, business transformation, talent development, strategic leadership, mentorship programs, leadership impactSoundbites"Mentors have really been what's allowed me to find some success and to make great relationships—I look at that as the cornerstone of my career.""You can’t do it on your own. The success of a sale is the culmination of the work of your entire organization.""There’s magic in getting things done through others.""I don’t have a monopoly on good ideas—and neither do my best team members. That’s why I triangulate the wisdom of others.""People need free space to learn that’s not directly under the microscope of their manager.""If you want to scale your impact, it’s not just about your mentoring—it’s about building a tribe of mentors around your team.""You’ve got to create the case for change, even with your own people—not just customers.""The more personal you make every coaching point, the more buy-in and change you’ll get.""I’m still a mentee. I’m learning from my team, from other leaders, from everyone around me.""Sometimes, simplifying to one thing is what drives the most progress." 

In this episode, seasoned business leader Stacy Leidinger joins Richard Ellis to discuss the critical importance of understanding and operationalizing the voice of the customer in B2B environments. Highlighting that only 14% of companies have a comprehensive view of their customer despite the significantly higher profitability for those that do, Stacy provides practical guidance on capturing customer insights and integrating them into sales and marketing strategies. Various techniques for maintaining engagement, aligning sales and marketing teams, and leveraging technology for buyer intent signals are also discussed, emphasizing a customer-centric approach across all business operations. Chapters00:00 Introduction and Importance of Customer Insights00:39 Meet Stacy Leidinger: B2B Software Leader01:08 Challenges in Capturing the Voice of the Customer04:03 Strategies for Effective Customer Advocacy06:05 Aligning Sales and Marketing for Success08:03 The Role of Marketing in Sales Enablement14:11 Engaging Customers with Insights and Technology20:07 Practical Tips for Leaders21:08 Conclusion and Personal Goodness KeywordsVoice of customer, B2B marketing, customer insights, sales alignment, marketing alignment, revenue growth, outcomes, value, customer pain points, customer advocacy, events, sales enablement, product marketing, QBR, shared metrics, go-to-market kickoffs, buyer intent signals, personalization, customer engagement, leadership practices Soundbites"It's all about the value and the outcomes." "When organizations don't stay close to the customer, they assume they know who it is. That's one of those fundamental challenges that I often see organizations fall victim to." "There is one number that the board stakeholders and everyone cares about, and that's the revenue you're producing." "The best organizations I've worked with haven't had sales kickoffs. They've had go to market kickoffs." "Out of all the customers that bought and were new that we acquired this quarter, how many showed buying signals six months ago? And it was 80%." "When you're in any meeting, you're discussing anything about the company. If you haven't heard someone say the word customer. Ask why." "I can't think of anything that really shouldn't center around the customer that you're doing." "Customer pains are always shifting. Business dynamics are always changing." "If sales isn't successful, we're not successful."  

In this episode, Richard Ellis and executive recruiter David Wolf discuss the challenges of hiring the right sales talent. The conversation covers the importance of resilience, grit, and a growth mindset in sales. David shares insights on the evolving dynamics of remote work, effective recruiting practices, and the significance of understanding company culture and market trends. Practical tips for new sales leaders to build a successful sales team and the essential role of communication in the hiring process are highlighted. The episode wraps up with David sharing some personal goodness about community and camaraderie fostered through playing pickleball. Chapters00:00 Introduction: The Challenge of Hiring Sales Talent00:40 Meet the Expert: David Wolf's Background01:50 The Complexity of Hiring in Today's Market04:42 Key Traits of Successful Salespeople06:34 Building a Resilient and Knowledgeable Sales Team10:50 Understanding Company Culture and Market Trends15:02 The Role of Sales Leaders in Recruitment18:03 Final Thoughts and Practical Tips18:57 Personal Reflections and Closing Remarks KeywordsSales Hiring, Sales Team, Recruiting, Sales Talent, Sales Leadership, Sales Culture, Sales Process, Sales Success, Hiring Mistakes, Sales Training, Remote Sales, Onboarding, Sales Growth, Talent Acquisition, Resilience, Grit, Growth Mindset, Entrepreneurial Mindset, Customer Success, Communication Skills, Sales Pipeline, Interview Process, Culture Fit, Sales Development, Hiring Strategy, Candidate Selection, Sales Coaching, Sales Enablement, High-Performing Teams, Executive Recruiting, Building a Sales Team Sound Bites"Resilience is the number one issue. The best salespeople bounce back quickly and don’t let rejection derail them." "Great sales teams don’t just happen—they’re built with intention, strong leadership, and the right hiring process." "If you don’t believe in the product, don’t take the job. Chasing a comp plan alone will never make you successful." "Sales leaders need to be hands-on in hiring. You can’t just rely on HR’s keyword searches to find the best talent." "The best sales reps treat their territory like their own business. That entrepreneurial mindset makes all the difference." "A great salesperson isn’t just a closer—they’re a listener, a strategist, and a problem-solver." "Job descriptions are living documents. Once you start interviewing, you may realize your ideal hire looks different than what you expected." "Don’t build a sales team without understanding your culture, your customers, and how you’ll support your reps to succeed.""Your best hire might not check every box on paper, but they bring something invaluable to the team." "Sales is a game of momentum. The reps who never stop learning, never stop growing." 

