The Pavilion Podcast
The Pavilion Podcast

Episode · 1 year ago

RC Extra: Town Hall

ABOUT THIS EPISODE

RC Extra: Town Hall

To peverybody at Sam Jacobs, welcomedto the revenend collective pod cast, we've got another bonus episode for youtoday. Today, we're featuring a Talki hosted couple of weeks ago, basicallylaying out the strategic fission for revenue folective. We called it a townhall t as I think it was titled the State of Revenue Collective it. Itarticulates our plan for the second alf of the year and then beyond, and wherewe're trying to go. Why we're doing this and how our vision is really abouthelping each individual member unlock their professional potential andachieve what's inside of them. So that's what's going on, we hope youenjoy it. This is a bonus episode as always B bringing you great contentfrom the arcives of reven collective hopeg Tou, enjoy it and h subscribe tothe Pod Cask, give us five stars on Itunes and here's a conversation that Ihasod a couple of weeks ago. Holl you like it good morning good afternoon goodevening. Everybody thank you for joining us today. Odrining me, my nameis Sam Jacobs, I'm the founder of revenue collective, and what I wantedto do today was talk about division both for the second half of the yearand also looking out beyond twesant ad twenty and really into the next coupleof years into the future and talk about. Why we're doing what we're doing? Whywe're here? What is the purpose of the community and to also answer questionsthat folks may have some folks may not be members, and you may have questionsabout membership, and some of you may be members and may have questions aboutfuture direction, and some of this was prompted by the recent hiring thatwe've been doing W we've recently hired our vice president, our first vicepresident, that being lesle Greenwood who's, also the Dallas for worth Texas,community, cochair and she's also AU. First, BP of member success. We h'veadded to the member success team. We've got Ester John Baptist, we've got catlan macky, both of them are working on member success and the team continuesto grow, and so some folks have come and said this is really exciting. Butwhat are the plants and what are the expansion plans? What are the growthplans? What are he trying to do? What are the underlying motivations and Iwanted to help answer some of those questions, so so thank you for joiningand we're going to go through a couple of slides. If you want to add questionsin, please feel free to do it in the Cha I'll, be monitoring the chat myselfthat we have no guest speakers today. So it's just me but feel free to askany questions you want into the Chid or pop them into ask a question and we'lldo we'll do our best, and so thank you for joining and if you also want to sayMichael Brady just said you know he's coming in, I think selty would beCharlotte. I hope it could be a different place, but if anybody elsewants to say hello and say where you're calling in from or watching from thatwoud be fantastic, just to make sure that there's a level of engagementhappening as we go through the presentation, if you do have questionsdrop them in and I'll I'll. If I don't address them right away, I will addressthem at an opportune time when I can but and there's my friend, Andre Braselfor Mamsterdam, one of our very first community leaders he reached out to memany years ago from Amsterdam after hearing sell, sacce Pied cast out.Let's, let's go into the presentation and again, if you have questions, Ifeel afree to ask them, and I will look to address them, and I guess I wouldsay that you know there are communities that are popping up really all over theworld, all different kinds of communities. Some of them are free.Some of them are paid. I'm really laying out the playbook here for whatwe're trying to do with revenue collective. You can steal these ideasif you want, you know we're going to be pursuing this vision in this missionand we believe in it authentically, but we also believe that you know theworld's a big place and that if there are other communities that are servingyour professional interests, we think you should join them. This is a timewhen our careers, as professionals in the world itself, I'm not going to useunprecinented, but there's never been less visibility on what the futureholds. I think we're in the middle of a global pandemic. The labor market waschanging anyway, and so everybody needs...

