Tip of the Spear Ventures

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M&A: The New Rules of Mergers and Acquisition – 5 Tips!

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The Point: Considering mergers and acquisition is the general counsel of the company that has an advantage to identifying the players who will form his team in advance. Lawyers have a big role to play in M & A transactions, in which if it’s done badly it could be lower the value rather than to be high.

M&A The New Rules of Mergers and Acquisition 5 Tips!

5 Tips (or Rules) to Follow for Successful Mergers and Acquisitions

Often essential for a company’s revenue column, mergers and acquisitions must be done in the right way. Here are five rules to be verified for your mergers and acquisitions activity:

Tip #5: Establish a dedicated transaction team before even targeting one

The timeline for completing a merger or acquisition is often very tight. The firms that will be used, the market specializes in transactions between listed companies and Legal services to reduce costs and since more and more transactions are cross-border, it is a good idea for a head of legal build relationships with colleagues around the world.

Tip #4: Pay special attention to regulatory the issues

In the new rules of merger and acquisition once should pay the special attention to regulatory the issues. Rarely does a merger stumble because of a regulatory barrier, but if you wait too long before you evaluate that risk, it’s bad. The experts are unanimous: Advocates-General must ensure that no one in-house is committing a blunder causing a regulatory incident.

Tip #3: It is also necessary to have a team that will integrate the companies

If it is not necessary to put the cart before the oxen and operate as a single entity before having flattened all the obstacles, it is nevertheless necessary to foresee its blows in advance. A team is therefore responsible for identifying the departments whose operations will be merged and which departments will not be merged.

Tip #2: Do not be afraid to say no

Mergers and acquisition transactions are relationships that grow and require companies to redefine themselves. If the transaction risks losing value rather than creating it, it may be better to retreat.

The fact is that the teams negotiating the transaction are so focused on the realization of the deal that they sometimes do not have the necessary distance to notice the problems that arise during due diligence. These problems are sometimes manageable by changing some of the terms of the initial agreement, but they are sometimes too important to ignore.

Tip #1: Take lessons from each transaction

The more we make, the better we are especially if you take the time to take stock after each transaction. What worked well? What were the problems? Why? This provides equipment for creating lists of things to check during the next transaction. And one avoids repeating the errors.

SUMMARY

In this post, we’ve explored mergers and acquisitions and what I consider to be the new rules of therein that can provide detailed information and new phases to consider along with 5 tips (or rules). Success often comes from repeating successful processes, but can also come from conducting autopsies of failed activities.

Sam Palazzolo

PS – If you or your organization are challenged as a result of M&A activity, please don’t hesitate to drop me a line and request future post titles! Here are a few of the other M&A titles previously published/in the works:

– Will Your M&A be a Success of Failure?

– The Importance of a M&A Strategic Plan – 3 Tips!

– Mergers & Acquisitions – Six Diversification Questions

– M&A: Is Leadership Transparency the Key to Success? – 6 Tips!

– How to Successfully Survive Mergers & Acquisitions

– M&A: Creating Shareholder Value

– M&A: Should You Go For Stock or Cash?

 

Sales Leadership: What Separates the Strong from the Weak? – 7 Tips!

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The Point: When it comes to Sales Leadership, we started asking ourselves here at Tip of the Spear Ventures “What separate good sales leaders from bad ones?” Consider the business failure and success that relies on sales (after all, does anything else matter?) If most leaders could rely on their gut/first impressions, perhaps your sales problems would be solved! So in this post, we’ll explore sales leadership regarding what separates the strong from the weak along with 7 tips… Enjoy!

Sales Leadership: What Separates the Strong from the Weak? - 7 Tips!

7 Tips that Separate the Strong from the Weak in Sales Leadership

Preconceived notions cloud the mind, and perhaps the most difficult “terrain” to conquer as a sales leader is the roughly 6-inches between the ears. The mind can play tricks on even the most logical thinkers! So what makes a strong sales leadership and weak sales leader (especially when considering those that hire salespeople in your organization?) High production of sales is the key to your business growth, as is good/strong sales leadership. With this in mind, here then are 7 tips or characteristics of strong sales leaders:

Tip #1: They have a consultative approach

Tip #2: They are recognized for their expertise

Tip #3: They create confidence

Tip #4: They ask quality questions

Tip #5: They bring their sales conversations to a high level of business

Tip #6: They solve problems instead of selling products or services

Tip #7: They are affirming themselves positively

So in my experience I believe that if you want to avoid weak sales leadership you have to put more emphasis on developing these 7 skills so as to change the results of the leader and salespeople under management.