This episode of 'Some Goodness' explores how to handle difficult conversations and set boundaries in the workplace to build stronger teams. Host Richard Ellis engages with Jack Galloway, a seasoned executive and leadership consultant, who shares his expertise on transforming challenging interactions into growth opportunities. Key insights include the importance of addressing problems promptly, approaching conversations with curiosity and empathy, balancing clarity with kindness, and fostering a culture of honesty and mutual respect. Galloway's practical tips are aimed at helping leaders manage conflict effectively and align their teams towards common goals. Chapters00:00 Introduction: The Prevalence of Difficult Coworkers00:23 Transforming Challenges into Opportunities00:49 Meet Jack Galloway: Leadership Expert01:38 The Importance of Addressing Conflict Early05:11 Practical Tips for Handling Tough Conversations10:53 Balancing Candor with Kindness17:10 Prioritizing Tasks for Effective Leadership26:39 Creating a Positive Workplace Culture31:04 Conclusion: The Impact of Good Leadership KeywordsConflict resolution, Toxic coworkers, Leadership, Clarity / Being clear, Avoidance, Fear, Boundaries, Team harmony, Candor / Kindness, Culture, Coaching and mentoring, Role alignment, Trust, Underperformance, Priorities and capacity, Toxic environment, Growth opportunities, High-performing teams, Accountability Sound Bites “Difficult people are everywhere, and avoiding them isn’t an option.” “I would rather see a business leader do fewer things and do them with success, do them well, than to do many things and do none of them well.” “To be unclear is to be unkind, and to be clear is to be kind.” “When you mention venting, I’m actually okay with venting if it leads us somewhere.” “If we’re not doing these things, we should not expect our teams to do these things.” “You could take a great salesperson who’s good on a phone … and suddenly you put them in doing some administrative duties and their productivity goes from a nine to about a two.” “If we’ll do the things we’re talking about while we’re in that level of influence in that role, it impacts those people beyond just their jobs … it helps them in different areas of their life.” “We still have to lead our organization towards success. But in the midst of doing that, we do all these things that we’ve talked about here today, and we start to develop a really strong team.”

In this episode of 'Some Goodness,' Richard Ellis invites his friend and business partner, Mark Gaydos, to share insights from his video series, 'Rooted in the Real World.' Mark talks about how the concept of the series evolved through exploring themes like farming, nature, and craftsmanship, and how they can be applied to leadership and organizational health. Key takeaways include the importance of single, strong leadership and the microbial elements of organizational culture. The episode also draws attention to balancing the digital and human aspects o leadership, using practical insights from real lived experiences. Chapters00:00 Introduction to Accenture Life Trends 202500:36 Exploring Rooted in the Real World01:01 Meet Mark Gaydos01:57 The Genesis of Rooted in the Real World05:36 Lessons from the Christmas Tree Farm11:35 Insights from the Regenerative Farm17:50 Balancing Tech and Human Connection22:20 A Personal Story from Normandy24:46 Conclusion and Challenge to Viewers KeywordsLeadership, Revenue Enablement, AI & Technology, Human-Centered Work, Culture, Business Growth, Organizational Health, Digital Fatigue, Trust & AccountabilityStorytelling, Vision & Mission, Strategic Planning, Farming & Cultivation, Regenerative Business, Adaptability, Inspiration, Communication, Decision-Making, Operating Systems, Team Dynamics Soundbites "Businesses must recognize the shift towards authenticity and meaningful human experiences."  "The tree will eventually get unhealthy if you let the double leader go. You’ve got to be good at recognizing it and trimming it out."  "For an organization to thrive, you have to address unhealthy leadership early and head-on."  "Trust is the foundation. Without it, you get conflict, silos, and political battles that poison an organization." "AI is just a tool. The passion, creativity, and human connection—that’s all us."  "Want to fix culture? Start with your values. If leadership isn’t modeling them, they’re just words on a wall."  "A strong leader doesn’t just accept the role—they get it, they want it, and they have the capacity to do it." "Success in leadership is about recognizing the unseen—those small, toxic elements that build up over time." "The greatest leaders are those who model the way—who step up first when it's hard."  "Shut down your device. Get out in the real world. That’s where the best ideas come from."  

