The Pavilion Podcast
The Pavilion Podcast

Episode · 2 years ago

RC Extra: Town Hall

ABOUT THIS EPISODE

RC Extra: Town Hall

Book. Everybody, it's Sam Jacobs. Welcome to the revenue collective podcast. We've got another bonus episode for you today. Today we're featuring a talk I hosted couple weeks ago, basically laying out the strategic vision for revenue collective. We called at a town hall. It was so I think it was titled the State of Revenue Collective. It articulates our plan for the second half of the year and then beyond and where we're trying to go, why we're doing this and how our vision is really about helping each individual member unlock their professional potential and achieve what's inside of them. So that's what's going on. We hope you enjoy it. This is a bonus episode. As always, we're bringing you great content from the Archives of revenue collective. Hope you enjoy it and subscribe to the podcast give us five stars on itunes. And here's a conversation that I hosted a couple weeks ago. Hope you like it. Good morning, good afternoon, good evening everybody. Thank you for joining us today joining me. My name is Sam Jacobs. I'm the founder of revenue collective and what I wanted to do today was talk about the vision, both for the second half of the year and also looking out beyond two thousand and twenty and really into the next couple of years, into the future, and talk about why we're doing what we're doing, why we're here, what is the purpose of the community, and to also answer questions that folks may have. Some folks may not be members and you may have questions about membership, and some of you may be members and may have questions about future direction. And some of this was prompted by the recent hiring that we've been doing. We've recently hired our vice president, our first vice president, that being Leslie Greenwood, who's also the Dallas Fort Worth Texas Community Co Chair and she's also a first vp of member success. We've added to the member success team. We've got Esther Johann Baptiste, we've got Caitlyn Mackie, both from are working on member success and the team continues to grow. And so some folks have common said, this is really exciting. But what are the plants and what are the expansion plans? What are the growth plans? What are you trying to do? What are the underlying motivations? And I want to help answer some of those questions. So so thank you for joining and we're going to go through a couple of slides. If you want to add questions in, please feel free to do it in the chat. I'll be monitoring the chat myself that we have no guest speakers today, so it's just me, but feel free to ask any questions you want into the chat or pop them into ask a question and we'll do will do our best, and so thank you for joining and if you also want to say Michael Brady just said you know he's coming in. I think clt would be Charlotte. I hope it could be a different place, but if anybody else wants to say hello and say where you're calling in from or watching from, that would be fantastic, just to make sure that there's a level of engagement happening as we go through the presentation. If you do have questions, drop them in and I'll if I don't address them right away, I will address them at an opportuny do in time when I can. But and there's my friend Andre Brussel from Amsterdam, one of our very first community leaders. He reached out to me many years ago from Amsterdam after hearing the salesacer podcast. So let's let's go into the presentation and again, if you have questions, feel free to ask them and I will look to address them. And I guess I would say that, you know, there are communities that are popping up really all over the world, all different kinds of communities. Some of them are free, some of them are paid. I'm really laying out the playbook here for what we're trying to do with revenue collective. You can steal these ideas if you want. You know we're going to be pursuing this vision in this mission and we believe in it authentically. But we also believe that, you know, the world's a big place and that if there are other communities that are serving your professional interests, we think you should join them. This is a time when our careers as professionals and the world itself, I'm not going to use unprecedented, but there's never been less visibility on what the future holds. I think we're in the middle of a global pandemic. The labor market was changing anyway, and...

