I maintain a rather crazy schedule. For years I logged up to 400,000 miles as I flew across the globe as a management consultant. Today, as Chief Revenue Officer of SAFEbuilt, my business is contained to the United States, yet I find myself equally as busy, logging 150,000 miles a year even during the pandemic, as we provide essential building and professional services to local and state governments. Between meeting clients and prospects, and leading a national team that sells and manages these services across more than 1,200 client communities, life can get a bit hectic.
Leaders must understand their business at a granular level, primarily because it enables them to increase their situational awareness while gaining much-needed empathy to lead a team down smooth or bumpy roads.
To gain this deep understanding, I work to identify the business’ core competencies. Simultaneously, I am conducting a skills inventory of myself, as well as my team. The result of that assessment leads to the development of my strategic imperatives, or focus areas, as well as identifying what or where to outsource to gain speed, efficiencies, and effectiveness. My days at Paychex and Intuit, while nearly 20 years ago, still serve as a gut check when I think about how to best accelerate revenue growth.
Every business outsources some parts, or pieces, of its operation. Whether it’s payroll, office cleaning, accounting, or back-office processing, the concept of outsourcing has been around, well, forever. Highly effective leaders recognize that if they focus on their core competencies, they can accelerate revenue growth faster than if they get bogged down with having to manage all the minute details. Further, once you have an accurate assessment of your skills, and those of your team’s, you’ll be able to more quickly make determinations as to where NOT to spend your time and attention and find an outsourced solution.
The past decade has ushered in the concept of partnership versus outsourcing. It’s no longer in fashion to simply be a vendor of services…an outsourcer. Today, we must all be partners, or at least that’s what all the rage is about. Of course, you get so much more value when working with a partner. Don’t you? Hmmm.
How do you distinguish between a vendor and a partner? How can you tell exactly what you have? Is your office cleaner a partner? How about your accountant? When you have your payroll processed, is the payroll specialist providing partner services? When you buy a new sofa, is that salesperson a partner?
Chances are that many, if not most, of your business dealings are actually nothing more than vendor-based relationships. And guess what? That’s okay. Every function and every vendor doesn’t need partner status. Sometimes a simple transaction is all that’s required for efficiency.
Avoid wasted calories by trying to make more of something than what it is. The key is to know which functions within your business would benefit if you had a real partner working with you.
My measure of a partner goes well beyond the work delivered for the dollars I’ve paid. If I get what I’ve paid for, it’s likely a vendor relationship. If I get more than what I’ve paid for, you just might be teetering on partner status. Further, if the vendor I’ve hired pushes my thinking and helps me to innovate, they achieve the coveted status of partner.
An example of a great partner relationship is with our digital marketing agency – Square2. I began my journey with Square 2 back in 2012 and have worked on and off with them across different companies and industries. The co-founders of Square 2, Mike Lieberman and Eric Keiles, are masters of innovative thinking. Sure, I hired Square 2 to outsource my digital marketing needs, but the value we’ve received from working together goes beyond the increase in MQL activity and SQL conversion.
With my crazy coast-to-coast travel schedule, I was struggling to find the time to add yet another meeting to my calendar for progress updates. Many times just minutes before meetings I end up having to reschedule due to a client or associate need, and here is where the partner status comes in.
Rather than trying to stick to a traditional meeting cadence for progress updates, Mike Lieberman, taking into consideration his buyer’s needs (mine), suggested that the Square 2 team provide me with progress updates via a short video that I could watch during flights or Uber rides to absorb and contemplate questions or reactions. This slight adjustment in working together has made a big difference, as it has improved my ability to keep informed while being able to make changes or provide input in near-real time.
This is a perfect example of meeting your buyer where and how they want to be met, rather than continuing with a “this is how we do things” approach.
Here’s where the value of a true partnership really begins to accelerate results.
Serving more than 1,200 communities nationwide, with each community having between two and seven personas we interact with on a regular basis, I have adopted and implemented this tactic within my own team. While it certainly isn’t a silver bullet, it does offer clients another avenue for updates. No different than payroll providers offering businesses the ability to phone in, fax in, email, and now launch an app on a smart device to produce payroll, video updates are just another option on the menu to allow clients to choose how they interact with their provider, or better yet, partner.
What’s the last thing you learned from a vendor that went beyond the scope of work you hired them to perform? How often are your vendors collaborating with you to find new or different approaches that help you personally save time, increase your personal efficiency, or resolve a pain point?
Partners go beyond the scope. They focus on the individual they are providing the services to on behalf of the company they are contracted with. Think about that. How concerned is your vendor about your time, your effectiveness, and your ability to improve the running of the business, versus just providing the service they said they would?
Vendors have the ability to improve your business. Great partners don’t just have the ability – they act and add value beyond the four corners of your contract by going deep into your business, making you and your business better.