The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 months ago

Your Company Has Issues. It’s Time to Talk About Them. w/ Tim Cakir

ABOUT THIS EPISODE

Your organization is taking off. Everyone is so excited about growth that it seems like every day is a ticker tape parade celebrating the fall of the Berlin Wall. Meanwhile, the new systems for scaling are actually slowing you down. But no one wants to listen to you complain, right? Wouldn’t it be nice to work somewhere where everyone could voice their concerns?

My guest today, Tim Cakir, CEO and Founder of Squad One, says th ere is no reason that shouldn’t be the case at every company — and he’s doing something about it, offering growth management software and a framework that makes talking about problems easy.

In this episode, we discuss:

  • Why most companies shy away from talking about challenges
  • Why it’s more important than ever for everyone to bring up challenges
  • The benefits of the GCO (Goals, Challenges & Opportunities) framework to address the problem

Now that you know how to bring up challenges at work, are you ready to dive into transforming your sales org with data and technology, or how to rehumanize your customer experience or learn the secrets to personalizing at scale? Check out the full list of episodes: The B2B Revenue Executive Experience. 

You're, listening to the BB revenueexecutive experience, a podcast dedicated to helping executives, traintheir sales and marketing teams to optimize growth, whether you're lookingfor techniques and strategies or tools and resources, you've come to the rightplace. Let's accelerate your growth in three two one: welcome everyone to theB to b revenue executive experience. I'm your host Chat Sanderson todaywe're talking about why organizations don't more often focus on problems andchallenges internally, but have a tendency to focus on the goals of theOrganization of the team. They set the guiding light and then don't thinkabout what has to be done or what challenges may get in the way. It's acomplete equation. You can't do one without the other, and since we needthat today, we're talking with Tim, Kaker, CEO and founder of squad, onetim thank you for taking the time and welcome to the show High Chad. Thankyou so much for the invite and his absolute pleasure to be here and helloto all the listeners excellent. So before we jump into the top of to day,we love to start with a question that helps you out and get to know you alittle bit better and would love to know always interested to knowsomething you're passionate about that. Those that only know you through workmay be surprised to learn about you, okay, but I think that, just earlier on,as we were starting to call, he saw my guitar, I'm actually a sound engineeras well, and I'm a technos the weekends you can find me in Dark, technowarehouses play music. Why? How did you get into that? Well, to be honest withyou that was even before I was doing marketing I studied sound engineeringand in London I had a studio recording studio and I had the techno party arecord label, and what I found out is that I was actually marketingeverything I was doing so then I slowly switched the tech to technologycompanies and I left the music scene at the a a and is that how you got youknow the help us understand the journey from there to the founding of squad oneand what led you to do that make that jump yeah squad one? Actually it's beenan idea in my head for the last about three to four years. At first it was.It was a platform that was building for my clients, I M A GROT consultant. NowI help technology companies a grow and it was about experimentation. It wasabout learning from your failures and your winnings because we make so manymistakes, but we never learn from him almost like. I don't want to say never,but must o the time to don't learn from them and has had lyin company,especially that happens a lot, as you may know as well, and so it was anexperimentation platform. Then, with time I was putting this in my clientsand what I realized is that they wanted something bigger. So what we did isthat we changed the platform the last year by testing a little bit more withclients, and we made it a more about a strategical goal, setting too thatbasically preaches the gap between strategical goal sitting and date tothe execution, and I mean just to make it a bit clearer. I have a mission forthat company, which is a drive growth through collective intelligence, loveit I love it, and so, when we were...