...so everybody needs to find their home, their tribe, their community, where they feel safe and where they feel supported. So let's get started, everybody. So very simple agenda here. Where have we been, where are we going? Where are we and where are we going? And really, what is the history of revenue collective? So the point that I'm with this lide. This was our first this is one of our first dinners. This was New York City. This was some time around two thousand and sixteen, two thousand and seventeen, and the quick timeline is as follows. It's been a really surprising to me journey the growth of this community. The first dinner that we had was in New York. Back in two thousand and thirteen. I was working at a company called a seal. We gave it a name in two thousand and sixteen. We called it the New York revenue collective and I never we never I never thought that it could become a global movement, but now I'm more convinced than ever that it could. I always assume that there was already some kind of executive, professional networking community in every city around the country or the world, and it turns out that that there wasn't for any number of reasons. And so it's been an incredible journey. You know, the original growth plans for revenue collective, when we started this and when I started working on this full time. So, as you can see on the timeline, we first started collecting dus in December two thousand and seventeen. I started working on this full time in December two thousand and eighteen, and in December two thousand and eighteen, I said if we could have five hundred members in the global community by the end of two thousand and nineteen and if we could have two thousand communite members by the end of two thousand and twenty, the work would be done. That would be great, that would be a great outcome. And as of today we have about twenty five hundred members. So we really exceeded the growth plans that I ever envisioned. We've got about eighteen hundred executives in the executive community, we've got seven hundred associates in this in the associate community, and we had, we're in over a hundred cities all over the world, from everywhere. So thank you so much for all of this amazing growth. Let's look at some of the things that have happened just over the course of this year two thousand and twenty. So we've added over one one five hundred new members in two thousand and twenty. We're doing over thirty digital events every single week and this week it's twenty one events, but not typically it's between twenty five and thirty. We've got communities for a variety of different subcommunities based on identity. So we've got the women of Revenue Collective, we've got revenue collective of color, we've got a community for LGBTQ. Plus we're really trying to create communities for people that are aligned by geography, by function and by identity. We're hosting quarterly virtual offsites. Our next one is tomorrow. In fact, at this point it's really every two months. We've got a slack community. Obviously, as many of you know, in the executive, in the executive world, we've successfully integrated group so that information is more at your fingertips than ever and before we're going to be adding that to the associate community over the next couple of weeks. In fact we have a timeline. So thank you so much to go for your support. We've rolled out and are going to be continuing to roll out lunch roulette, which is basically matching members based on a variety of different interests, including geography, including function, including anything else that might look like mentorship. Potentially. We've launched private communities based on functions so that CMOS and crows, even individual contributors, can all have a safe space where they can connect with peers and really have more open conversations. Within the broader context of revenue collective. We've rolled out by weeklying benchmarking surveys and really reporting and data collection within the community as a matter of ongoing work that we do so that you always have objective and aggregated data that's possible. And we've also built out, as I mentioned, the ment for success team with the hiring of all the folks that I mentioned. We've even launched exclusive shared slack channels. We've used the the technology that slacks developing to connect directly with important organizations such as sequoia, red point ventures and some of our amazing sponsors like Gong Inside Square, advantage and many...

...more. So this is all just happened in 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 been happening all over the world. So again, you know and the I guess there's a question here from soccket. Is the main purpose of this to connect with peer I don't know what this is the antecedent referring to, but maybe perhaps you're asking what is the purpose of revenue collective? And that's what we'll be talking about right now. So why are we here? And this is this is the point of this 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 Revenue Collective Exist? So this is why revenue collective exists. We envisional world where every revenue leader has the resources and support they need, meaning you need to achieve your professional potential. So that's that's why we're doing all of these things. It's not about slack, it's not about zooms, it's not about Google list serves. We are largely indifferent to the district the medium. Right, it's not about the medium. Just so everybody understands, this started off as a Google Group in two thousand and sixteen, right, and before that we were just meeting for dinner every couple of months, group of friends meeting on the lower side or somewhere in Manhattan. It then became a Google group and the way they experience revenue collective in two thousand and sixteen and two thousand and seventeen was email and and if you had mentioned slack in any time really in two thousand and eighteen, nobody would have known what you were talking about because we didn't use it very effectively. Six months ago, you might have only mentioned slack as the primary mechanism through which revenue collective was experienced. Today, you know, last week we had over close to a thousand, about seven hundred and fifty different people attend virtual events that had nothing to do with slack. They're not happening on slack, they're happening over zoom, they're happening over crowdcast. A lot of times are happening one on one between people over the phone. So again, it's not about this isn't a slack community, it's not a google groups community. It's a global community. The community exists for a reason and that reason is on the screen right now. We exist as a mechanism to help you uncover and achieve your career goals. That's why we exist. If we use slack today and we don't use it tomorrow. We don't care. It's not about the technology, it's about the vision in the purpose. Why are we here? We're here to help you achieve your professional objectives and and the only the world that we envision is a world where hard working people that are ethical and compassionate achieve their potential right. So it's not for everybody. This isn't a community for people to just sit back and wait for everything to happen for them. It's a community where, if you bring the work ethic right, if you want to work hard, we don't care what you look like, we don't care what your background is. We frankly aren't going to care less and less if you went to college. What we care about is that you want to be great and if you want to be great, we want to help you get there. And that mission and and if you are listening and you can there's an obvious question right, which is well, that doesn't seem to be specific to revenue leaders, and the answers candidly, it's not specific to revenue leaders, and so we'll talk about that as part of our growth plants. So this presentation emerged from me communicating with our internal revenue collective headquarters team right and try and say here's where we're trying to go, here's what we're working on. And then other people came and said, what are you working on? Why are you hiring these people? What is the direction of revenue collective? And so I put this together. This is a this is an evolution of a presentation we gave internally. And so our presentation is we're using a you know, sort of like a V to mom. What's your if you worked it sales force, if you're read Mark Benioff's biography, autobiography is a derivation of of vto mom. Vision, values, mission objectives, metrics. Okay, our framework objectives and que results. But basically here's how we think about strategy. So you know, because I'm about to...