In this episode of Some Goodness, host Richard Ellis welcomes back Larry Sweeney, SVP of global enterprise sales at Nerdio. They dive into the qualities of transformational leadership that boost employee satisfaction and productivity. Larry shares his unique leadership style centered on empathy, consistent praise, and accountability. They discuss the importance of weekly one-on-ones, effective storytelling, and the balance between fun and fierce accountability in driving high performance. The episode offers practical insights for both new and seasoned leaders aiming to maximize their impact. Chapters:00:00 Introduction to Transformational Leadership00:28 Meet Larry Sweeney: Innovative Sales Leader01:01 Establishing Your Personal Leadership Style01:41 The Golden Rule in Leadership04:08 The Importance of One-on-One Meetings07:40 The Power of Storytelling in Leadership12:05 Effective Quarterly Business Reviews15:56 Balancing Fun and Accountability17:59 Personal Goodness: Fitness and Well-being19:01 Conclusion and Final Thoughts Keywords:Leadership, Sales Teams, Coaching, Accountability, Storytelling, Employee Satisfaction, Recognition, Business Reviews, Motivation, Performance, Transformation, Emotional Intelligence, Collaboration, Listening, Communication, Trust, Engagement, Culture, Influence, Growth Soundbites:"Celebrate in public and coach in private.""Nothing else is more important than you and the relationship you have with your manager.""It's M&Ms—Money and Managers. That’s what keeps people in their jobs.""Force yourself not to give the same advice twice in a row, because when you do, you're going to lose people.""Fierce accountability—people know I demand a lot, but I set a culture of fun and engagement.""When a storyteller gets on stage, I’m hooked—so I decided to practice storytelling myself." "Creating a culture of fear makes people close up, perform worse, and then the cycle continues.""Leaders can’t let emotion take over—when it does, conversations go down unproductive routes.""A weekly one-on-one is the most important meeting—it should never be pushed or canceled.""Open-ended one-on-ones put too much pressure on the direct report. Managers need to lead them.""A good manager leads coaching calls with intention. Don’t assume your team knows what to ask for.""Fun and fierce accountability can co-exist. You can have fun while still demanding high performance."

In this episode of Some Goodness, host Richard Ellis and Larry Sweeney, SVP of Global Enterprise Sales at Nerdio, discuss actionable strategies for building and leading high-performance sales teams. Larry shares his perspectives on the importance of belief in achieving ambitious targets, the power of a consistent operating cadence, fostering a positive team culture, and the significance of grit and hustle in sales. The conversation is packed with practical tips, inspiring stories, and insights into building a team that thrives under pressure, adapts to challenges, and consistently overachieves. Chapters:00:00 Introduction: The Power of Speed in Leadership00:28 Welcome to Some Goodness00:38 Meet Larry Sweeney: Transformative Sales Leader02:23 The Importance of Belief in Leadership06:46 Establishing a Predictable Cadence11:22 Creating a Positive and Fun Culture17:58 Grit and Hustle: Keys to Success23:04 Conclusion and Farewell23:27 Personal Goodness: Family and Hockey Keywords: leadership, execution, first-mover advantage, market shifts, growth, quota attainment, pipeline development, competitive spirit, motivation, mistakes, mindset, coaching, team development, mentorship, training, peer coaching, culture, fun, psychological safety, hustle, grit, resilience. deal structuring, sales territory swaps, closing strategies Soundbites:“If you give me a number, I’m going to hit it no matter what.” “It starts with belief. I’m gauging how much they believe in the company, the product, the market, and their ability to overachieve on their number.” “Sometimes all it takes is shaking things up. I’ve swapped salespeople’s territories on the spot—removing their preconceived beliefs—and suddenly they’re doing 200% of their previous quota.”  “When we build teams of people and coach them to think creatively about their territory, we get different results.” “I fundamentally don’t believe in breaking somebody down in the middle of a QBR in front of a room. Coaching is a private activity.” “Fun is a core part of the culture I build—because when people are enjoying their work, they take risks, make decisions more freely, and ultimately win more.” “Hustle is when you don’t let yourself give up. There’s always a way—sometimes you just have to create it.” “Being gritty is about showing up to a tough board meeting, getting grilled, taking the hits, and then immediately switching gears to lead your team with optimism.” 