...prefer for this, we started with yourpassion and focus on problems and organizations not focusing on theproblems rather than just the objective. What kind of led you to thisrealization? And what did you experience that made? You understandthere needed to be a kind of a shift in focus or a broadening of focus. Sospeak, I work with some amazing CEOS and there were they were very, I don'tman quite aggressive, but you know go gether and, and they were alwaysthinking ahead. They were always like. Let's go get this money: Let's go get anew revenue, let's get to monthly record and revenue, his focus on thatand they never focused on the actual problems in the company and when I saythat, let's say a customer support agent might be fixing something twentyfive thirty times a day and if you can't assign that is a problem or achallenge now I collar, which I think will touch on in a bit and if you can'tassign that and people can't find a solution to that, then that problemkeeps happening and you're losing resource you're losing time. And Timeis money right. So I started to focus on the little problems in companiescould be in the marketing team. We could be in the sales and we could beon the operations, and what I realized is that actual growth comes fromunderstanding these problems and solving these problems, and so youmentioned in some of the prematur that Okar framework could potentially berigid static, difficult to establish for the listeners who don't know whatis the okay our framework and what makes it so challenging. Well, the okayfrom is actually a great great great fameous. At least there is somethingright because I think we didn't even have anything better about that yeahexactly correct, so the Okar was invented by Andy Groveat Intel many many years ago, and it's basically objectives and key resultsright. So what is an objective and objective is a broad qualitative goal,design to properly or forward probably forward in a desired direction right.So it's like it answers the question: What do you want to do in a companyright? It's astragon AL, it's inspirational is achievable, but it'sstill yet stretching right. So if you do seventy percent of your of your OK,that's still good right, because we want to be a bit o more ambitious rightand the key results basically is the quantitive statement that measures theachievement of the objective- and this is great- but I've heard so manycomplaints about it, because it's not very collective. It's still waterfallis still from top to bottom, and so I kind of tried my own okay, Amatoor giesmany times in different companies where I put a bit more of the purpose, someinitiatives, you know blockers and actually a great friend of mine, he'salso talking about this all the time on how to change all cars to be a bit more.How can I say a bit more flexible, a bit more collective. You know a bitmore fun as well right, because when now we want to have fun at work,because if not, we we change our jogs and we want to believe in that culture.We will believe in that in that mission of the companies and that's how I foundthat it was a bit limiting in companies. So I kind of invented my own and thatone that you invented is g, Co, goals, challenges and opportunities, so helpus understand what that is, and then we can get into how it how you apply. ItHa that's correct chat. I mean I've invented GC a couple years ago I meanto be honest. I just slowly became GC,...

...it had different names and so on, and Ialways tried to find a good marketing name for it, and basically, the GC is alittle bit difference, goals, Challenges and opportunities right. Soevery goal, if they're ambitious enough, they do have some challenges right. Ifwe do have challenges, we need some opportunities on fixing thosechallenges. So when I say also, a challenge should always include abaseline right so that you say all right the challenges. If you want tomake that money, we can't because right now we're here all right or if you wantto be able to hit those sales numbers. We can't because we only have fivesales guys right. So when you start defining these challenges, people aresuddenly able to understand. Oh okay, that is the challenge. I do have someopportunities, maybe I could be hire more people. Maybe I could be automatesome of the sales processes. It could be less get a better cram. Suddenly itmakes you start being creative, and if you do communicate your challengesthroughout the the company, then people collectively are starting to doideation sessions and they can prioritize the best opportunities andthat's how I've brought, but a bit the GC o. The goals is kind of theobjective from the old ks as we mentioned, but the challenges is whereI'm starting to reinvent a little bit and the key results, because he resultsare great to get to and to a number. But where are we what's happening? Whatis the problem is what are the challenge just on getting there? Ifthat makes sense, yeah makes that absolute sense and I'm curious, if youthink so with. Okay, are you mentioned? Waterfall G CO feels much more kind ofAgua in nature and much more collaborative. I'm wondering have youseen, or do you think that generational differences in the workforce areimpacting the effectiveness of either one of these right? Making? Okay aremore challenging and restricting to use because we're seeing much larger influxof millennials as baby boomers retire. Maybe bones were used to that top downapproach. Polonius want much more collaboration across the board. Do youthink there's some level of acceptance and in creativity excitement around gco because it also taps into some of the generational differences that wereseen in the workforce wow. I love this question because I've been in a fewpodcast, but this is a really interesting one chap. Thank you well to be honest Y. I think so, when Ithink about it now that as you're asking now, we have actually so manyjobs that we can go right because there's so many tech companies andobviously post covered world, is we remote? So we can change companies. Wecan go to a company where we really believe in the culture we reallybelieve in division or the just cause or the mission right, so the youngergenerations. I think we do have this luxury of a year and a half two yearslater, Chen changing a job a few years ago. If in a v you had someone workinga year and a half or two years in a place and two years in another place,you wouldn't want to hire that person right. He would be at Oh, he doesn'tstay in the same job for a long, but now we do why? Because you come as a aprofessional it could be in product. It could be a marketing you do what you do.You bring your skills and you want to. You want to go to the next challengefor yourself as well right for your...

