1/6 Me: “Hey man, that startup you just met…what do they do?”
Colleague: “eh…they…eh…” Silence. No answer. Ten minutes after the meeting, and he couldn’t explain.
His fault? Or was it because the company failed what I call 'The Gossip Test'?
2/6 The Gossip Test is simple. Can you make it easy for others to gossip about you? So THEY share YOUR story with others. In simple terms. With clarity. Can you be memorable?
3/6 Why is that so important?
Customers. Candidates. Investors. They all meet many companies. Many will look like yours. Sound like yours - at least at the surface. How can you stand out? The only way to do it: tell a great story!
4/6 A story that connects. Moves you. Not the boring Problem-Solution-etc. Not just data. But narrative. Help them see a new world. One in which your product is inevitable. Visualize how you transform customers.
5/6 You want to pass The Gossip Test? Focus on your story. Almost like you’re writing a script. What shift is happening in the market? What’s the conflict? Who is the protagonist? (hint: the customer!) How do you help him/her win?
6/6 It's not easy. Clarity is hard. But not impossible. Try it. Keep testing. And you’ll be well on your way to acing The Gossip Test!
Looking fw to spend a few hours on this with @_surgeahead founders tmrrw.
Ps. Sir Michael Moritz agrees. He said: “People often ask me: “What makes for a good founder?" If I had to pick one skill – outside of product prowess and domain expertise – it would be storytelling. If people can’t tell stories, I don’t think they’ll succeed as leaders."
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What are these? Time email sent - time reply received. Same founder. Showing speed. Urgency. Bias for action. @_surgeahead hadn’t made the investment yet, but this was already a very good sign.
2/5 Reminded me of my first week at @AWS. I was spending a week in Silicon Valley with my colleague doing many meetings every day. After each meeting, he was frantically typing on this phone. “What are you doing so urgently?” I asked. His answer? “TNT"
3/5 He explained: “TNT. Today Not Tomorrow. Everything I can do instantly, I will. Make an intro. Update CRM. Fix an issue. Kick-off a project. I can all do it TNT”. And he did. Every day. After each and every meeting.
1/5 “We lost! Too expensive...We missed this one feature...Our security was below par.”
I was having lunch with a founder. She was quoting what an underperformer in her Sales team kept saying. I had seen this behaviour everywhere. I call it “blaming the arrow”. Let me explain
2/5 @SURGE, my colleague @carl_eschenbach explains how Sales is not just the responsibility of the Sales team, but the whole organization. He knows. He has lived it. A legend in the world of Enterprise Sales.
3/5 He then shows an arrow. The arrow starts with the fletching at the tail-end of the arrow.That’s where it starts - with vision, engineering, product management. Then product marketing and demand generation. Sales is only the tip of the arrow. #Enterprise#Sales