...walk through, how we think about strategy. I think about strategy two things, right, you need the plan and you need your values. The values tell you how you're going to solve problems. The plan tells you where you want to go at the end of your journey. And within that we think that if you have your key objectives, meaning where you want to go, and you have your values, which tells you how to solve the problems as you get there. We think that most people can be fairly autonomous. Right. How do you give autonomy to people? You give them a clear plan and you give them the values through which they make those decisions. So we're going to be talking about some of that now as we go. These are what we currently think of as the five pillars of revenue collective. Right. A lot of people sign up, a lot of people have signed up and they're not quite sure what is revenue collective? Is it a slack thing, as I mentioned? Is it? I'm getting all these emails. What does it mean? Right? So we think about modes of interaction and these are some of the these are the five pillars that we think about. The first thing is that we do think that twenty four hours a day, seven days a week, a global community of people that are coming together to support each other in real time is incredibly powerful. So that's that is the first pillar. We do think slack is built to a unique technology that's pretty useful for doing that, and so there's a lot happening in slack, but that's not all of it, right. The second is trusted communities by geography, function and identity. What does that mean. That means within slack there's all of these subcommunities. They are organized currently by channel, but it's not about the channel, right. Each channel in slack is a community and slack helps power the real time Qa portion of the community. But you should make sure that you're finding your community everywhere, right, each community within revenue collective, and you'll see that on the global events calendar. Each community is hosting its own events, right, is conducting its own original research, is creating a safe space for people to have connections and conversations. Many of them are private so that anybody can't join in that people have, again, the freedom and the safety to have open dialog and in fact there's many communities I'm personally not a member of because it wouldn't be appropriate. Like women of revenue collective, right, I'm not a member of that community. I'm a member of some other ones, like sales process or sales management or whatever it may be. But the point is that first pillar is real time Qa. The second is your tribe, your group, and and that group getting together on a regular basis digitally. Right. So Zoom, virtual meet ups, happy hours, breakfasts, workshops. That's the second pillar of how you should think about engaging with revenue collective. The third is one on one matching for deeper conversation, mentorship and business development. So that's a key part of what we're trying to do and I was talking about with with one roulette. That's part of what we're trying to do. We're trying to make it very, very easy for you to find somebody else that has the same has the the things that you need to get answered. We're trying to create a culture where that makes a lot of sense to people and where they expect. Everybody in revenue collective expects at some point to be a mentor or a mentee, depending on the conversation. So there was a woman 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 and working at a big company. And there's a very obvious person that has both startup experience but also is global head of sales for a massive public company, and that woman is Ashley Grec She's our San Francisco Co Chair and one of one of the amazing figures in revenue collective. So I just emailed Ashley and said would you be willing to have a conversation and boom, we made the match right. So that's we want to do that at scale. That's part of that's the third pillar. The fourth is data information, as you can see there. It's just making sure that as people interact and as we learn things from the community, that we are able to extract insights and extract information in a really appropriate way and then make it really easy to access right. So that's that's the fourth pillar. So it's and if you think about it, there's lots of people that they don't like slack,...