...to find their home their tribe, theircommunity, where they feel safe and where they feel supported. So, let'sget started everybody so very simple agenda here: Where have we been? Whereare we going? Where are we and where are we going and really? What is thehistory of Revenue Collecteve? So the point that I'm with this lide this wasour first. This is one of our first dinners. This was New York City. Thiswas some time around twent and sixteen tweand and seventeen and th the quicktimeline is as follows. It's been a really surprising to me journey the growth ofthis community. The first dinner that we had was in New York back in Twean,an thirteen I was working at a company called axal. We gave it a name intwenty sixteen and we called it. The New York revenue collective and I neverwe never. I never thought that it could become a global movement, but now I'mmore convinced than ever that it could. I always assumed that there was alreadysome kind of executive, professional networking community in every cityaround the country or the world, and it turns out that that there wasn't forany number of races, and so it's been an incredible journey. You know theoriginal growth plans for revenue collective when we started this andwhen I started working on this full time. So, as you can see on thetimeline, we first started collecting dews in December twentyn seventeen. Istarted working on this full time in December twenty eighteen and inDecember twenty eighteen. I said if we could have five hundred members in theglobal community by the end of Twenty nineteen and if we could have twothousand COMMU members by the end of t twenty twenty, the work would be done.That would be great. That would be a great outcome and, as of today, we haveabout twenty five hundred members, so we've really exceeded the growth plansthat I eer envisioned. We've got about eighteen hundred executives in theexecutive community, we've got seven hundred associates in t in theassociate community and we we're in over a hundred cities all over theworld from everywhere. So thank you so much for all this amazing growth. Let'slook at some of the things that have happened just over the course of thisyear: Twosandad Twenty, so we've added over fifteen hundred new members in wo,thosand and twenty were doing over thirty digital events every single weekand food this week. It's twenty one events, but ntypically it's betweentwenty five and thirty. We've got communities for a variety of differentsubcommunities based on identity. So we've got the women of revenue.Collective Wy've got reve neglect above color we've got a community for lgbtplus we're really trying to create communities for people that are alignedby geography by function and by identity, we're hosting portallyvirtual offsites. Our next one is tomorrow. In fact, at this point isreally every two months we've got a slack community. Obviously, as many ofyou know, in the executive in the exacteve world, W we successfullyintegrated Grr, so that information is more at your fingertips than everbefore were going to be adding that to the associate community over the nextcouple of weeks. In fact, we have a timeline, so thank you so much to Goforyour support, we've rolled out and are going to be continuing to roll outlunch roulette, which is basically matching members based on a variety ofdifferent interests, including geography, including function,including anything else that might look like mentorship. Potentially, we'velaunched private communities based on functions so that CMOS and Cros, evenindividual contributors can all have a safe space where they can connect withpeers and really have more open conversations within the broadercontext of revenue. Collective we've rolled out by weekling bench, marking,surveys and and really reporting and data collection within the community asa matter of ongoing work that we do so that Yo always have objective andaggregated data. That's possible and we've also built out. As I mentioned,the men per success Tam with the hiring of all the folks that I mentioned,we've even launched exclusive shared slack channels. We've used the thetechnology that flacks developing to connect directly with importantorganizations such as sequoa red point ventures, and some of our amazingsponsors lie Gong Inside Square Advanti.

Many more so this s all just happenedin the last six to seven months, and it's been, it's been pretty incredible.It's been particularly incredible because of everything else, that's beenhappening all over the world. So again you know- and I guess there's aquestion here from Saka- is the main purpose of this to connect with Piere.I don't know t this is the Antisude r referring to, but maybe perhaps you'reasking what is the purpose of revenue collective and that's what we'll betalking about right now. So why are we here- and this is this- is the point ofthis talk? This is more than just features, you know, speeds and feeds,and all of that this is the point of this is about. Why does RevenueCollective Exist? So this is why revenelective exists. We envision aworld where every revenue leader has the resources in support. They needmeaning you need to achieve your professional potential. So that'sthat's. Why we're doing all of these things? It's not about slack! It's notabout zooms, it's not about a google listervs Wewe are largely indifferentto the Distri, the medium right. It's not about the medium just so everybodyunderstands this started off as a booble group in Twentyd. Sixteen rightand before that we were just meeting for dinner every couple of months groupof friends, meeting on the Loweryt side or somewhere in Manhattan. It thenbecame a googrup and the way they experience, Revenune Electiv Bein,twenty sixteen and twenty seventeen list, email and if you had mentionedslack in any time early in twenty eighteen, nobody would have known whatyou were talking about because we didn't use it very effectively. Sixmonths ago, you might have only mentioned slack as the primarymechanism through which revenue clective was experienced. Today, youknow. Last week we had over close to a thousand about seven hundred and fiftydifferent people attend virtual events that had nothing to do with slackthey're, not happening on slack they're happening over zoom they're happeningover crowdcast. A lot of times are happening, one on one between peopleover the phone. So again, it's not about this. Isn't a Slat community.It's not a Google Group's community. It's a global community! The communityexists for a reason, and that reason is on the screen right now. We exist as amechanism to help you uncover and achieve your career goals. That's whywe exist. If we use slack today- and we don't use it tomorrow- we don't careit's not about the technology. It's about the vision and the purpose. Whyare we here we're here to help you achieve your professional objectivesand and the only the world that we envision is a world where hard workingpeople that are ethical and compassionate achieve their potentialright? So it's not for everybody. This isn't a community for people to justsit back and wait for everything to happen for them. It's a community where,if you bring the work ethic, but if you want to work hard, we don't care whatyou look like: We don't care what your background is. We frankly aren't goingto care less and less if you went to college, what we care about is that youwant to be great, and if you want to be great, we want to help you get thereand that mission an and if you are listening- and you can there's anobvious question right, which is well that doesn't seem to be specific torevenue leaders and the answers candidly. It's not specific, O revenueleaders and so we'll talk about that as part of our growth plants. So this presentation emerged from mecommunicating with our internal REVENU, lective, headquarters, team right andtrying to say here's where we're trying to go. Here's what we're working on andthen other people came and said. What are you working on? Why are you hiringthese people? What is the direction of revenue collective, and so I dot thistogether? This is this is an evolution of a presentation we gave internally,and so our presentation is t we're using a you know, sort of like a VI tmom, which o' if you worked itselfs forse. If you read Mark Benioff'sbiography, autobiography, is a derivation of of vitumam vision, values,mission objectives, metrix okr framework objectives and q results, butbasically here's how we think about...