...career and, I think, definitelygenerationally. Thanks to the Internet and things being online, this hashappened. So what do I mean with the GC or framework? How it works better forthese generations is that anyone now can assign the challenge right if yougave as a CEO or as the VPS, and if you give some goals now. Finally, you canspeak up right, we're giving a word to everybody right, so everybody can say.Oh, we do have a challenge about those goals, people you know and I'd seelevels executives. We have. We have some challenges and when people startgetting involved, especially these younger generations that you mentionedright, then there is a better ambience there's, a better culture, you'resuddenly driving the company all together and not just from top tobottom, and I think, with that aspect of collaboration I think ovid in theand the even the acceleration of the work force into a virtual environmenttop down is harder to enforce an. I think, in my experience, when everybodyis virtual, it almost removes accountability and responsibility froman individual puts it back on the structure of the organization, whereaswhen we use something, that's much more collaborative, much more agile, muchmore inclusive such as C, I think that actually could potentially amplify theimpact of being able to effectively work. Virtually. Have you seen thatimpact at all or seen it play out that way, I mean absolutely because whathappened as well. If you know the last ten years, we really been focused onthe technology companies, building a chartless right. How you know work lifebalance? How do we feel better at work and so on and obviously now with Covetjust pretty coved? We had this trend as well right, like Miro White, boars likedigital white birds, how like zoom now we have zoom APPs, you know so everycompany, every technology company is going towards helping companies workremotely better right. So in this sense, as you mentioned, if you try to beSuper Bossy- and you said all right- you do what I say you're going to do that yeah, but it's sad, but this isnever really worked for me. Yeah, I'm glad it doesn't hold you, but somepeople do think. I have some cos that they do so. I don't work with themanymore, anyways. But so what happens is that as when you tried to implementthat in a digital world, and especially, if you're not going to do nine to fiveor ninety six and you're going to say, okay, you start work at nine. Youfinished it six. How are you going to attract that anyways when you're athome right? But if you bring a way of ideation sessions, less, let's bringthe goals together, a team you know unless bring the challenge. What areyour challenges in your job? What are challenges in your team in yourdepartment and everybody now is allowed to bring opportunities right away. Wehave started to work collaboratively and this could be remote. This could beof line, doesn't matter of flying, as you know, the design sprints theideation sessions. These have been going on for years now, and these werewhere we were collaborating now. I think that we need to collaborate thatevery level- and this should be from strategical goals to day to day taskmanagement, and so, when you implement g co inside of an organization, how doyou is there a platform or a way you...

...like to track it or or share thatproject tracking information or share that information? To make sureeverybody has a clear understanding of what's going on and who needs to do?What is standard project management software, or is there something youfound to be more effective in terms of being able to provide a dashboard andinsight into progress? Through the framework I've tried many many I've tried forwith Trella with a sane. We Click up, and I tried it on purpose because I wasbuilding my platform, which is quite one a I right then, and you still can,but it's going to take you hours and hours, it's going to take a lot ofcomplex design in your mind and then trying to implement that on a typicaltask, qant platform. Then you have all these OK, artos, there's so many ofthem. But, as I just mentioned, there are two different platforms: one isstrategical goal sittings and one is date to the execution, so what I'vejust build and I'm still on on early early adoption, better testing. So Idon't accept every company yet, but that's quat, one that I ow. What we'redoing is exactly that. It's being able to actually put your goals, then putall your challenges and being able to bring all your opportunities for thosechallenges right now. I haven't changed the naming yet because I'm testing justthe classical right, so I caught goals, results and ideas at the moment. But mymy future goal, which is going to be in the next few months, is to finish upthe framework as a book and then change the naming around it in the company inmy platform and start preaching at the GC or framework, so you're, actuallyone of the early ones who and your listens are the first ones thatactually are listening to apart my clients, of course, excellent. Well, weappreciate you appreciate you sharing this with it, so you've obviously beeniterating on it and doing you agile approach, continuing to improve itcurious if you can give us an example, real world example of where you've seenit play out either with a client or even even in squad one yeah- and this is what I love. Wealready use our own platform for our own company and that works really well,but I'll give you an example from a client. So a client was again. It wasone of these CEOS who had some some really amazing goals in mind. You knowwe're going to we're going to reach these numbers and so on, and it's a bitthe example I give in the beginning, but I'll give you really a bit morefactual is there was a problem in the product right, so we were. The salesteam was setting a product, it's a SAC product of forces service and you canclose some clients, you don't close some clients, and then there was therewas problems. Sales people were having problems. Sales Marketing was speakinga little bit right, thankfully, but sales customer support was not speakingas much, but the biggest problem was the product team was even more far.They were more silent right because they were really working on the productand so what we did is actually being able to for the customer support team.First of all, to actually say all the problems, all the challenges that theysee day today, day to day and every day at the end of the day they would theywould actually put this in a spreadsheet back. Then there was nosquad one and we were putting this in a...