...they don't like real time Qa, right, it's annoying. There's too many notifications going off in their computer and they haven't figured out how to turn on do not disturb or whatever it may be. That's okay. There might be people that don't like group interactions, that don't really want to talk to anybody on an on going a regular basis, or maybe they go into periods where they're just extremely busy. That's okay if you remember a revenue collective and that's what you're doing. But we still want to give you information. We want to make sure that we're extracting all of the best insights from the community and packaging it up so that you can use it wherever you need it. And so that's again, if you're in the executive community, hopefully you have access to group right now, backslash group type in a search term. You can get playbooks and workbooks through the knowledge hub that are instantly presented. If you're an associate. That's going to be live within the next couple of weeks. And then the fifth pillar is constant passionate support from the team right because we haven't figured out every piece of technology. Everything is not going to be a process and I am sadly non technical and the team so far as is we are we are building. This is not about the most efficient, optimized algorithm. That's not what we're trying to do a revenue collective. What we're trying to do is create an authentic human experience that helps you achieve your career potential. That's what we're trying to do. So we're going to build. We are hiring a group of people and that is what the hiring of Leslie is, the hiring of Kaitlyn and esther, even the hiring of Shin on our Roma team, or hiding a group of people that are passionate about helping other people so that if there's a break in the process, it doesn't return a four or four error. It says we're going to fix that for you, we're going to make that connection for you. This might feel unscalable or manual, but we don't care. What we want to do is we want to make sure that there's a place in your life and in your career, in your professional world, where you understand that we are on your side. That's what we're trying to do. It's not it's not networking for its own sake, it's not kind of self help for its own sake. We are here to help people that want to be great. We are here to help you achieve your greatness, your achieve your greatness from a professional perspective. That's what we're trying to do. So I'm going to go through these really quickly and then if you have questions, feel free, but and they're probably some going to be some more questions at the end, but feel free to drop them in any time and I'll try to try to address them. I'm speaking a little quickly. Maybe we'll be able to give you back some time in your day, but these are values right. So if you're wondering, what are the values that guide the revenue collective team and how are we thinking about helping you so that when we're solving problems, these are the answers to that question. So the first is not going to read them all out to you. Can See them on the page and I'll circulate this deck afterwards. The first thing, the most important thing, is members first, and I talked about this with the team all the time. I just want everybody on the call to understand you are the center of our world. That's the point, that's what we're trying to build. You are first. A lot of people talk about this and it's very easy to say in the abstract, but in practice what it means for us is that we are constantly trying to balance the tensions of building a scalable platform, whatever that means, with making sure that you don't feel like a number, with making sure that we're not solving for US internally. We're solving for you and your career fulfillment and what you want to achieve. So that's the first guiding 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 get Zendesk or should we get some ticketing system to help in help desk and slack? I don't want you to feel this isn't no offense. You know and I know that it's a great company and God bless everybody that works at sales force, but this isn't sales force right, this isn't five layers and punch in a code so that you can talk to a human being. That's not what we're doing. Well, we're doing is we want to deliver way more value than whatever you're paying on a monthly basis, way more. We want you to feel like, damn, I didn't realize that that was possible, and we want you to feel like you are the center of our world. So that's our first and most important value. The second value is just x plus. Why? Right, we do make mistakes. You know, even today I made a mistake. The daily email was...