Get $500 off an annual membership to Cornerstone Plus. Visit cornerstoneco.com/cornerstoneplus and use code GIVE during checkout after submitting your application. In this episode, Richard Ellis and Steve Graves explore the complex dynamics of how leaders handle success and failure. Drawing from decades of experience working with thousands of leaders, Graves presents a counterintuitive perspective: many leaders actually struggle more with handling success than failure. The conversation delves into four main dangers of success—overinflated abilities, entitlement, addiction to success, and complacency—while introducing Graves' concept of "formation," which argues that leaders must grow who they are at the same rate as what they're doing.For listeners interested in developing their leadership skills, Cornerstone Coaching offers a unique opportunity through its membership-based program, Cornerstone Plus. This platform provides access to peer-based cohort coaching, extending beyond traditional one-on-one coaching to create a collaborative learning environment. Some Goodness listeners can receive $500 off an annual Cornerstone Coaching membership by visiting cornerstoneco.com/cornerstoneplus and using code GIVE during checkout after submitting their application. This special offer is valid through March 31, 2025.Chapters:[00:00:00] Introduction and Success vs. Failure[00:00:38] Guest Introduction - Steve Graves[00:01:22] The Challenges of Handling Success[00:03:00] Four Dangers of Success[00:05:29] Leading with Strong Teams[00:07:59] Feedback and Blind Spots[00:09:58] The Addiction to Success[00:12:11] Leader Formation Concept[00:16:30] Handling Failure as a Leader[00:19:43] Closing Thoughts and ResourcesKeywords: Leadership Development, Success Management, Failure Analysis, Blind Spots, Team Building, Feedback Culture, Formation, Entitlement, Leadership Growth, Executive Coaching, Self-awareness, 360 Feedback, Personal DevelopmentSoundbites:"Often handling and digesting and sustaining success is just a lot of times harder for people than it is handling failure.""Leaders play the role that the leader is supposed to play. And often you have way more talented people around you in the organization than maybe you were originally comfortable with.""If I don't have a culture that really invites honest objective feedback, I can pass out a 360, but nobody's going to really give me anything.""It's really important that leaders grow who they are at the same rate of what they're doing.""There's a difference in a data point and a trend line... If I have a trend line, maybe I'm too ambitious with my goals."

In this reflective episode of Some Goodness, hosts Richard Ellis and Heather Easterday look back on their inaugural year of the podcast, sharing highlights, insights, and lessons learned from engaging conversations with business leaders. The episode emphasizes the power of reflection in professional growth. Key moments include Al Monserrat’s discussion on the importance of punctuality in leadership, Tracey Mustachio’s “from-to” framework for navigating change, and Eva Daniel’s advice on building rapport and likability through body language and authenticity. The recurring theme across all episodes is the importance of a growth mindset for leaders—embracing opportunities for personal and team improvement. This celebratory recap underscores the value of intentionality and focus in leadership. Chapters:[00:00:00] Introduction [00:03:55] Highlight from Episode 1 - Al Monserrat[00:04:47] Highlight from Episode 3 - Tracey Mustacchio[00:08:45] Highlight from Episode 7 - Justin Barney[00:11:33] Highlight from Episode 8 - Mike Fouts[00:14:37] Highlight from Episode 12 - Steve Graves[00:18:36] Highlight from Episode 13 - Eva Daniel Keywords:Reflection, leadership, growth mindset, rapport, likability, board meetings, punctuality, career paths, change vision, personal growth. Soundbites:Al Monserrat (Episode 1):"It’s extremely important to show respect by being on time and finishing on time—small actions that reflect big credibility."Tracey Mustachio (Episode 3):"Use a ‘from-to’ framework: Here’s where we are, here’s our North Star, and here’s where we’re headed—this clarity drives alignment and progress."Justin Barney (Episode 7):"A leader who understands the technology they’re selling earns trust from their team, partners, and customers—it’s essential for credibility and success."Mike Fouts (Episode 8):"In growth companies, agility and fluid processes are key, but scaling requires a balance with structure and repeatability."Steve Graves (Episode 12):"Sometimes you need to slow down to go faster—strategic pauses can lead to sustainable growth and stronger foundations."Eva Daniel (Episode 13):"If people like and trust you, they’ll want to follow you—rapport and likability are essential leadership tools."  

