We've worked with business owners for a few decades on their sales growth and capital needs, and one thing has consistently been an impediment to growth - Organizational Culture.  Organizational culture is defined by what is tolerated and expected in execution.  What that means is this, culture can dismantle an effective strategy when leaders have different expectations for what is important. 

Basically, a company culture (often acting as an undercurrent beneath the surface) will overwhelm the experience of a leader.  The teams around that leader will present resistance to their opinions and directives.  This can present itself as personality clashes, slow work or lack of collaboration, rebellion ("I'm doing it my way"), sabotage, toxic office politics, silos, turnover, impaired client experience, customer churn and lost opportunities.  More importantly, if a CEO has a culturally misaligned executive, that executive will rarely translate decisions and expectations correctly to the teams they manage, reducing the results of the CEO's vision. 

As a sales leaders and trainers in the past, we know that the sales team is the voice box of a company culture, constantly explaining to prospects and clients what to expect when purchasing a product.  When the cultural tolerances of the sales leadership are misaligned from the rest of the organization, clients don't get what they expect, driving away current and future revenue, sales teams miss quota, and turnover increases. 

What we help CEOs accomplish is the capacity to "design" their culture around the tolerances they have. 

What CEOs and leaders get from this: 
1. Clear understanding of the undercurrents within the organization
2. Roadmap to create alignment
3. Language to align executive communication, sales and customer success communication for improved employee and client experiences
4.  Talent management benchmarks to weight a team's "resistance" to a new leader 
5. Improved and sustained revenue

Span the Chasm

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