Relational Competence

Strong sales leadership is more result-oriented in focus than the weak sales leadership. In this approach, unlike traditional applications, it is not only a question of identifying what makes the sales people perform, but also of seeing whether these factors are also present in the less efficient ones. This makes it possible to really distinguish the factors of success. The reflection of the sales-cycle that separates the strong sales leadership from the weak sales leadership therefore become evident.

The problem with an approach where the representative focuses on the relationship is that it is impossible to predict the outcome, or that they provide “excuses” for not achieving their sales goals (for example, “XYZ organization had a really bad summer… Too hot/humid for them to really achieve any sales of our products). Annual market’s result of your business to calculate the total sales is an action to utilize the more effective strategies. The sales are then purely transactional and based on price. In addition to preventing any form of sales forecast, selling in a transactional manner is accompanied by a lengthening of the sales cycle.

Influence when Recruiting Vendors

If you want to improve the quality for your sales recruitment, do not rely on the relational aspect of your process, bet on the predictive factors of success in sales instead. The each member of your team is the strength in your business development leadership, so make sure to produce the greatest returns on investment (ROI) for a stronger stability of your business in the future.

SUMMARY

In this post we’ve explored the sales leadership topic of what separates the strong from the weak, along with 7 tips or characteristics of strong sales leaders. While no application can be a guarantee of success focus, some productive business strategies and positive implementation can separate your business development leadership as strong sales leadership allowing for more sales accomplishments than misses.

Sam Palazzolo

PS – If you or your organization is challenged as a result of Sales / Business Development activity, please don’t hesitate to drop me a line and request future post titles! Here are a few other titles that are currently in the works:

 

Turnaround Management: Assessing Leadership – 3 Tips!

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The Point: The need for great leadership in turnaround management cannot be overemphasized. Leadership is actually what will determine the level of effectiveness of any action taken by the company. Leadership dictates talent management, which plays a significant role in the wellness of a company. You may intend to turnaround your company, or perhaps tried but been seemingly ineffective, and feel you need to assess your leadership to see if that is where the problem is coming from. In this post we’ll explore Turnaround Management: Assessing Leadership and provide 3 Tips (methods) for success… Enjoy!

3 Tips for Leadership Assessing during Turnaround Management

Tip #1 – Assessment Tools

It is required for holistic assessment to be taken, in order to scrutinize different aspects of leadership. Quite simply, there are various ways by which leadership can be assessed, but the problem is that none of them are accurate to the extent that they can be fully relied on. This is as a result that individual behaviors are highly sophisticated and dynamic (dare I say “chaotic”?) This method of using assessment tools may entail giving questionnaires, carrying out 360 degree evaluations, carrying out FIRO-B, setting interviews, reference guidelines, and so many more. Assessment tools can be very effective when various perspectives are sought so as to gauge leadership.

Tip #2 – Leadership Simulations

In traditional assessment centers, leadership is actually assessed with the help of multitudinous leadership simulation exercises. The way exercises can be used in talent management is the same way you can use simulation exercises to assess leadership. This method requires you to have physical (or virtual) locations, as well as various leaders and assessors that will be present for some time. What leaders typically see as drawback to this method is that it is not affordable and/or it takes significant time (Don’t get me started on the “reality” perspective either!) If your company can invest the same amount of money that has been invested for talent management and other managements to this method, this could be an excellent and shrewd decision. This is because leadership simulations methodology is intensely effective and expeditious. It also worth the money been as far as turnaround management initiatives are concerned.

Tip #3 Employee Engagement

Excluding direct observations of employees and arranging surveys of employees is another highly effective way to assess leadership for turnaround management. Companies can at any time develop questionnaires to gauge leadership effectiveness when it comes to employee engagement. This can also be done for turnaround management to see if leadership is the cause of the regression, or failure to achieve goal. This is effective for talent management in several different ways; It lets you know the employees that are improving. It also shares insight into prospective employees that might need additional support (new hires). Finally it could shed light on if resources are needed to increase employee engagement.