In this conversation, Richard Ellis and Darin Archer discuss the importance of building relationships with sales and marketing leaders. They emphasize the need for product leaders to acknowledge that their ideas may not always be successful and that marketing and sales are crucial for bringing products to market. They provide practical tips for establishing healthy relationships with sales and marketing leaders, including lowering ego, being curious and forensic, and understanding the challenges faced by sales teams. Chapters:[00:00:00] Introduction and Importance of Relationships[00:01:09] Lessons in Product Leadership[00:04:47] Building Relationships with Sales Leaders [00:09:31] Collaborating with Marketing Leaders  [00:13:18] Intentionality in Collaboration  [00:14:52] Engagement Beyond Leadership Levels[00:17:53] Closing Insights   Keywords:Product Leadership, Marketing Collaboration, Sales Alignment, A/B Testing, Intentionality, Relationship Building, Revenue Growth, Cross-Department Collaboration, Leadership Teams, Practical Tips  Soundbites: “Just because you built something and think it’s great doesn’t mean it will land.” “Acknowledge your ego and let it go. Behind every feedback or pushback, there’s a real problem worth understanding.” “Let marketing do their job—lean in hard on a test-and-learn culture.” “Think about levels—engage not just with peers but with people at different organizational levels to understand diverse perspectives.” “Happenstance and winging it won’t lead to repeatable results. Be intentional about engaging across silos.” 

In this conversation, Richard Ellis and Eva Daniel explore the importance of building rapport in a business context. They discuss the significance of first impressions, body language, storytelling, and active listening as essential tools for creating connections. Eva shares practical tips for new leaders on how to engage with their teams and emphasizes the need for authenticity and presence in communication. The discussion also highlights common pitfalls to avoid when trying to be likable and the value of asking engaging questions to foster deeper conversations. Chapters:00:00 Understanding Rapport in Business03:28 Body Language07:44 Storytelling to Make Yourself More Memorable09:38 Getting to Know Your Team10:51 Overcoming Obstacles to Rapport15:30 What Not to Do in Building Rapport 17:34 Asking Better QuestionsKeywords:rapport, business communication, body language, storytelling, leadership, active listening, networking, likeability, first impressions, communication skills Soundbites: Rapport means instant likeability in business. First impressions are made in seconds. Trust leads to better team performance. Body language significantly impacts communication. Eye contact is crucial for effective engagement. Storytelling enhances memorability and connection. New leaders should share personal stories. Active listening improves conversational quality. Knowing names fosters better relationships. Social media can enhance leader-employee rapport. 

Enjoy a free copy of the book Richard discusses with the author, Dr. Stephen Graves. Visit this website for the download: https://www.stephenrgraves.com/fivetasksIn this conversation, Richard Ellis and Steve Graves explore the essential tasks of leadership, emphasizing the importance of purpose, direction, speed, risk, and culture. They discuss how leaders can effectively set direction with clarity and courage, navigate the complexities of speed concerning market dynamics, and understand the various risks involved in leadership, including personal life balance. The conversation also highlights the significance of cultivating a positive organizational culture and reinforcing core values to ensure alignment and engagement among team members. Chapters:00:00 Introduction to Leadership Purpose01:15 The Five Essential Tasks of Leadership05:03 Setting Direction: The Importance of Clarity and Courage09:45 Understanding Speed in Leadership14:30 Navigating Risk: Balancing Growth and Life19:15 The Role of Culture in Leadership22:00 Reinforcing Values and Behaviors24:43 Personal Reflections and Closing Thoughts Keywords:leadership, purpose, tasks, direction, speed, risk, culture, values, insights, business Soundbites: "The more work you can push down, the better off you'll be." "Setting direction requires clear and courageous decision making." "Leaders are more engaged when they have a strong sense of purpose." "Speed in leadership must align with market dynamics." "Risk-taking is essential for growth, but must be balanced with personal life." "Reinforcing values is crucial for maintaining a healthy culture."

 In this conversation, Richard Ellis and Eva Daniel dive into why leaders need to be great public speakers. They explore the challenges leaders face in public speaking, the importance of storytelling, and the need for practice and feedback. Eva shares practical tips for enhancing presentation skills and the attributes that distinguish great speakers. The discussion also highlights the significance of humor and engagement in presentations, concluding with personal reflections on the joy of reading and learning. Chapters00:00 Intro01:25 The Importance of Communication in Leadership03:49 Challenges in Public Speaking06:07 The Art of Storytelling09:04 Overcoming Procrastination and Practice14:40 Using Voice Memos to Record Yourself16:10 Attributes of Great Speakers21:25 Creating Engaging Presentations23:43 Finding Joy in Reading and Learning Keywordscommunication, leadership, public speaking, storytelling, presentation skills, feedback, humor, engagement, practice, challenges Sound Bites "Leadership is about effective communication." "What are your 10 hot takes about your field?" "A story brings us into the moment." "Storytelling enhances message retention." "Look at the energy flow of your event." "Procrastination can hinder preparation and delivery." "Clear content leads to confident communication." "Practice in front of real people is crucial." "Great speakers have unique perspectives."

 In this episode, Richard Ellis interviews Justin Barney, the CRO of Thousand Eyes, a Cisco company. The conversation focuses on three key areas: hiring, retention, and performance management. Hiring is emphasized as the most important aspect, with a focus on diversity and creating a diverse interview panel and candidate pool. Retention is discussed in terms of setting clear expectations, maintaining open communication, and celebrating successes. Performance management is highlighted as a necessary but difficult task, with a focus on making tough decisions and holding each other accountable. Other topics include implementing the right processes and having a strong relationship between sales and product teams. Chapters00:00 Introduction and Background02:40 Addressing People, Process, and Products04:05 Hiring a Diverse Team06:07 Playback Method to HIring07:23 Investing in Recruiters07:40 Keeping the Bench Warm10:05 Retaining Top Performers11:50 QBRs or Mid-Year Gatherings14:40 Making Tough Decisions in Performance Management17:00 Implementing Effective Processes20:55 Product-Market Fit23:05 Roadmap Selling / Relationship Between Sales and Product Teams24:23 Being Clear on the Markets You Are Going to Enter27:01 Some Goodness KeywordsCRO career path, hiring, retention, performance management, diversity, interview panel, candidate pool, clear expectations, open communication, celebrating successes, tough decisions, holding each other accountable, processes, sales and product relationship Sound Bites "People is where it starts and ends." "Having a diverse team allows for a better thought process." “Retention requires setting clear expectations, maintaining open communication, and celebrating successes.” “Performance management involves making tough decisions and holding each other accountable.” “Having a strong relationship between sales and product teams is essential for product-market fit and innovation.”

In this conversation, Richard Ellis and Brian Lord discuss the critical role of keynote speakers in sales kickoffs. They explore the importance of understanding audience needs, budgeting for speakers, and post-SKO impact. Brian shares insights on measuring event success, avoiding common pitfalls in speaker selection, and creative ways to find free or low-cost speakers. The discussion also touches on the impact of coaching and mentorship in personal and professional development. Chapters00:00 The Importance of Keynote Speakers02:30 Understanding SKO Trends Based on Industry04:30 Blindspots in Planning for Your SKO Keynote Speaker06:40 Understanding Audience Needs09:15 Budgeting for Speakers12:30 Diversity in Speaker Selection13:30 Measuring Event Success15:30 Avoiding Common Pitfalls18:15 The Impact of Coaching and Mentorship Keywordskeynote speakers, sales kickoff, audience engagement, event planning, speaker selection, budget management, diversity, event success, coaching, mentorship Sound Bites "How do we leave them better than they were before?""Understanding the audience's needs is crucial for effective speaker selection.""Balancing what executives want with what attendees need is key."

In this episode, Richard Ellis and Mike Fouts discuss the dynamics of leading a growth company within a larger legacy software company. They highlight the importance of balancing flexibility and cooperation, adapting to the fast pace of a growth company, and embracing the differences between legacy and high-growth environments. They also discuss the need to prioritize what matters, accept the things that can't be changed, and be self-aware when making career moves. The conversation concludes with a delightful discussion about the joy of 80s hair band concerts. Chapters01:40 Transitioning from Legacy to Growth: Challenges and Adaptation04:00 Processes and Tools5:05 Getting Support07:25 Recognizing Differences Between Legacy and Growth09:00 Right-Sizing for a Growth Company11:10 Embracing Fundamentals: Success in Growth and Legacy Companies13:45 Career Moves: Knowing Yourself and What You Want16:00 The Joys of Hair Bands from the 80s Keywordsgrowth company, legacy software, flexibility, velocity, cooperation, fast pace, prioritize, accept, delegation, collaboration, self-awareness, career move, 80s hairband Soundbites "Balancing flexibility and cooperation""Adapting to the fast pace of a growth company requires self-awareness and a willingness to embrace change." "Prioritizing what matters and accepting the things that can't be changed are key to success in a growth company.""When making career moves, it's important to know who you are and be honest about what you want.""80s hairband concerts can transport you back in time and bring immense joy."