...titled the Weekly Update, not the daily update. So there are there can be typos, but in general, trying to do is we're trying to deliver more than what you asked for. Right. We sometimes, if you want one introduction, we'd like to give you two or three. If you think that you're taking up too much of our time, we want to make it clear you're not taking up too much of our time. If there's an plain text email that you know, on Monday we wanted to have graphics and look beautiful. On Friday it's hopefully some of you have noticed. You know, this daily email thing came from covid and from giving people. I was writing plain text email, sometimes two or three times a day, just because I was worried that people were feeling scared and nervous back in March in Aprils. That became what you experience now as the as the daily emails that are generated and distributed by hubs spot. But we always want to be improving, just taking it one step further than whatever it is that you expect. We want to move very, very quickly. This is just one of our core tenets. Right. The way that we think about things is you're going to give us feedback, we're going to listen to that feedback and we're going to iterate on it very, very quickly. So again, just since COVID, right we've launched. We used to do one webinar every two weeks. Now we're doing twenty one events this week, digital events this week. Before covid we didn't do benchmarking surveys very often at all. Then we realize that people really needed information to make decisions based on quota adjustment, forecast changes. How are people returning to work and we realize that we need to get them information quickly. So we launched this. These are BI weekly benchmarking survey. Some members will attest that it's been very annoying because I email people all the time to make sure that they complete them. But this is a core quality of what we're trying to do. I don't think it's sort of the most important long term sustainable competitive advantage. It's not a mote, because just moving super quick can't. Maybe it's a mote, but it'll help us discover our mote, pope, probably. But the point is that we just we want you to feel like things are getting better all the time and that you're giving US feedback and boom we'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. You don'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 be direct, and this is just direct with each other, direct with our members and direct internally within the team. We believe strongly, strongly and diversity. I think a lot of organizations and companies and communities talk about diversity. I hope, I know that there's so much more that we need to do, but I'm very personally committed to making sure and it's not just because it's a sounds good to say, it's because our community is diverse, and so the only way that we can make sure that we meet the needs of all of the different faces of planet earth and all of the different human beings, maybe even some of the non human beings, like dogs, because I love dogs, but all of the different constituents, is that our team and the community needs to represent all of the different points of view and perspectives and faces of the world so that we can make sure that we're delivering what all of those different perspectives need. And so this is a really important part of us and what we're trying to do, and you know, we are constantly trying to bake in requirements around diversity into things that we do, like when we launch new chapters, making sure that there's a woman that is at least a cohead of every new chapter that we launch and, if you heard by conversation last Thursday with Brandon Davante and Robert, and also in incorporating and making sure that we have people of color that are represented in the leadership of all of our different chapters. So I just want you to know that this is important. I know that it's not we're not always perfect. I recognize that and I can tell you that it's just it's going to be a long term commitment. There's going to be a lot of different things that we're going to be rolling out, particularly over the course of the next year, that I think will attest to this commitment. This is just about building consensus and collaboration. Even though we want to act quickly all the time, we also want to make sure that we're bringing people along. That's part of the point of this presentation, right I want everybody...

...to understand where we trying to go and that way, if you know, you can decide if you want to be part of it or not, and it's perfectly fine if you don't want to be. But we need to bring people along with us because we really are trying to build a global movement and this is just a tenet of I think. All right, all of you are members. Every members paying money, right, and there's lots of free communities out there. Why? Why do people pay? Why? Because we're all committed to self improve and that's that's the nature of our community. Our community is about saying we believe that people can change, right, we believe that this is not the best it can be. We believe, we're optimistic about our own intuitive and and sort of God given ability to become better people over time, and so that's a core value of what we're trying to do. We're trying to say this is a world where we think people can change. I know there's lots of people that that don't believe people can change. We do believe people can change and we're going to be committed to getting better and that's why we want feedback and that's why we want to push ourselves. So those are our values and the see, these are our objectives and they're very simple objectives. They've got key results underneath. But just so you understand, what are we trying to do? And this is specifically between now and December thirty one. So there's three big objectives. The big headline is the light right we want to give you. We want to become a big community. We want to impact many, many people's lives. We want to help many, many people, hundreds of thousands of people, achieve their professional goals and realize their potential. And I you know, on a different time I can talk about why this is so personal for me, and the reason is because for many, many years I didn't feel like I was achieving my potential and I only feel like I'm achieving it more recently. And I want to unlock everybody's ability to achieve what they feel is inside of them, their own greatness. So that is what we're working on. Creating. That the light at scale, making you delighted, making you so happy to be a member of revenue collective, no matter how many members that we have, because we do think that there are many, many more people that we want to be impacted by what we're trying to do. At revenue collective. So, and this is again speaks to maybe some of your own motivations around joining right, is revenue collective about exclusivity? And I I'm here to tell you as the founder, no, it's not about exclusivity. That's not what we're this is not about a gait that nobody can get over. This is not skull and bones at Yale. Right. This is about it's kind of the opposite of exclusivity. The reason that we have an application process and the reason that we charge money is because we want people that are committed to their own self improvement and we need resources in order to redeploy those resources on behalf of the members. We are company, like every company. We use revenue to build new stuff for our customers, who are our members. So it's not about exclusivity. What it's really about is changing the way that people approach their career so that they can achieve whatever you can achieve, whatever your goals are. So we're calling that the light true delight. At scale, how are we going to know if we're going to get there? So we're about twenty five hundred members. Our goal is to be at four thousand members by the end of two thousand and twenty. We started two thousand and twenty with about a thousand members. So you know we're well on our way and we think we have a really good shot at getting to four thousand members by the end of the year and we want there to be we're going to roll out an MPs survey. We want that score to be over sixty as well. Now, why? Why is the four thousand number a function of delight? Well, because the world is more connected than ever right we actually we have two people on our enrollment team. We have culin and Shin. That's it. We don't have a CMO, we don't have a VP of revenue or a VP of growth. Our whole plan, as you will see, how are we going to get to four thousand 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 the thing that get that generates our growth. And...