...strategy. So you know, because I'mabout to walk through how we think about strategy. I think about strategy,two things right. You need the plan and need your values. The values tell youhow you're going to solve problems. The plan tells you where you want to go atthe end of your journey and within that. We think that if you have your keyobjectives, meaning where you want to go- and you have your values whichtells you how to solve the problems as you get there, we think that mostpeople can be fairly autonomous. How do you give autonomy to people? You givethem a clear plan and you give them the values through which they make thosedecisions. So we're going to be talking about some of that now as we go. Theseare what we currently think of is the five pillars of revenue. Collectiveright, a lot of people sign up. A lot of people have signed up and they're,not quite sure what is revenue colected. Is it a slack thing, as I mentioned, ist at I'm getting all these emails? What does it mean right? So we think aboutmodes of interaction, and these are some of t. These are the five pillarsthat we think about. The first thing is that we do think that twenty four hoursa day, seven days a week, a global community of people that are comingtogether to support each other e real time is incredibly powerful. So that'sthat is the first color. Would you think slack is built a a uniquetechnology? That's pretty useful for doing that, and so there's a lothappening in slack, but that's not all of it right. The second is trustedcommunities by geography, function and identity. What does that mean? Thatmeans within flack there's all of these subcommunities? They are organizedcurrently by channel, but it's not about the channel right. Each channelin slack, is a community and slackhelps power, the real time Qan a portion ofthe community, but you should make sure that you're, finding your communityeverywhere right each community within revenue, collective and Yosl, see thaton the global events calendar each community is hosting its own eventsright, as conducting its own original research, is creating a safe space forpeople to have connections and conversations. Many of them are privateso that anybody can't join and that people have again the freedom and thesafety to have open dialogue and, in fact, there's many communities, I'mpersonally, not a member of because it wouldn't be appropriate, like women ofrevenue, collective right, I'm not a member of that community. I am a memberof some other ones like sales, processor, sales management or whateverit may be. But the point is that first pillar is real time cuana. The secondis your tribe, your group nd in that group, getting together on a regularbasis, digitally Riteso, zoom, virtual meetups, happy hours, breakfastsworkshops, that's the second pillar of how you should think about engagingwith revenue clective. The third is one on one matching for deeper conversation,mentorship and business development. So that's a key part of what we're tryingto do and- and I was talking about with with Lanch Roulett- that's part of whatwe're trying to do we're trying to make it very, very easy for you to findsomebody else that has the same. Has the things that you need to getanswered, nor try to create a culture where that makes a lot of sense topeople and where they expect everybody in Revenet cllective expects at somepoint to be a mentor oriment depending on the conversation. So there was awoman that said that emailed me last week and she said I'm in San Francisco,I've been at a small company, I'm thinking about going to a big company.I want to understand the differences between working at a small company NDworking at a big company and there's a very obvious person that has bothstartup experience, but also is Gobil head of sales for a massive publiccompany and that woman is Ashley, Greck she's, our San Francisco Cochair, andone of one of the amazing figures in revenecolective. So I just emailedashly and said: Would you be wonned to have a conversation and boom? We madethe match right. So that's we want to do that at scale. That's part of that'sthe third killar. The fourth is date information, as you can see there, it'sjust making sure that as people interact and as we learn things fromthe community that we are able to extract insights, an extractinformation in a really appropriate way and then make it really easy to accessright. So that's that's the fourth pillar, so it's and if you think aboutit, there's lots of people that they...