In this conversation, Richard Ellis interviews Justin Barney, the CRO of Thousand Eyes, a Cisco company, about building a CRO career path. Justin shares his journey from Wall Street to technology and his passion for sales. He highlights the skills and traits that make a great CRO, including understanding the product and technology, being an active and transparent communicator, and knowing the numbers and metrics. Justin emphasizes the importance of customer success and collaboration with marketing and product leaders. He also provides practical tips for managing up and delighting the CEO.  Chapters 00:00 Introduction and Background01:32 Early Career Journey and Transition to Sales03:20 Skills and Traits for a Great CRO07:34 Practical Tips for Career Progression8:10 Operational Rigor and Metrics for Success09:00 ICP = Ideal Candidate Profile09:23 Focus on Comp Plans09:52 Measure the Key Metrics11:20 Keep Up with Sales Tools12:00 Plan to Make Mistakes13:00 Learning a Process Focus15:00 Partnering with Product and Marketing19:00 Managing Up and Delighting the CEO22:00 Recommended Book: The Qualified Sales Leader by John McMahon KeywordsCRO career path, sales leadership, operational rigor, operating cadence, technology, product market fit, collaboration, managing up Soundbites"I started to make my customers successful. I got a tremendous amount of joy out of it.""Understanding the product and technology is essential for a CRO to validate the team and build trust with customers.""You have to know the numbers and you have to be good with metrics as well.""My two best partners are the head of product and the head of marketing.""People is where it starts and ends."

In this conversation, Richard Ellis and Mike Fouts discuss the concept of a digital-first sales model. They explore what it means to be digital-first, the implications for managing a business in this way, and the role of data in driving decision-making. They also touch on the importance of website usability, the value of trial users, and the impact on channel partners. Some key takeaways include the need for a data-driven mindset, the importance of a consultative approach with customers, and the need to adapt compensation plans for sales reps and partners in a digital-first model. Chapters00:00 Introduction 01:15 What is a Digital First Sales Motion?02:04 No Touch Sales LIfecycle Motion: Try, Buy, Expand, Renew02:53 Differences in Managing a Digital First Business04;38 Be Accepting of the Data05:41 The Salesperson's Job06:10 How the Funnel Gets Filled08:26 Taking a Value-Add Approach11:49 Adapting the Website for the Customer Journey13:30 Working with Channel Partners in a Digital First Model17:09 Comp Plans Matter17:48 Size Does Not Matter18:13 Measure Marketing Differently20:00 Conclude with Some Goodness Keywordsdigital-first sales, sales model, data-driven, website usability, trial users, channel partners, compensation plans Sound Bites "Meet customers where they are." "Moving into a data-driven view is very different." "Salesperson's job becomes to farm that account and grow it." "Balancing flexibility and cooperation"

In this conversation, Richard Ellis and Tracey Mustacchio discuss the importance of aligning sales and marketing in order to provide a seamless customer experience and drive company revenue. They highlight the need for shared goals, values, and reporting between the two teams. They also discuss the misconceptions around alignment, such as the belief that marketing only generates leads and sales only closes them. They provide practical advice for leaders, including building strong relationships with sales counterparts and conducting a listening tour when starting a new marketing role. Tracey emphasizes the importance of balance and equal investment in sales, product, and marketing. Chapters00:00 Introduction 01:00 The Importance of Aligning Sales and Marketing03:00 Shared Goals and Values for Effective Alignment06:30 Practical Advice for Leaders in Aligning Sales and Marketing10:00 The Three-Legged Stool: Balancing Sales, Product, and Marketing12:40 Advice for New Marketing Leaders16:40 Recharging and Finding Balance17:40 ConclusionKeywordssales, marketing, alignment, customer experience, revenue, shared goals, shared values, reporting, misconceptions, leadership, relationships, listening tour, balanceSound Bites "Sales and marketing have to be lockstep aligned or the customer inevitably gets a bad experience." "Aligned teams produce 32% more revenue than teams that are not aligned." "Sales and marketing have similar goals, but we're going about them in different ways."