...right now I can tell you that the pipeline is the biggest it's ever been, which is not a great thing, to be honest with you, because it means there are a lot of people that are waiting to hear from US and waiting to schedule interviews. But again, we think the because so many people are frankly, on monthly plans. You have an opportunity to tell us whether or not you think revenue collective is valuable every every thirty days. And so if all of a sudden we stop delivering value and it becomes a bad experience, we're going to stop growing. So we think that the total membership number is actually a really good indication of whether or not we continue to liver value. So those are the those are the KPIS. Right now, what are the the the objectives? There are three objectives, and it's interesting that Chris wrote personalized at a delighted scale. It's almost as if you saw the next slide. But basically there's there's two things. There's personalization and there's intimacy. We think those two things are going to be the key objectives. If we can create, if you can feel like, a personalized experience, more and more and more for you at scale, and if you feel like it's intimate. Right, we don't want you to. It's not about you. We don't want anybody on this call, anybody in revenue collective. We don't want you to think that you are one over four thousand. That's not the point. The point is that there's a lot of people that can be helped. But we think if we can create intimacy, small groups, small communities, we can create one on one connections that are super, super powerful at scale, that we can really delivered the light. And you'll see that word light because again, that's what we're focused on. We're focused on the the feedback we get on a regular basis is damn. You know, I didn't expect this. This is better than I thought. I was skeptical and I've already had a few experiences. I've hired somebody, I found a job, I got a question that I couldn't get answered. I got five answers and thirty seconds. Those are the kind of delightful experiences that we want to continue to deliver for our members. So you can see the bullets that the big idea is really about taking what is essentially a combination of third party technology like crowdcast, work, slack or zoom and beginning to build our own web portal that you can log into, that has your own profile page that you can manage, that feels, will feel, frankly, a little bit like Linkedin. But where the credentialization? And that's what this would that that that's why that word is there, where we can really get because we are focused on revenue in. You know you, we all know when Joe Smith endorsed you for strategy on Linkedin. I don't know what that means. I don't think linkedin knows what it means. You know, Joe Francis endorsed you for bet to these ass again. Okay, thank you. We are going to have credentialization, but it's going to be specific and it's going to really confirm to both yourself and the outside world that you really are an expert in whatever that credential is, whether it's demand generation, whether it's sales management, etc. So this woman socket is very, very active, high socket. Like Bravado? I don't I've I'm not sure, only because I've I've logged in a few times and haven't been haven't been able, to, unfortunately, get any value from bravado. But perhaps sure, I think it'll be more like revenue collective, to be to be honest with you. But what it's really going to do is create the ability for you to really market yourself and brand yourself and and also for us to make matches really effectively and so that when you and when we know that you are an expert in these categories, we can match you with that person really effectively and create connections that are really, really meaningful. Additionally, one to make sure that the information that you have is always at your fingertips in a better and better and better way, and we also want to create, as you saw in my daily email from this morning, more and more opportunities for one on one connections, which, again, is one of those five pillars, so that people can get value, and personalized value to what your needs are, where you are in your career, where you are in your trajectory at that time, in that moment. So that's one of the key objectives, personalization. The second is intimacy, right,...

