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CEO of White Glove, executive leader, virtual marketing and visionary of expansion piracy.
I started a new CEO position on March 2, 2020. The company is based just outside of Detroit, but it was no more than 10 days into my tenure that I was driving back to where I came from, Philadelphia, ready to move the entire company to remote work as soon as possible. The company, which does most of its business as a live seminar marketing company for financial and other professional advisors, was deeply impacted by Covid-19 because its core business involved live venues for Baby Boomers to learn about the topics of retirement, tax and Social Security planning. As live venues closed and consumers were quarantined at home, our company was faced with a multipart challenge.
Now, the long-term vision of the virtual transformation that provided me with the necessary support required much faster acceleration: years in days. Just over a day earlier, in front of a one-block City Council live presentation with more than 130 employees, the excellence score message was clear. Now, with all the staff running remotely, the messages are very fast.
The combined apple faced two imperatives: product innovation and leadership. Yes, innovation! Only those who innovate in times of crisis can keep up: think of the main net names in the early days of the Internet or the frequencies in the early days of radio.
It’s time to innovate and gain market share. On the product side, we had to change our attention from live seminars to webinars. We temporarily take possession of this product, transfer resources and responsibilities, and develop a market positioning plan. At the end of April, not only was it successful, but we also sold and produced many webinars.
For executive leaders facing similar times today, see this as a new opportunity and not as a new normal. Find tactics to grow your business, perhaplaystation not immediately, but through long-term decision making. Consider threading the growth needle in the long run. It is looking to make short-term decisions based on currency flow and basic sustainability, but it is also looking to make some fluctuations. You may never have that bureaucracy of opportunity again. When things go well and companies thrive, the festival is harder. Find tactics to deal with the dangers now they would pay later.
In terms of leadership, hire a control team, gain credibility with a broad employee base, and manage the business remotely. The key to us was transparency. Over the past 8 weeks, we have been given an evolved culture of general transparency with:
Weekly, virtual town halls that talk about comparative apple projects and tax information.
Virtual hours called “Comfort and cocktails”.
A two-day virtual Olympic office.
The migration of the Agile whollow sprint branch aims to align resources and priorities.
The deployment of a comprehensive strategic plan.
Newly established individual KPI, equipment and corporate performance.
For executives facing a cultural replenishment during this period, look for tactics like those that impose their culture. If you may be able to get your company’s attention now, it can be even less complicated when everyone is back in the office. It is too undeniable to disconnect or shut down remotely. Enbound, has 8 degrees of engagement and communication with staff and, most importantly, locates tactics to maintain your hobbies and commitment in the true north of the company.
Global virtual is never very normal, but a new opportunity. When professional and non-public life resumes outdoors, businesses should be prepared for both. It is transparent that a combined apple can succeed if it is innovative and transparent with respect to its employees.
Back and up. It’s time to thrive. Seize the opportunity!
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CEO of White Glove, executive leader, virtual marketing expert and visionary of expansion piracy. Read the Evan Kramer control log here.
CEO of White Glove, executive leader, virtual marketing expert and visionary of expansion piracy. Read the Evan Kramer control log here.