...spreadsheet and everybody would look atthis preached and suddenly the product team would have access to this preacheeand they were like. Oh, Oh, my God that issue that you guys are having right.It's a very easy fix. So then there'll e okay. We can fix all of this, butthen we realized that would take a lot of the the man power from the actualproduct and just fixing a little bugs and we always have to keep innovatingright. So what we're able to then do is to bring it pritish framework right toscore to be able to score on saying you know what would be the impact, how easywould it be and so on, and when we brought this this framework, wesuddenly allowed the whole company marketing sales, even finance, and wefound some incredible stuff to be honest, as finance had some ideas thatthey would never say because they're just busy with the nummis and suddenlyeverybody was scoring. There were scoring all these these problems backthen it was called problems, not really challenges, but they were scoring theseproblems about dinner. How impactful will it be if we fixed that? How easywould it be to fix that? Suddenly, the product team had a priority and, fromthe said, ten problems would just get the three, the three top ones and thosethree top ones. As soon as you fix that we had happier customers, we hadhappier sales people, we had happier marketing people, because now they weremarketing, something that was working a little bit better as well and we didgrow. We did grow in eighteen months with taking this. We grow from from ahunder krr, and we tripled that in eighteen months, wow those are someimpressive results, and so, when you see you know you think about the futurefuture as we continue to see the business environment involved. Kind ofyou know, we had the last eighteen months with the pandemic and everybodywas kind of shut. In now, we've got some people going back and there's theDelta variant, and all this you know a certainty out there. You never reallyknow what's going to happen, are we going to back in person that kind ofstuff, as you continue to see this, and the only way I know how to describe itis just a consistent river of change like every day you just have to beprepared for some level of shift because of what's going on around theglobe. Do you see this framework and this approach being able to enablecompanies to better whether that kind of consistent change that they'reseeing give them? I don't want to say a touchstone but more of a foundation sothat they can stay focused on what's going to help the company be successful,can you see it playing out that way and if so kind of explain that a little bitto us? Absolutely I'm going to take a different example, because youmentioned a coved. What happened in the beginning of coved? No countries hasactually colliber Ted. Everybody was very individual right countries wherewere just thinking about their own countries. Let's say that so they didhave a GC or framework I'm going to try to adapt this, I'm going, I'm goingcrazy here, but let me see so. Let's say that country is actually said right.The goal is to get rid of this virus and suddenly they start seeing thechallenges. People are traveling. This is happening. You know we don't haveenough beds, we don't have enough that and if they could have a sign, thesechallenges globally, right and suddenly countries everywhere. Could that startbringing some opportunities to the...