SUMMARY

In this post we’ve examined turnaround management and the opportunity for assessing leadership along with 3 tips. There can be various reasons why companies need to assess leadership, especially during turnaround management. Assessment tools, leadership simulations, and employee engagement are at the forefront.

Sam Palazzolo

PS – If you/your organization has challenges as a result of Turnaround Management activity, please don’t hesitate to drop me a line and request future post titles! Here are a few other titles that are currently in the works:

 

 

M&A: Is Leadership Transparency the Key to Success? – 6 Tips!

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The Point: Transparency is the buzzword of leadership gurus du jour… But rather than being just another of the leadership programs of the month, I challenged a client to think of the benefits that leadership transparency brings to the leader/their organization. After all, the success of the company is greatly dependent on the commitment and motivation levels therein. This is especially true in organizations going through Mergers and Acquisitions. So in this post, we’ll attempt to answer “Is Leadership Transparency the Key to Success?” along with 6 Tips… Enjoy!

M&A: Is Leadership Transparency the Key to Success? – 6 Tips!

Leadership Transparency

The leadership transparency could be defined succinctly as communicating, mobilizing, sharing and delegating.

Consider that leaders have clients within the company: their collaborators on one-side and their co-leaders on the other.

  • To their hierarchical superiors/peers, they deliver performance.
  • To their collaborators, they provide strategic vision and support to achieve their goals.
  • To maximize the motivation of the clients, it is necessary to optimize the leadership transparency.

From the Mergers and Acquisition Leader’s perspective, these transparency moments almost entirely involve the leading/managing of people. Having great ideas and a strategic vision will not take you very far if your employees are not willing to follow you. I’ve often said that if no one is following you, are you really a leader?

Here then are 6 Tips presented as basic factors for leadership transparency success:

Tip #6 – Strategic Vision

Passion and a great business idea are not enough to succeed in business, especially during mergers and acquisitions. Your business needs a leadership strategy. Plan where you want to get it in five years and how you will do it.

Tip #5 – Identify and Retain Top Talent

The success of your business reflects the people who work there. The great leaders who have created successful businesses have in common the fact that they have surrounded themselves with talented, courageous and loyal employees. After recruiting them, invest in their development by providing them with training and coaching. Leadership transparency is seen as a service that builds a successful business.

Tip #4 – Delegation

Leaders in Mergers and Acquisitions, by nature, have a thought pattern when it comes to their business that they are convinced that no one can do better than them. Those who succeed are those who recognize leadership transparency moments, in that they are unable to fulfill the duties of President and/or C-Suite Leader by themselves. They share, delegate and reinforce the autonomy of their teams.

Tip #3 – Leading by Example

Be honest and ethical in everything. Have strong values. Set the tone. By all means lead the way by example!

Tip #2 – Ask for advice

Even if you know your industry well, mergers and acquisitions challenges change transformations in business so fast that even the most skilled leaders get bogged down in the details. Develop the leadership transparency to know the best transparent result, which sometimes comes from others through asking for their input/perspective. Unfortunately, most leaders during M&A are afraid to ask!?!

Tip #1 – Develop Tomorrows Leaders Today!

Leadership transparency should start at the top of the business, but leaders do not necessarily come from positions of power/title. Leadership mentality come from all levels of an organization. M&A activity almost forces leaders to Identify those future leaders and help them develop their leadership skills through training/coaching/mentoring/etc.

SUMMARY

In this post, we’ve explored the Mergers and Acquisition topic of “Is Leadership Transparency the Key to Success?” along with providing 6 Tips! If leadership transparency could be identified as the root cause of M&A success and/or failure, then a transparent leadership strategy could make for a successful path forward.

Sam Palazzolo

PS – If you or your organization are challenged as a result of M&A activity, please don’t hesitate to drop me a line and request future post titles! Here are a few of the other M&A titles previously published/in the works:

– Will Your M&A be a Success of Failure?

– The Importance of a M&A Strategic Plan – 3 Tips!

– Mergers & Acquisitions – Six Diversification Questions

– How to Successfully Survive Mergers & Acquisitions

– M&A: Creating Shareholder Value

– M&A: Should You Go For Stock or Cash?

 

 

Sales Leadership: 7 Lies Your Sales Staff Tells That Will Get You Fired!