...don't like slack. They don't like realtime. Qana right US annoying. There's too many notifications going off intheir computer and they haven't figured out how to turn on do not distarb orwhatever it may be. That's oky! There might be people thatdon't like group interactions that don't really want to talk to anybody onan ongoing or regular basis, or maybe they go into periage, where they'rejust extremely busy. That's OK, if you're member of Reman celective andthat's what you're doing, but we still want to give you information. We wantto make sure that we're extracting all of the best insides from the communityand packaging it up so that you can use it wherever you need it, and so that'sagain, if you're in the executive community, hopefully you have access togo right now, backslash grewtype! In a search term, you can get playbooks andworkbooks through the knowledge hob that are instantly presented. If you'rean associate, that's going to be live within the next couple of weeks andthen the fifth pillar is constant, passionate support from the team rightbecause we haven't figured out every piece of technology. Everything is notgoing to be a process, and I am sadly non technical and the team so far as is,were we are building. This is not about the most efficient optimized algorithm.That's not what we're trying to do at revenue collective. What we're tryingto do is creat an authentic human experience that helps you achieve yourcareer potential. That's what we're trying to do so we're going to bui it.We. We are hiring a group of people, and that is what the hiring of Leslieis: The hiring of Caitlyn and Ester, even the hiring of Shin on an aromateam or hiing, a group of people that are passionate about helping otherpeople so that, if there's a break in the process, it doesn't return a fourofour error. It says we're going to fix that, for you we're going to make thatconnection for you, this might feel unscalable or manual, but we don't care.What we want to do is we want to make sure, but there's a place in your lifeand in your career in your professional world, where you understand that we areon your side. That's what we're trying to do? It's, not it's, not networkingfor its own sake. It's not kind of self help for its own sake. We are here tohelp people that want to be great. We are here to help you achieve yourcorreatness, your achieve your greatness from a professionalperspective. That's what we're trying to do so! I'm gonna go through thesereally quickly and then, if you have questions feel free but and thereare,probably SOM going to be some more questions at the end, but feelfreetdrop them in any time and I'll try to I'll try to address them. I'm speakinga little quickly, maybe we'll be able to give you back some time in your day,but these are our valus right. So if you're wondering what are the valuesthat guide the reven elective team and how are we thinking about helping youso that, when we're solving problems, these are the answers to that question.So the first is, I'm not going to read them all ou to you can see them on thepage and I'll circulate this tack afterwards. The first thing, the mostimportant thing is members. First- and I talked about this with the team allthe time tit just whent everybody on the call to understand you are thecenter of our world. That's the point. That's what we'RE TRYING TO BUILD! Youare first, a lot of people talk about this and it's very easy to say in theabstract, but in practice, what it means for us is that we are constantlytrying to balance the attentions of building a scalable platform, whateverthat means with making sure that you don't feel like a number with makingsure that we're not solving for US internally we're solving for you andyour career fulfilment and what you want to achieve. So that's the firstguiding light and we're always asking that when we're designing a new process,when we're saying you know, does we're constantly debating, should we getZendesk or shoull, we get some ticketing system to help and help deskand slack. I don't want you to feel this isn't no offence. You know- and Iknow that it's a great company and God bless everybody that works it sales forus, but this isn't sales force right. This isn't five layers and punch in ofcode so that you can talk to a human being. That's not what we're doing whatwe're doing is. We want to deliver way more value than whatever you're payingon a monthslay basis way more. We want you if Syou like damn, I didn't realizethat that was possible and we want you to feel like you are the centere of ourworld. So that's our first and most important value. The second value isjust xples. Why? Right? We do make mistakes, you know. Even today I made amistake. The daily email was titled,...

...the Weekly Update, not a daily update,so there there can be typos, but in general trying to do is we're trying todeliver more than what you asked for Ri we sometime. If you want oneintroduction, we we'd like to give you two or three. If you think that you'retaking up too much of our time, we want to make it clear, you're not taking uptoo much of our time. If there's an plan text email that you know on Monday,we wanted to have graphics and look beautiful on Friday, as hopefully, someof you have noticed. You know this daily email thing came from covid andfrom giving people. I was writing plain texs, emale, sometimes two or threetimes a day. Just because I was worried that people were feeling scared andnervous back in Marcian aprils. That became what you experience now as theas the daily emails that are generated and distributed by Houbspot, but wealways want to be improving just taking it one step further than whatever it isthat you expect we wan to move very very quickly. This is just one of ourcourt tenets right. The way that we think about things is you're going togive us feedback, we're going to listen to that feedback and we're going toiterate on it very very quickly. So again, just since coved right, we'velaunched we used to do one Webanur every two weeks. Now we're doing twentyone events this week, digital events this week before covet, we didn't dobenchmarking surveys very often at all. Then we realize that people reallyneeded information to make decisions based on quota adjustment, forecastchanges, owar people returning to work, and we realize that we need to get theminformation quickly. So we we launche these R by weekly benchmarking survey.Some members will attask that it's been very annoying because I email peopleall the time to make sure that they complete them. But this is a corqualityof what we're trying to do. I don't think it's sort of the most importantlong term sustainable competitive advantage. It's not a mode because justmoving superquick CA, maybe it's a mote, but itl hall ust discover our Mote Hope.Probably, but the point is that we just we want you to feel like things aregetting better all the time and that you're giving US feedback and boomwe're doing it and that's a just a core value of ours, fairly straightforward.We want to tell the truth. We want the truth from you. We want feedback, youdon't need to tell us. Things are great we're not going to tell each other.Things are always great if they're not, but we're just going to be trying to bedirect, and this is just direct with each other direct with our members anddirect internally within the team. We believe strongly strongly in diversity.I I think a lot of organizations and companies and communities talk aboutdiversity. I hope I know that there's so much more that we need to do, butI'm very personally committed to making sure and it's not just because itsounds good to say it's, because our community is diverse and so the onlyway that we can make sure that we meet the needs of all of the different facesof planet earth and all of the different human beings, maybe even someof the non human beings like dogs, 'cause. I Love Dogs, but all of thedifferent constituents is that our team and the community needs to representall f the different points of view and perspectives and faces of the world sothat we can make sure that we're delivering what all of those differentperspectives need. And so this is a really important part of us in whatwe're trying to do, and you know w w. We are constantly trying to bake inrequirements around diversity into things that we do like when we launchnew chapters making sure that there's a woman that is at least a cohead ofevery new chapter that we watnch and if you've hear by conversation lastThursday, with Brandan, Devonte and Robert, and also in incorporating andmaking sure that we have people of color that are represented in theleadership of all of our different chapters. So I just want you to knowthat this is important. I know that it's not we're not always perfect. Irecognize that, and I can tell you that it's j St it's going to be a long termcommitment and there's going to be a lot of different things that we'regoing to be rolling out particulary over the course the next year that Ithink will attest to this commitment. This is just about building consensusand collaboration, even though we want to act quickly all the time. We alsowant to make sure that we're bringing people along. That's part of the pointof this presentation right. I want...

...everybody to understand where a e wetrying to go and that way, if you know you can decide if you want to be partof it or not, and it's perfectly fine if you don't want to be, but we need tobring people along with us, because we really are trying to build a globalmovement, and this is just a tenant of, I think, all right. All of you aremembers every member's paying money right and there's lots of freecommunities out there. Why? Why do people pay? Why? Because we're allcommitted to self improvement? That's that's the nature of our community. Ourcommunity is about saying: We believe that people can change right. Webelieve that this is not the best it can be. We believe we're optimisticabout our own, intuitive and sort of God, given ability to become betterpeople over time, and so that's a core value of what we're trying to do we'retrying to say this is a world where we think people can change. I know there'slots of people that that don't believe people can change, we do believe peoplecan change and we're going to be committed to getting better and that'swhy we want feedback and that's why we want to push ourselves. So those areour values and Tisse. These are our objectives and they're very simpleobjectives. They've got key results underneath, but just so you understandwhat are we trying to do, and this is specifically between now and December.Thirty. First, so there's three big objectives: The big headline is thelight right. We want to give you, we want to be cam a big community. We wantto impact many many people's lives. We want to help many many people, hundredsof thousands of people achieve their professional goals and realize theirpotential, and I you know on a different time. I can talk about why this is so personal for me, and thereason is because for many many years I didn't feel like I was achieving mypotential and I only feel like I'm achieving it more recently, and I wantto unlock everybody's ability to achieve what they feel is inside ofthem, their own greatness. So that is what we are working on. Creating thatdelight at scale making you delighted making you so happy to be a member ofrevenue, collective, no matter how many members that we have, because we dothink that there are many, many more people that who want to be impacted bywhat we're trying to do at revenue lective so- and this is against peaksto maybe some of your own motivations around joining right is revenuecolective about exclusivity, and I I'm hure to tell you as the founder. No,it's not about exclusivity, that's not what we're! This is not about a gatethat nobody can get over. This is not skullan bones at Yale right. This isabout it's it's kind of the opposite of exclisivity. The reason that we have anapplication process and the reason that we charge money is because we wantpeople that are committed to their own self improvement and we need resourcesin order to redeploy those resources. On behalf the members we are company,like every company, we use revenue to build new stuff for our customers, whoare our remembers? So it's not about exclucivity what it's really about aschanging the way that people approach their career so that they can achievewhatever you can achieve. Whatever your goals are so we're calling, at thelight true delight at scale. How are we going to know if we're going to getthere so we're about twenty five hundred members? Our goal is to be atfour thousand members by the end of twenty twenty. We started twenty twentywith about a thousand members, so you know we're we're well on our way and wethink we have a really good shot at getting to four thousand members by theend of the year and we want there to be we're going to roll out an NPS surveyand we want that score to be over sixty as well now, why? Why is the four thousand number afunction of delight? Well, because the world is more connected than ever right?We actually we have two people on our eroment team. We have Colin and Shen.That's it. We don't have a CMO. We don't have a BPO revenue or a VP ofgrowth. Our whole plan, as you will see, how are we going to get to fourthousand members by making you happy if we think if we make you happy you're,going to tell your friends and tell your colleagues, and that will be thething that that generates our growth...