...table and if everybody had prieties allthese countries, all these big leaders that we're talking about that? We, youknow, t t that are kind of leading our world. What would have happen thenright and we would piati these these opportunities. This solution to thesechallenges and everybody together had worked that Colebrand. I think we arenot not Bein here chance to be honest with you right, but to let me put it ina business space as well. If you like, Pre Covet Pos cove during Kobi. If wehave the mindset of always speaking about our challenges right and not justtrying to make everything, fluffy and butterflies and everything's beautiful,no, there are problems. There are problems in the world. There areproblems in companies, there are problems in individuals, but you knowwe have this. You know we always have to look strong, and this is how welearned in the past. Look Strong, be the best right to be the best you haveto accept. You know your weaknesses and work on them. So if we could say ourchallenges in companies and individuals, I think that there we're going to starthaving a better world where, where opportunities will start arising,creativity will be tapped into a collectively and everybody will helpeach other not just themselves, but everybody will help each other and thatthis will work as companies. I think this will work as communities, and thisis going to work globally. In my mind, I love it and I actually you know whatI really the the example of countries collaborating through the framework. Ithink resonates very powerfully because we saw what the fragmentation did at aglobal level. It's not hard to extrapolate that see what happensinside of organizations as they grow and they add new departments ordivisions, especially if people are distributed, and you don't have the youknow the I hey. I can drop this off on somebody's desk or just mention in thise in the hallway. There has to be something that kind of serves as thetouchstone or that were the foundation for that collaboration, creativity andfocus. It sounds to me, like GCONF e platform, that you're working on willbe a great way for organizations to benefit from that approachand. I lovethat you said distributed, then not remote, because remote means that weremote to a location right- and I do I do try to use more the word justdistributed as well. That means that there is no head qualities andeverybody's all around the world. So so I love that you use that, and I mean Idon't think that my platform is ready to be used by countries and globally,politically, but hopefully, one day we'll get there. A he gotta have goalsright, exactly have to be ambitious as well. Absolutely all right. So, let'sChange Direction here, a little bit. We ask all of our guess two standardquestions towards the end of each interview. The first is simply as afounder and CEO. That makes you a target for other people that are tryingto sell things and I'm always curious to learn the easiest way in is, if youknow somebody- and they say hey, you should talk to this person, but if youdon't have that trusted referral in how does somebody effectively capture yourattention and earn the right to time on your calendar? That's a great question.I get a lot of those obviously, and I did it myself. I used to sell carpets,though the door at some point, and that...

...was difficult, but I get to know whoyou're targeting right. We have the Internet. Now, it's not creepy to youknow to look online. What's available information about you understand whatyou like understand, how you speak on Linton, what types of post do youengage with right and speak? My language don't come to me. So strictwhen I'm not a strict person, you know but go to somebody who likes strictlanguage to go strict with him but come to me more friendly, and you know I hadsome amazing examples. One person actually made the joke of hello firstname right and I thought that he missed the first name, but in the bottom said,hey tim, I actually didn't miss the first name. I just wanted to show youthat this is not an automation and it was still an automation right, but howhe he faked, the automation not being an automation. I loved it. I laughed alot and I replied to him. I said that was hilarious. I really loved that, andso you see, I got your attention and I jumped on a call with him. I neverbought his product, but we still speak Nice, excellent, all right. So lastquestion: We call it our acceleration insight. There was one thing you couldtell: Sales, marketing or professional services people. One piece of adviceyou could give them that you believe would help them hit were exceed theirtargets. What would it be and why? I think this, maybe it's going to soundvery simple, but it's not. Sadly it's just be friends. You know, don'tcompete with each other you're a whole team. You know, don't separate thoseteams, because I've seen a lot of problems between sales and marketingwhere they blame each other of the quality of the lead or you can't closethe deal and so on when they start working yeah. We this is hilarious, butit happens all the time and when you say, Hey guys, you're all the teamyou're all responsible, your objectives are the same right. Your goals are thesame and you're going to all get the same kind of amount of moneys orwhatever rights. If you close a deal, even customer service, even customsupport. Suddenly you get this collaboration and when you get thatcollaboration customer service tells you what types of problems arehappening and how clients speak to them. So the sales now knows how to make sureto answer those questions or how to speak to potential clients right at theprospects and suddenly marketing learns how to message better on the websiteright and the more. We do this, I think this, that's where we start growingrevenue love it. I love it all right Tim. If somebody's interested intalking more about the topics we've touched on today or learning more aboutsquad on, where do you want us to send them? Well? First of all, I think mywebsite Tim Koker Com, so that's Tim, Saki, Rom and obviously saying my firstlast name on Linkedin are the two places, but also on my website, you'llfind my news letter. Every Monday I tried to send out a new Zeta with allthe tools that I recommend some frameworks that recommend and so on,and I tried to help professionals that way. Perfect Tim. I can't thank youenough for taking time it's been an amazing avenue on the show, Chad and upsort of pleasure. Thank you so much all right, everybody that does for thisepisode. You know the drill be to be revizor share with friends, family coworkers who, like what you hear Levis view on itunes. Until next time we havevalesii associates which are all nothing but the greatest success.

You've been listening to the B TobRevenue Executive Experience to ensure that you never miss an episodesubscribe to the show, an itunes for your favorite podcast player. Thank youso much for listening until next time E T.

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