Smart Lemming Diary: Additional Channel Management and Sales Management Functions

February 18, 2006

The Paradox of Letting Go

It’s funny what happens when you let go of something. All of a sudden it’s handed to you.

My current job has grown due to my sense of duty and loyalty. I keep volunteering to do more because of my previous work experience.

I first started as a Director of Marketing and within seven months, my responsibilities now include two more functions.

It all happened this week, which went like this:

Monday: we outlined our approach to our meeting with our lead investor
Tuesday: my CEO was traveling so I was charge of the presentation
Wednesday: I had the deck ready for my CEO and management team’s review
Thursday: I had Channel Management and day-to-day Sales Management handed over to me

Which Option would You Choose? Door #1 or Door #2?

We had two three-hour meetings on Wednesday. By 4:00 pm, right when we thought we knew what we were presenting, our CEO asked each of us, “Which option would each of you pick?”

Option A – stay the course, but we just need a little more money from lead investor
Option B – go for another round of funding and build a national sales and marketing team

My Management Team colleagues were silent as they thought about which option to choose, so I spoke up.

“Option A. We’re on track, so we should stay the course. We’re doing exactly what he wanted us to do. We’re smarter now and have data that I’ve analyzed that supports we’re doing all the right things. We’re good at a channel strategy.”

I continued, “Option B requires us to do something we don’t know if we’re good at and we couldn’t build new products fast enough. Besides, our product isn’t rocket science. Any of our publicly-traded competitors could decide to assign developers and build it, putting us between a rock and a hard place. I recommend we stay the course. Build up our channels, get acquired. Yes, the acquiring company most likely would need any of us to maintain the product, but all of us would have the pleasure of stock being worth something and we accomplished what we set out to do.” I said.

Before I knew it, the CTO was on board, the COO chimed in, while our Controller shook his head in agreement. “Wow, this turns everything on its head for tomorrow!, our CEO said without hesitation.

“No, not necessarily, we’re doing everything we said we would and now you’ll have the data to back it.” I said. The CTO agreed with me. I wanted the CEO know that as a Management Team under his leadership and management, we’re doing everything we set out to do. It was important for us to remind him of that fact before he meets with the investor.

Making the 3 Point Shot with 2 Seconds Left in a Tied Game

I was a basketball player growing up and in college, so I often use that experience as a frame of reference. I have to say that making this statement to my CEO as we’re under pressure to nail our message to our lead investor and board member was big. It was like having to win a regular season basketball game, with a three-point shot with only 2 seconds left in the game – or pulling Michael Jordan.

I love that our Management Team is so comfortable with each other that we all felt ownership of my statement and bought into it.

It wasn’t just my idea, it was our idea. Just like the Chicago Bulls, we each take turns being Harper, Jordan, Pippen, Rodman and Longley. Our presentation was flawless with our investor commending our CEO for our performance as a Management Team.

BTW, You’re Now in Charge of Channel Management

At the end of the day during our Management Team debrief with our CEO, we identified action items from the meeting. The CTO has critical action items in product development. I presented what our CEO is transitioning to me: the day-to-day sales management function in two weeks with specific items. The investor loved the idea, so it could free up our CEO to pursue new channels.

As our CTO white boarded our actions, our CEO said, “Oh by the way, Lori, congrats, you now are in charge of Channel Management.”

So there it was. I had recommended to my CEO a few months ago that he should have the Channel Manager position report to me, since my department supports all our value added reseller (VARs) channels.

When the CTO heard the CEO’s comment, he stopped white boarding. Gave us a blank look and said, “It’s clear Lori’s role is changing.”

All I know at this point is that the CEO’s in charge of negotiating the VARs channels and I execute them. Our key business strategy is channel distribution and now I’m in charge of it. Cool.

Lessons Reinforced

This work situation has reminded me that when we let go of our attachments, stuff happens. Attachment can make you crazy, often causing you to make weird decisions.

The bottom line is that we can’t control timing or other people. I learned a long time ago that I can only aspire to do something, send out my intentions, but then let it go. If it’s supposed to happen, great. If not, then it’s not meant to be.

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