...and right now, I can tell you that thepipewine is the biggest it's ever been, which is not a great thing to be honestwith you, because it means there are a lot of people that are waiting to hearfrom us and waiting to schedule. Interviews. But again we think th t,because so many people are frankly on monthly plans. You have an opportunityto tell us whether or not you think Grever, U elective is valuable everyevery thirty days, and so, if all of a sudden, we stop delivering value and itbecomes a bad experience. We're going to stop growing. So we think that thetotal membership number is actually a really good indication of whether ornot we continue doliver value. So those those are the CPIS right now what are tthe objectives? There are three objectives and it's interesting thatChris wrote personalized a delighted scale it's almost as if he saw the nextfly, but basically there's there's two things: There's personalization andthere's intimacy. We think those two things are going to be the keyobjective. If we can create, if you can feel like a personalized experiencemore and more and more for you at scale, and if you feel like it's intimateright, we don't want you to it's, not about you. We don't want anybody onthis. Call anybody in revenue, collective. We don't want you to thinkthat you are one over four thousand. That's not the point. The point is thatthere's a lot of people that can be helped, but we think if we can createintimacy small groups, small communities, we can create one on oneconnections that are super super powerful, ask scale that we can reallydeliver delight and you'll see that work light. Because, again, that's whatwe're focused on we're focused on t the feedback we get on a regular basis isdamn. You know. I didn't expect this. This is better than I thought I wasskeptical and I've already had a few experiences. I've hired somebody atfound a job. I got a question that I couldn't get answered. I got fiveanswers and thirty seconds. Those are the kind of delightful experiences thatwe want to continue to deliver. FAREG members. So you can see the bulletsthat the big idea is is really about taking what is essentially acombination of third party technology like crowdcast work, slack, porzum andbeginning to build our own web portal that you can mog into that. Has Yourown profile page that you can manage. That feels will feel frankly a littlebit like Lincdon, but were the credentalization and that's what thistthatthat's? Why that word? Is there where we can really get, because we arefocused on revenue? You now Yuwe all know when Joe Smith endorsed you forstrategy on Lincoln. I don't know what that means. I don't think Linton knowswhat it means. Yes, Joe Francis endorsed you for Bto v, sats again, ok,thank you. We are going to have credentialization, but it's going to bespecific and it's going to really confirm to both yourself and theoutside world that you really are an expert in whatever that prudential iswhether it's demand generation, whether it's sales management et CETERA. Sothis woman's socket is very, very active. High socket like bravado. Idon't I've, I'm not sure, only because I've I've,I've longed in a few times and haven't been Um haven't been able to,unfortunately get any value off from bravado, but perhaps sure I think it'llbe more like revenue glective to be to be honest with you, by what it's reallygoing to do is create the ability for you to really market yourself and brandyourself, and also it's for us to make mashes really effectively and so that,when you, when we know that you are an expert in these categories, we can mashyou with that person really effectively and create connections that are reallyreally meaningful. Djitionally want to make sure that the information that youhave is always at your fingertips in a better and better and better way, andwe also want to create, as you saw in my daily email from this morning, moreand more opportunities for one on one connections, which again is one ofthose five pillars so that people can get value and and personalize value towhat yeurnins are where you are in your career, where you are in your trtectoryat that time. In that moment, so that's...

