Imagine if all the developers, marketers, strategists and R&D managers in your company shared a common understanding of what a need is and which customer needs are unmet. Such alignment and focus…

"Matt, should I fire my VP of growth?" "Before I answer," I responded, "I have one question." I have this conversation a lot, I'm afraid. It's hard to know if the problem is the employee, or the company. If it's the company, then switching the VP of Growth won't solve anything. Before a company finds their "big growth levers," it's slow going and expensive. So I need to understand if they're on the path to figuring it out. Hence, my question: "𝘞𝘩𝘦𝘯 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘧𝘢𝘪𝘭𝘴, 𝘩𝘰𝘸 𝘥𝘰𝘦𝘴 𝘵𝘩𝘢𝘵 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘢𝘵𝘪𝘰𝘯 𝘨𝘰? 𝘋𝘰 𝘵𝘩𝘦𝘺 𝘵𝘦𝘭𝘭 𝘺𝘰𝘶 𝘸𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘭𝘦𝘢𝘳𝘯𝘦𝘥? 𝘞𝘩𝘢𝘵 𝘵𝘩𝘦𝘺'𝘭𝘭 𝘥𝘰 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘭𝘺 𝘯𝘦𝘹𝘵 𝘵𝘪𝘮𝘦? 𝘐𝘴 𝘦𝘢𝘤𝘩 𝘮𝘪𝘴𝘴𝘵𝘦𝘱 𝘮𝘢𝘬𝘪𝘯𝘨 𝘺𝘰𝘶 𝘴𝘮𝘢𝘳𝘵𝘦𝘳 𝘢𝘯𝘥 𝘮𝘰𝘷𝘪𝘯𝘨 𝘺𝘰𝘶 𝘤𝘭𝘰𝘴𝘦𝘳 𝘵𝘰 𝘴𝘶𝘤𝘤𝘦𝘴𝘴?" If the strategy you have isn't working, and nobody's learning from it... then it isn't magically going to start working. 𝗕𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗯𝗹𝗮𝗺𝗲 𝘆𝗼𝘂𝗿 𝗩𝗣 𝗼𝗳 𝗚𝗿𝗼𝘄𝘁𝗵 Look, it's nearly impossible to hire a successful Growth VP before you figure out your growth playbook or at-least find one big (profitable) lever. Generic tactics like paid ads will only get you so far. It's tempting to try to hire somebody who will "figure it out" but that rarely works. Most of the time when VPs growth fail, they're not "set up for success" - meaning that they're in a no-win situation. Here's a few things you can do to set them up for success, or at-least make sure they're not doomed to fail: 1. Remember, the goal is to find your big levers, not just pull the small ones harder.     2. Marketing tactics alone are never a big lever, not for long. Levers inevitably cut across functions. Are your teams working together on this, or pulling in different directions?     3. Big levers are seldom obvious, they come from specific unexpected customer insights. Is your team learning? How often do they challenge your strategy with new information about the market?     4. Bullets before cannonballs - are you able to test big ideas quickly with "minimum viable tests?" Start by identifying your riskiest assumption, and only testing that.     5. Identify your rate-limiting step, and focus the entire team on it - is everyone focused on the most impactful work? This all starts with learning – if the current strategy isn't working, and you're not learning... then it's down to hope, which is not a strategy. 𝗪𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝗯𝗲𝘀𝘁 𝘄𝗮𝘆 𝗳𝗼𝗿𝘄𝗮𝗿𝗱? You could keep hiring, but that's going to cost another year and another million (salary, equity and budget). Or you could check out my new book "Growth Levers and How to Find Them." It's only 112 pages. "𝘞𝘩𝘢𝘵 𝘦𝘷𝘦𝘳𝘺 𝘧𝘰𝘶𝘯𝘥𝘦𝘳 𝘯𝘦𝘦𝘥𝘴 𝘵𝘰 𝘬𝘯𝘰𝘸 - 𝘳𝘦𝘢𝘥 𝘵𝘩𝘪𝘴 𝘣𝘦𝘧𝘰𝘳𝘦 𝘺𝘰𝘶 𝘩𝘪𝘳𝘦 𝘢 𝘩𝘦𝘢𝘥 𝘰𝘧 𝘨𝘳𝘰𝘸𝘵𝘩." - Sean Ellis You can download the first 2 chapters for free here: https://lnkd.in/ewXykJWH . | 161 comments on LinkedIn

Last week, I received the following invitation to a compulsory on-site meeting, following management's repeated engagements with some sort of Agile shaman.

Tom Critchlow. Move. Think. Create.

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Order of execution in Salesforce Learn more https://lnkd.in/gUEXyh4e

Tom Critchlow. Move. Think. Create.

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We need to stop getting Salesforce certified. We spend so much time and effort getting certified; all we do is learn platform-specific features. We are not becoming well-rounded software professionals; we are just decreasing our overall marketability. If you can get certified, I assume you can read well as well as process and retain information. How about you don't get certified in 2024 and instead read the following books: - Platform Dev 2: Read "Clean Code: A Handbook of Agile Software Craftsmanship" and "Agile Principles, Patterns, and Practices" - JavaScript Developer Part 1: Read the "You don't know JavaScript" - Data Architect: Read "Designing Data-Intensive Applications: The Big Ideas Behind Reliable, Scalable, and Maintainable Systems" - Integration Architect: Read "Enterprise Integration Patterns: Designing, Building, and Deploying Messaging Solutions" - Business Analyst: Read "The Professional Product Owner: Leveraging Scrum as a Competitive Advantage" - Development Lifecycle and Deployment Architect: Read "The DevOps Handbook" and "The Phoenix Project" I guarantee that if you do this, you will experience a professional transformation that you can't imagine is possible right now. You will have the core foundations of software development and engineering and see Salesforce with a brand-new set of eyes. You will be part of that 1%. Then, use 2025 to get those certifications. They are a great way to apply those generic concepts to the Salesforce platform, and then you will truly become a well-rounded Salesforce and software development professional. | 172 comments on LinkedIn

When I bought my mid-2017 iMac, I had assumed I would get eight to ten years of updates from it, similar to my mid-2012 MacBook Air. Alas, just four years after it was on my desk, Apple deemed it unworthy of running MacOS Sonoma, which means I have begun looking at desktop replacements on a […]

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