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The Point: Oh the joys of Sales Leadership… Typically, successful salesperson today becomes sales leader tomorrow. But are those successful salespeople the best candidates for sales leadership? And if they become sales leaders, are successful salespeople going to be able to work successfully with previous coworkers and new hires? In this post, we examine the ugly side of sales leadership: Lying! We’ll explore 7 lies your sales staff tells that will get you fired… Enjoy!

Sales Leadership: 7 Lies Your Sales Staff Tells That Will Get You Fired!

This is Nothing More Than Glorified Babysitting!

Meet Jane, Chief Sales Officer at an INC 5000 company. Jane’s been around since the organization formed and helped shape not only the many offerings that have been brought to market, but also the sales process/methodology currently in place (The company recently cracked the $100M Annual Sales level!) All should be good in Jane’s world, but it’s not… You see when the sales / business development department numbered 10 or less, Jane was able to effectively lead the team forward. However, now that the team borders on 25, she is finding her daily/weekly/monthly tasks of leader the team forward not as productive. “This is nothing more than glorified babysitting” Jane shared on a recent visit. At the heart of this glorified babysitting was the sales staff’s inability to NOT act like sales professionals and to act like little kids. “I understand not being able to achieve stretch goals… We establish them to drive the organization to stretch. But what I don’t understand is the lying that the sales staff members retort to when they can’t achieve stretch goals!” Sad to report that a brief 4-months after this conversation Jane was let go… let go by the organization that she helped found!

The 7 Lies Your Sales Staff Tells That Will Get You Fired!

Word to the wise Chief Sales Officer, Chief Revenue Officer, Chief Rain Maker, etc… If your sales staff is not producing so as to achieve stretch goals, you are probably in career double jeopardy! So herein are the 7 lies your sales staff tells that will get you fired:

Lie #7 – “Budget is NOT an Issue with This Customer”

Budget is always an issue… with each and every customer you strategically sell with! Salespeople that use this lie are not only lying to you, they’re lying to themselves!

Lie #6 – “I Don’t Need to Write My Goals Down… I Have Them Memorized”

If it’s not written down, it doesn’t exist… and if it doesn’t exist, then you’re probably going to have a hard time achieving it! I know that every dog has it’s day, and that a blind squirrel finds a nut every once in awhile, but even those that claim to be “that good” still can’t remember in sales.

Lie #5 – “I made 100 Cold Calls Today”

Sales funnels work best (i.e., result in sales) when there are prospective customers dropped into the top. Now a salesperson whose sales funnel is examined and identified that there are no prospective customers close to the bottom of the sales funnel have a difficult time explaining how their actions have resulted in such little progress. Bottom Line: I know Sales Cold Calls suck (I still do them!), but if you want a full funnel there’s no way around it!

Lie #4 – “We Lost the Deal Because We Don’t Have _____ (blank)”

Be it a competitor’s _____ (blank), lack of marketing department’s production of _____ (blank), or just anybody other than the salesperson… this is a blame game. In the level-playing field of sales, if someone else is selling your product/service you’d better figure out how they are (and how you aren’t!)

Lie #3 – “I’m a 2nd Half of the Month Salesperson”

Most sales occur at disproportionate times of the month. Typically, most sales are made at the end of the month. However, NEVER pulling sales forward (not even for repeat customers) is problematic in that relationships are not being built, pipelines are running empty, and don’t get me started again on sales funnels not being full!

Lie #2 – “We Lost the Sales Because of Our Price”

Selling on price is a losing proposition. While benefits that don’t resonate rarely lead to sales, price point selling is a losing game all the way around (Unless you are the industry volume leader!)

Lie #1 – “I’m Too Busy Doing Everyone Else’s Job!”

Sales is an all-in moment… As a sales professional you have all of your skin in the game (Hats off to those 100% commissioned sales professionals out there!) Stop whining… Start selling!

SUMMARY

There used to be an adage that goes something like “If a salesperson’s lips are moving… They’re lying!” While not all sales professionals are lyers, in this post we’ve explored a sales leadership dilemma of 7 Lies Your Sales Staff Tells That Will Get You Fired!

Sam Palazzolo

PS – If you or your organization is challenged as a result of Sales / Business Development activity, please don’t hesitate to drop me a line and request future post titles! Here are a few other titles that are currently in the works: