The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Jenny Adams on Driving Revenue Through Collaboration

ABOUT THIS EPISODE

As executives grow their businesses, they often experience a lonely road of solitude and don’t think to reach out to others for support.

We spoke with Jenny Adams, chairwoman of the 12 Mavens Denver chapter, about how executives can collaborate to drive revenue and propel everyone forward to mutual benefit.

You're listening to the BDB revenue executiveexperience, a podcast dedicated to helping the executives train their sales and marketing teamsto optimize growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. Let's accelerate your growth in three,two, one. Welcome everyone to the B Tob Revenue Executive Experience. I'myour host, Chad Sanderson. Today we're talking about the often lonely road manyexecutives experiences they are focused on growing their businesses. How to overcome that solitudeand connect with other like minded executives to drive revenue growth through collaboration and thoughtleadership hot topics today, especially for sales and marketing executives, sea level executives. The idea of collaboration to propel everyone forward to mutual benefit. And todo that, to tackle this topic today, we have with US Jenny Adams,chairwoman of twelve maven's. Jenny, thank you for taking the time andwelcome to the show. Great thank you, Chad, and appreciate it. So, before we jump into the topic of the day, we like tostart a little random question beginning of the episode give our listeners a little bitbetter understanding of view as a person and what we're bringing to the table here. So, if you look back over your career at a defining moment thathappened in your career, maybe a change trajectory for you or change the directionyou're headed kind of. What was that defining moment and what did you takeaway from it? Now, sure there's and oh so many cheap I'll pickone from recent years. I previously was a plant manager at a manufacturing plantthat was making and selling over a hundred and fifty million dollars worth of productsevery year and I had been chosen to be in this two year leadership developmenttraining for women and there were only six women out of a hundred, outof Sixteenzero women chosen, and I was one and it was awesome and itwas so amazing to be recognized and given...

...those accolades and that training to getfurther in my career. However, there was one person who disagreed with it, and that was my boss, and I just he and I just didn'tsee eye to eye and what I was feeling from everyone else in the wholecompany was this is amazing, she's amazing. We're going to help her succeed,we want more women at the top. And then my boss is like pushingme out, and so I left and I decided that I can stillhave all those accolades and hear what I want to hear and also feel intowhat he was saying. Right. Is this real or is it not real? But I don't have to deal with that. I don't have to havethat one person D driving my entire career guts, because he really had control, that one person, even though the people above him were pulling me up, he was really in charge of my trajectory and once I let that goand became my own boss, I now have control of that trajectory. Excellent. So realization of your self, empowerment, self worth and getting out from underneaththe thumb of people who maybe not as like mind. It sounds absolutelyexcellent. And so okay. So great lesson, great insights. And sonow we're at we're chairwoman at Twelve Maven so for our listeners, can yougive us a little bit more context around twelve Maven's and your roll there?Sure. So twelve Maven's is a confidential think tank. It's a mastermind group, a sounding board made up of like minded risk takers, and typically it'sabout twelve people. So that's where the twelve comes from. A maven issomeone who is a trusted expert who shares their knowledge with others, and attwelve maven's it's a private, by invitation...

...only, community of CEOS and entrepreneursthat are from non competing companies and industries, and they join together so that theycan be smarter together, because being a CEO is very lonely at thetop. That's hard to you have to be the one that's in control,the one that looks like they know everything, although we all know we don't fakeuntil you make it exactly. But doing that sometimes lead you to trouble, because you're making a decision in a vacuum sometimes, and so having twelveCEOS around a table discussing each person's issue at a time in a confidential room, I've seen all so many CEO shoulders just drop and relaxation and allow themselvesto be vulnerable, which is not something a CEO ever gets to do.Typically, they're the bread winner at home, they're in charge of other people's livesand they have to seemingly have it all together and they don't always haveit all together and so this group, this group of twelve, helps themfeel like they're not alone, because they're not. It's a great concept,right, and we see a lot of focus on collaboration and the power ofcollaboration and and that that vulnerability, that authenticity, allows us all to saywe don't have all the answers and and well, I know twelve mavens isfocused primarily on CEOS. I'm curious is, you know, sales exacts, havingbeen one myself and having worked with a lot of them, or marketingexacts. Those sea levels kind of across the board. Those are all prettylonely places. Even if you're on a see level, you know, ceesweet team, there's still, you know, there's still a sense of alienation thatcomes and I'm curious if twelve mavens has has explored or thought about goingbeyond the CEOS to getting, you know, CMOC rows together and doing it thatway, because I think it is...

...a powerful model. I understand whywe obviously start at the top. I was going to curious if there's beenany thought or, you know, any discussion around potentially expanding out the typesof sea levels that you guys are focused on. So potentially in the future. However, right now we're expanding in the US. So we started inJacksonville, Florida, in two thousand and fourteen and there's been three groups therefor, you know, three to four years each, and those groups startedasking Jeff Davis, who started twelve maven's and Jacksonville, to expand to othercities so that their partners could also be in groups. And right now we'rein that expansion mode. So we're we're the fastest growing mastermind group on theplanet right now and right right now we're focused as CEOS and eventually, oncewe have grown that the way we want to absolutely we could be looking atother groups. But there are other groups out there that support people who arenot CEOS and and you run the Denver area set groups. Just don't wantto make sure. Okay, excellent, okay. And so I was doingsome reading, doing some research before the before this interview, and came acrossthat article, actually, I think it was one you sent me, whereJeff was talking about the impacts and results that he'd seen. I'm curious whatyou've seen, as you've been working with and been involved the groups you mentioned. You know, CEOS relaxing and get a little bit more vulnerable. Butany you know, takeaways, powerful takeaways that you've seen members of the groupwalk away with an implement absolutely it's fascinating to watch in meetings because, forinstance, one of our CEOS was really he was a Hardass, and thenwe had some other CEOS that were more on the not so strong side inthat same type of realm with their employees, and so they balance help each other, balance each other out, like, you could be stronger here or youdon't need to be so strong there,...

...and so watch that happen in ainner room over, you know, a few hours is amazing to seethat Camaraderie. And then they start saying, okay, you can help me withthis and I can help you with this, and it just keeps expanding. And I've also heard conversations where there's just a five minute little blip ofa description of something and someone says, Oh my God, you just saveme thousands of dollars, and things like that happened every single meeting, althoughthere are, you know, over time there's bigger things that are happening wherepeople are growing their businesses and there's a business in one of the Florida groupsthat is one of the fastest growing businesses in Florida and they have recognized twelvemavens as being part of that. Oh, excellent, excellent. So I'm curiousof when we see, you know, that's the concept of collaboration and thoughtleadership and CEO Roll is tough, right, any executive really that's responsiblefor the lives of other people. There's a lot of weight that comes fromthat and I think sometimes there's a, you know, a natural inclination forus to say, Hey, we have the answers because we believe that thepeople that are, you know, trusting us and following us that that's goingto make them feel more comfortable. But you know, as we touched onearlier, we don't all have all of the answers. So I'm curious fromyour perspective why you think we've seen kind of a rise, an increase inthe amount of focus put on collaboration amongst executives amounts like minded individuals. Kindof curious just to see from your experience industry kind of where that's come fromand how that's kind of changing people's view of business in general. I thinkthat as more people start businesses, they try to do it by themselves andeventually those people who only do it by themselves typically there are very, veryfew that actually succeed. And when people...

...we do interviews with people every monthtoo, and we highly successful CEOS and entrepreneurs and we send those out toour members of our group and, for instance, we talk to people whoare have billion dollar companies and how they grew that and we send those outso that people can get those ideas. But what happens is is those peoplealways talk about being in a group like this and that's how they got wherethey were, and so the more that people are hearing about it, thatit is grown, definitely, but part of it is half the people liketalk to have never even heard of anything like this. One of our memberswas like, I have been doing running businesses and creating businesses for I don'tknow, twenty or thirty years, and he says I wish someone had taughtme how to be a CEO. You're the first person to invite me toa group like this and I didn't even know it existed, and I wishI'd known this at the beginning. Of My career. Yeah, the thesharing of knowledge. I mean it's funny. We all take for granted Ah,we all have access to the Internet and People Think, oh well,that's going to provide all of the answers, and the fact of the matter isit really doesn't. It actually as a tendency to create more confusion.So to hear those real, authentic stories and perspectives from people that have beenthere, I thinks extremely empowering. HMM, for sure, we have people whofly in just for the meeting. Excellent, and so I'm curious wein our business and culture, you know, we're all seeing it. Everything's becomingmore digital. Everything's almost you know, a lot of focus, especially insales, on virtual selling not having to be facetoface, which was nothow I grew up in sales and marketing. It was always face to face.But we're seeing kind of the you know, things turn around a littlebit. It seems to me like twelve mayven's appears to be focus on gettingback to that facetoface relationship building, and I'm curious why you feel that's socritical and important today. The more we are facetoface, obviously the human connectionis extremely important and the more a CEO...

...gets off the rails, off tothe side without that human connection, they lose track of what their customers want. They can lose track of what they're clients and their suppliers need because they'relooking at a screen and the interaction see it. Sometimes it's just a lookon someone's face in the meeting where someone says their idea and their face islike, that's not a good idea. I tried that once. I wouldn'trecommend exactly. And and you get more of a personal relationship and the camaraderiethat gets created in those modes. It's more of a conversation than just researchonline, which to me drains me when I'm doing research online. But thathuman connection actually helps me build excitement completely and it's interesting because, I mean, I spend, you know, a lot of time online reading and researchingand then a lot of time in my head processing it. But it canbe just, you know, fifteen minute meeting somebody for coffee and you floata random thought that was going through it all of a sudden you get aunique perspective and you get feedback that you wouldn't have gotten just between you andthe computer screen and it changes your perspective really, you know, it's ourperspectives or what we control, and the more input that we take in themin a way that we trust, you know, in a trusting, safe, kind of vulnerable fashion, the better we become, the more informed webecome and I think we make better decisions. I think, having worked for someCEO's, probably that guy that he said was a hard ass. I'vegot work for that guy. I think it would behoove, you know,everyone to spend some time doing and spending more time with their peers in anauthentic and and vulnerable way exactly. One of the cool things that happens inthe meeting is people bring their issue that they want the whole group to discussand I'm told by most of the members that they get more out of theother people's issues than the one they brought...

...because they hadn't even thought to askthe question. Oh Yeah, you get so focused on one or two particularthings you don't think about looking at it from another perspective, where you don'tthink about all of the other things that you need to be juggling at thesame time. Absolutely so. I read, I read in that Business Journal ArticleThat Jeff Likes to quote, and this literly quote focus on the elementof surprise in the meetings and I noticed in the article that said he's invited, you know, guests and presenters from sits, our players to comedians andeverything else. Right, I understand he's trying to create, you know,creative environment, safe, relaxing, mind expanding, so to speak. SoI am curious to know what you've seen. Is like the most surprising guests thatone of these meetings. We have an annual meeting in Florida where allthe CEOS from all the groups get together, and at that meeting, it wasin December this year, and at the very, very end, Jeffbrought in an entire the entire drum line from the Jackson Bill Jaguires into theball into this ball room, and I was like, I never would havethought to have that loud of a drumming crew. They're so hyped up ina room and it was mind opening. Like what else am I not thinkingabout? Right, what else would have would I not have tried? Soit wasn't just about the entertainer. Well, that's just it pumped us up,but it was just it started going oh I hadn't thought about that.Well, that's just a right way. I have a feeling that many peopleget so caught up in what they know and their own little bubbles. Right. I think that's probably what leads to all the news we hear about,you know, fake news and people only getting one source of information. It'sdangerous. We've seen some of the negative consequences I can have you know,culturally, but I think it's doubly dangerous in business, especially for the leadership, if the leadership is so narrowly focused...

...that they're not taking the time.We used to call it staring out the window. We used always budget timefor staring out the window and let your you know, just let the thoughtsgo, and now things move so fast it's really much more advantageous to spendthat time in a elaborative, creative environment. So I love the fact that thedrum line was in there. Would have loved to have seen that andseen the looks on the other people's faces. MMMM. And the other thing thathappens is that because the companies are non competing, as you said,you can get caught in your bubble and the reason why we have the differentcompanies in there that are from different industries. is so that you can take ideasthat you hadn't even thought of because your industry works this way, andget those ideas and add them to your industry. And that's how disruption happens. It's not from inside the industry. Right, cross pollination, unique perspectives, shared experiences, exactly. So all right, so let's change reaction alittle bit. Towards the end of each interview we ask two standard questions andyou know your chairwoman for Twelve Mavens here in Denver, and so I'm surethat puts you in sales parlance. We would call you a target. Inthe politically cracked parlance, we would call you a prospect. But I'm surethere are people out there that are trying to get in front of you,get your attention and capture some of your mind share. We always like toask our guests, you know, what is it when somebody that you don'tknow is trying to connect with you? What is it that captures your attentionand builds credibility? Several, several things. One is to keep it short andsimple, because people who are running their own companies don't have a lotof time and so if you send too much too fast, it just isoverwhelming and we click away for men or walk away or don't schedule a phonecall. But you need to find something to make their lives easier and providea solution for that, and part of that is how you you're selling tothem. Are you making their lives easier...

...by selling to them in a longemail? Probably not, are you? Someone told me they buy lunch forsomeone during their busy season. They bring in lunch for the person's entire staffand that's how they get in their door. I was like, well, thatmakes it easy for them. They don't have to plan anything, theydon't have to do anything on their own and that person already builds that rapportright. There is a difference between men and women and selling and women tendto think longer about what we're going to do, but in general, menare more visual and thinking and women are more feeling. So if you canappeal to a woman's feelings versus talking to her in very logical manner, youcan win over more women. Excellent, great point. Great Point. Okay, last question. We call it our acceleration in sight. There's one thingyou could tell let's usually say sales and marketing people. If there's one thingyou could tell like sea level executives, entrepreneurs, one piece of advice thatwe give them that you believe would help them, you know, be moresuccessful starting tomorrow morning if they heard you and applied it. What would itbe? And why stop doing this by yourself? You don't have all theanswers. You don't even have all the questions. I love it. Ilove that quote. That's going to be one of the quotes we put inthe graphics, as you know. I love it. Excellent, perfect,Jenny. If a listeners interested in talking more about the topics we touched ontoday, best way to get in touch with you to talk further about twelvemavens or your experience and insights, sure they can either contact me on linkedinor they can email me at Jenny j n n. Why a at twelvemaven'scom and the twelve and twelve maven's is the number one two. Excellent today. I can't think enough for taking the time. It's been great having onthe show today. Great. Thank you so much. I appreciate the timeand it's been a pleasure. All right,...

...everyone that does it for this episode. Please check us out at be tob REV exaccom. share the episodeswith friends, Families Co workers. If you like what you hear, dohis favorite as review on itunes and as walk away from this, remember it'salways better to work and collaborate with others. You're not alone. You don't evenknow how to an you don't even know the right questions to ask,as Jenny said. So please take the time, work with your friends,work with your co workers and until next time, we have value prime solutions. With you all, nothing but the greatest success. You've been listening tothe BB revenue executive experience. To ensure that you never miss an episode,subscribe to the show and Itunes or your favorite podcast player. Thank you somuch for listening. Until next time,.

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