In this episode, Richard Ellis and Darin Archer explore how to bridge that gap between product and sales organizations. The lack of collaboration and ineffective communication between product and sales is a common problem in many companies. The discussion highlights the challenges faced by product leaders and sales leaders in working together. It emphasizes the importance of balancing time spent internally and externally, as well as understanding the different perspectives and touchpoints of sales and product.The conversation also touches on the role of sales enablement and the need for a customer-centric approach in enablement. In this conversation, Darin and Richard discuss the importance of building relationships with sales and marketing leaders. They emphasize the need for product leaders to acknowledge that their ideas may not always be successful and that marketing and sales are crucial for bringing products to market. They provide practical tips for establishing healthy relationships with sales and marketing leaders, including lowering ego, being curious and forensic, and understanding the challenges faced by sales teams.  Chapters00:00 Introduction: The Gap Between Product and Sales01:30. Identifying the Problem: Challenges and Perspectives04:10 Trends or Missteps08:30 Balancing Time and Priorities12:45 How the Product Team Gets Involved in Enablement20:31 Finding Goodness: Softball and Summer Keywordsproduct, sales, collaboration, communication, gap, challenges, touchpoints, balance, enablement, customer-centric, relationship building, sales, marketing, product leaders, ego, curiosity, test and learn, engagement, meetings Sound Bites "86% of employees and executives cite the lack of collaboration or ineffective communication for workplace failures." "The sheer number of touch points that a salesperson has with the market is going to be more than the product person has." "Sometimes your great ideas are not so great." "All of your KPIs are team scores." "Lower the ego and try not to be defensive." 

In this conversation, Richard Ellis and Tracey Mustacchio discuss the importance of navigating your first board meeting and share practical tips for presenting to a board. They emphasize the need to understand the board's perspective and align your presentation with the overall business goals. They also highlight the importance of collaboration with other C-level executives and provide insights on structuring a presentation and handling detailed questions. Tracey shares a personal experience of presenting to a board and offers resources for further learning. In the spirit of sharing goodness, Tracey gives recommendations from her current favorite book. Chapters01:10 - The Importance of First Impressions in Board Meetings01:41 - Sharing the Right Amount of Information02:45 - Understanding the Board's Perspective: Research and Common Ground03:49 - Relating to Board Members' Experiences: Tying Marketing to Familiar Concepts05:38 - Aligning Your Presentation with Business Goals: Strategic Enabler of Overall Metrics07:23 - Structuring Your Presentation: Starting Point and Desired Outcome09:17 - Focusing on Results: Tying Them to Business Goals10:57 - Handling Detailed Questions: Being Prepared and Concise11:50 - Story of a Disaster Presentation 14:37 - Learning from Past Experiences17:05 - Recommended Resources18:33 - Outside of Business: Sharing Some Goodness Keywordsboard meeting, presenting, business goals, collaboration, presentation structure, detailed questions, resources Sound Bites"First impressions are really important. And when you're going into your first board meeting, you're setting that first impression with the board."“Focus on results and tie them to the business goals, rather than getting too deep into the details.”“Understand the board's perspective and align your presentation with the overall business goals.”“Structure your presentation by clearly articulating the starting point, the desired outcome, and the progress made.”

In this conversation, Richard Ellis continues the conversation with Al Monserrat, a seasoned board member and CEO, about the importance of getting back to the basics as a leader.  They discuss the value of performance evaluations, the basics of recruiting, hiring, and firing, and the benefits of having a personal board of advisors.  Chapters00:43 The value of performance evaluations04:16 Three things you can do with feedback07:09 Recruiting, hiring, and firing12:51 Your personal board of advisors Keywordsleadership, basics, habits, consistency, trust, respect, success, learning, performance evaluations, recruiting, hiring, firing, personal board of advisors Sound Bites Performance evaluations should be fair, transparent, and focused on both strengths and areas for improvement. Building the right team is crucial for success, and leaders should assess their direct reports and make necessary changes. Recruiting, hiring, and firing should be done with a focus on quality over quantity and fairness. Having a personal board of advisors can provide valuable guidance and support in both personal and professional matters.

In this conversation, Richard Ellis interviews Al Monserrat, a seasoned board member and CEO, about the importance of getting back to the basics as a leader. They discuss the significance of showing up on time, doing what you say you're going to do, and providing clarity in direction, objectives, and timelines. Al emphasizes the role of habits in achieving consistent results and the need to develop positive habits around the basics. They also share personal stories and examples that will have you laughing and nodding along about the pitfalls of leaders who lack good habits.    Chapters 00:00 Introduction 01:30 Getting Back to the Basics: The Importance of Positive Habits 08:44 Do What You Say You're Going to Do 13:07 Life is a Team Sport 18:31 Always be Learning   Keywords leadership, basics, habits, consistency, trust, respect, success, learning   Sound Bites  "Habits lead to consistent results, good and bad."  "It's a strength to accept the fact that you don't know something."  "Always be learning from books, always be learning from mentors."  "The sooner you are aware of those things, and the sooner you can start working on them, the more quickly you will progress in your career."

Get ready for the new podcast from Revenue Innovations. When you are leading change, growing a business, and dealing with all of the accompanying challenges, it's easy to miss the goodness in the day-to-day. That's why we created Some Goodness...a place to dive into highs, lows, and how-tos with top sales and marketing leaders.