...one of the key objective'spersonalization, the Seckin is intimacy right and again. Intimacy is aboutsmall groups. It's about you feeling like you're, not one of ten thousand orone of a hundred thousand or one of ten million, but that you're one of fiftyright that you're, one of twenty that you joined a New York revenue,collective associates, meet up specifically for individualcontributors, and he really felt like that was a small experience where youcould build real relationships, lasting relationships and really connect withpeople in a really good way. So these are some of the things that we're goingto be working on. A lot of intimacy is going to be making sure that we'refocused on our associate program because the ASSOCIAT programs growingvery quickly and we are going to be dedicating and in fact, already havededicated member success. Resources just to the associate world were goingto be building out and formalizing the concept of an associate chapterhead forall of the cities where we have large communities and we're just going tocontinue to work, as it says here, to make each channel to away from thisconcept of channel as like a as something only organized by slack right. It'sreally going to be Abow, those microcommunities that you slack theyuezom they use whatever technology is appropriate and available at the timeto come together into convene and to build powerful connections so again,percialization and intimacy of scale, and then just what? What do we need toget there? So we need to hire people again. That's why we've hired Leslieywe were going to continue. Toire here is some of the folks that were going tobe hiring in the future: an events manager, a partner, success manager,more people on the member success team and we're also just going to be makingsure that we work with our other partners that are not members in a waythat really feels productive and making sure that our partners and our sponsorsare not just field marketers grabbing email addresses to spamour membership,because that doesn't work, but really that we've structured our relationshipswith outside partners in such a way that it it enhances the memberexperience and not detracts from it and really thinking about and making surethat our key partners- and you know, tour two biggest partners. We've got athird that were really excited to announce on August first, but the first.The big two are outreach and gone, and I think they've done a tremendous jobin really underscoring. This is not about demand Gen when they partner orsponsor of an eflective. ' Not just about the mansion. It's about brantwrit it's about a long term commitment, and that is why they sponsor thesechannels. That is why they're hosting events- that's, why gone put on thatincredible, celebrate online event last week. All of that is because we want towork with partners on a long term basis, not just bring somebody in you knowevery week for H to sponsor a Webanar or whatever it may be. These resourcesare necessary to few AR growth, because a lot of times dews are not sufficientto generate the kind of growth and to hire the kind of people that we want tohire, but we want to make sure that infrastructure adheres to our values.So really the third one is just in support of the first two, the two bigobjectives for the rest of the year, personalization of scale intimacyitscale, the deligh of our members is nort star. That's always what we'regoing to be focused on right, we're going to be focused on how do we makesure that every member of reven enlective again this isn't about forcrowd sourced algorithms? It's really about you feeling, like you, have notjust a community but a set of resources that enable you to get where you wantto go in your career, that, wherever you are in your career, we help youperhaps set those goals, n objectives and then achieve those goals andobjectives. And where are we going beyond twenty twenty and Um? Again? You?You probably heard some allusion to it, but you know, if you remember, theoriginal slide that I presented a few minutes ago was a world where everyrevenue leader has the resource and support they need to achieve theirprofessional potential. We think really, where we're trying to go as a worldwhere every leader has the resources and support they need to achieve theirprofessional potential. So, yes, we will probably be rolling out newcommunities that are not focused on revenue. Perhaps they'l be focused onother functions, including finance,...

...legal HR operations, product onproductdevelopment, softor engineering development, wherever really there's aneed and where people are raising their hands and saying. I would like acommunity of people that are all committed to each other's mutualsuccess. That believe in a bigger world, a world where all of us can achieve ourpotential and I'm I'm I'm committed to helping organize that community in sucha way that it can deliver resources, service and support in such a mannerthat I need at the time that I need it. That is the world that we are workingtowards, and that is our goal. A revenue colective and you know H. If,if you like some specific numbers again, because folksave sometimes ask how bigdo you want this to be? The answer? is we want everybody that wants to begreat? Everybody, that's committed to self improvement. We want to put theresources, and- and you know that other part is compassionate- we're notlooking for jerks and we're also not looking for aggressive squabbling likewe're sort of seeing on on Lindon a little bit right, sort of like highlyconfrontational interactions that don't seem to further anything. We're reallylooking for a world of mutual support at the coupled with self direction, anand an aspiration to be great, and if we combine those things- and you areone of those people that wants to achieve something great in your careerand that grainness couldqu include money, I could include the generationof wealth. It could also include the the right opportunity. It could includethe onor ability to more comprehensively evaluate globalopportunities because we're consoliing so many different, interesting jobswithin revenue, collective whatever that means for you. We want to help youget there and our goals are, as I mentioned, four thousand members by theend of this year, ten thousand by the end of next, a hundred thousand by theend of twenty twenty four, and maybe even a million or ten million over thecourse of the next ten to fifteen years. But all that it's not about, as Imention and in ourl clothes. It's not really about exclusivity. It's notabout that. Nobody gets to join. It's really about the people in revenue.Collective are better for being and reveue collective and that's why it'sso great to be inrevenue cractive, because reveneclective makes you betterthat's the point and so that if there's two people, if, if there's sallyoutside of revenue, collective and Sally inside revenue, collective thatsally inside revenue, clective gets questions answered quicker, makes fewermistakes, helps for company Skale more affictive more effectively and morequickly. Guess to be that C. EO sooner gets to be the resource that the CE Oneeds to achieve that growth sooner right, we want to make every singleperson in reven elective, more effective, more capable, more talentedand more impactfet. So that's what we're trying to do. THAT'S THE GOAL!RIHT! That's! Why we're hiring we're not going to turn off the membershiprequirement at any certain number, we're really trying to help peopleachieve their potential. So with that I'll, take some questions. Chris thanksfor t the kind words rob says: How do you continue to offer the level ofintimacy that you aspire to at that level of scale and again the way Ithink we're going to do it? The shortair answer is subcommunities.That's what I think right, I think, what we're T, what what we want to helppeople do through our assistance right, because this isn't just going to beselfdirected. There needs to be structure and there needs to be a team,which is why we're hiring that team, but the way that we offer that level ofintimacy is things like Montrulet rob so intimacy. Is You saying I'm tryingto meet people that have experienced scaling from thirty to a hundredmillion that have experience and demand generation, but have also run a channel?You know partner value out a reseller strategy that they've added to theirdirect sale strategy right around the middle of that intimacy. Is Ourabillity to take that request and match you with exactly the right person andfor you to have a private one on one conversation that we know nothing aboutBriht, so we're doing that already with Montroulette revee collectivelanchroulette is paring people right now. It's based on geography, buthonestly there's a lot of capabilities within this technology. You comparepeople based on function. You compare...

...groups of people, so you can createsort of spontaneous group meetings around common subjects or topics. Sothat's one of the big ways that we think we're going to create intimacy atscaleas, really targeted one on one mashing targeted community constructsso, for example, there's a private cro group within revenue, colectiveexecutive community. There is a a private CMO group. There are theopportunity for other people to have private communities within the broaderRevenue Colective, and we want those to be the places where you find hem it'sintimacy, even while you experience the benefits of the size and the scope, andthere are many benefits just to be clearer one of the biggest ones besides.So first is data right. If we have ten thousand people, we run a survey, thedata points that we can get and our ability to cut them so that we can giveyou data that is statistically significant for exactly the company ofyour size. Scale and scope is much more enhanced. That's that's one veryobvious reason: There's a second big reason that that size and scope is isbeneficial. It's because Roan eclective exists as an advocate on your behalfand the more people that we have within the communict community to advocate thestronger. Our negotiating position will be so if we think that the averagetenure of every executive is under eighteen months, and we want to makesure that sefferance is included in every executives compensation packagebefore they join, it's a lot more powerful when there's ten thousandpeople saying that than when there's a thousand people pisaying that that'sone of the benefits of size and scale that robs your point, the intimacy, wethink will be created through smaller group communities, including your cityand and continuing to break those down into smaller groups, as the city itselfgrows, and then one on one matching. So we can always make great one on oneconnections whenever you need them socket our favorite contributor so fartoday says so: What's The difference between R C modern stales, PRO AASP topsales PROC etceter? They all claim somilar things from what I recall. Iactually don't know that any of the other communities claim what I justclaimed but Um. I could be wrong. The main differencebetween Reven eflective and all of these other communities, I will say, is because of the fact of who we allowedto join, which is not about exclusivity its about alignment. We don't allowfounders to join if you're founder at the time of joining. We don't allow ainvestors institutional investors to join. We really are trying to createhowe much anaty within the type of person not based in identity but basedon the type of function. The type of questions with that means is, we cansolve problems on behalf of this community that are not as possible whenthere's so many different types of people. I would also say that thecommunity are commended because of the ways that be structured and design themthrough these small sub communities are far more engaged, but the real, and ifevery I don't Kno an if all of these other folks are doing exactly the samething, I think that's awesome. Our goal is to help each individual memberunlock their personal professional potential. That's what we're trying todo any other questions or feedback if there are feel Freda to drop them in,but remember, we've got a an offside tomorrow. It begins it, not a anPacific being powered by our west coast, communities and Um. What else I don'tknow, I think, if you do have personalquestions, you can email me Salmot revenuecollective com, if you havefeeback or you felt like you, couldn't figure out what I was saying I'll feelafree to. Let me know. Thank you, sean for the birthday wishes. I had a greatone yesterday, thanks to my wife, for putting it together and Um. That's allI have that's all I have so again. If you have more direct questions or youhave a comment or you're concerned, you can email me as Samot revenue,collective dotcom, otherwise I'll talk to soon everybody hope you enjoyed that episodeagain. That was our town hall. Hopefully you can see the big pictureof what we're trying to achieve. What we're trying to achieve is to create aframework, the future of professional education, so that every revenue,flective member, has the resources and...

...support they need to unlock and chievetheir professional potential. That's a very personal mission for me andsomething I'm incredibly excited about or whole for the end of the years, fourthousand members or goal for the end tof next years. Ten thousand memberswill see if we get there, but if you remember, we hope you're enjoying yourexperience. If you need anything from me, email me an salmon retecleco dotcom.If you're, not a member conse plying talk to Yo next to.

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