...and again, intimacy is about small groups. It's about you feeling like you're not one of Tenzero or one of a hundred thousand or one of ten million, but that you're one of fifty, right, that you're one of twenty, that you joined New York revenue collective associates, meet up specifically for individual contributors, and you really felt like that was a small experience where you could build real relationships, lasting relationships, and really connect with people in a really good way. So these are some of the things that we're going to be working on. A lot of intimacy is going to be making sure that we're focused on our associate program because the associate programs growing very quickly and we are going to be dedicating, and in fact already have dedicated member success resources just to the associate world. We're going to be building out and formalizing the concept of an associate chapter head for all of the cities where we have large communities, and we're just going to continue to work, as it says here, to make each channel, to move away from this concept of channel as like as something only organized by slack. Right. It's really going to be about those micro communities that you slack, the use zoom, they use whatever technology is appropriate and available at the time to come together and to convene and to build powerful connections. So again, personalization and intimacy at scale. And then just what do we need to get there? So we need to hire people. Again, that's why we've hired Leslie. We're going to continue to hire. Here's some of the folks that we're going to be 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 making sure that we work with our other partners that are not members in a way that really feels productive and making sure that our partners and our sponsors are not just field marketers grabbing email addresses to spam our membership, because that doesn't work, but really that we structured our relationships with outside partners in such a way that it it enhances the member experience and not to tracks from it and really thinking about and making sure that our key partners, and you know there are two biggest partners. We've got a third that we're 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 job in really underscoring this is not about demand Jen when they partner or sponsor revenue collective. It's not just about dimension, it's about brand right. It's about a long term commitment and that is why they sponsor these channels, that is why they're hosting events, that's why I gone put on that incredible celebrate online event last week. All of that is because we want to work with partners on a long term basis, not just bring somebody in, you know, every week for to sponsor a Webinar or whatever it may be. These resources are necessary if you are growth, because a lot of times dues are not sufficient to generate the kind of growth and to hire the kind of people that we want to hire. But we want to make sure that the infrastructure adheres to our values. So really the third one is just in support of the first to the two big objectives for the rest of the year personalization at scale, intimacy at scale. The delight of our members is North Star. That's always what we're going to be focused on. Right we're going to be focused on how do we make sure that every member of revenue collective. Again, this isn't about sort of crowdsourced algorithms. It's really about you feeling like you have not just a community but a set of resources that enable you to get where you want to go in your career, that wherever you are in your career, you we help you perhaps set those goals and objectives and then achieve those goals and objectives. And where we going beyond two thousand and twenty and again you probably heard some allusion to it. But you know, if you remember, the original slide that I presented a few minutes ago, was a world where every revenue leader has the resource and support they need to achieve their professional potential. We think really where we're trying to go as a world where every leader has the resources and support they need to achieve their professional potential. So yes, we will probably be rolling out new communities that are not focused on revenue. Perhaps they'll be focused on other functions, including finance, legal, HR operations, product on product development,...

...software engineering development, wherever really there's a need and where people are raising their hands and saying I would like a community of people that are all committed to each other's mutual success, that believe in a bigger world or world where all of us can achieve our potential. And I'm I'm committed to helping organize that community in such a way that it can deliver resources, service and support in such a manner that I need at the time that I need it. That is the world that we are working towards and that is our goal at revenue collective and you know that. If you'd like some specific numbers again, because folks have sometimes ask how big do you want this to be? The answer is we want everybody that wants to be great, everybody that's committed to self improvement. We want to put the resources, and you know that. Other part is compassionate. We're not looking for jerks and we're also not looking for aggressive squabbling that we're started seeing on on linked in a little bit right, sort of like highly confrontational interactions that don't seem to further anything. We're really looking for a world of mutual support at the coupled with selfdirection and an aspiration to be great. And if we combine those things and you are one of those people that wants to achieve something great in your career, and that greatness could include money, but it could include the generation of wealth. It could also include the right opportunity, it could include the your ability to more comprehensively evaluate global opportunities, because we're consolidating so many different interesting jobs within revenue collective, whatever that means for you. We want to help you get there and our goals are, as I mentioned, four thousand members by the end of this year. Tenzero by the end of next a hundred thousand by the end of two thousand and twenty four and maybe even a million or ten million over the course of the next ten to fifteen years. But all of it it's not about, as I mentioned, and and I'll close, it's not really about exclusivity, it's not about that nobody gets to join. It's really about the people in revenue collective are better for being in revenue collective and that's why it's so great to be in revenue collective, because revenue collective makes you better. That's the point. And so that if there's two people, if if there's sally outside of revenue collective and Sally inside revenue collective, that Sally inside revenue collective gets questions answered quicker, makes fewer mistakes, helps for company scale more fittive more effectively and more quickly, gets to be that CEO sooner, gets to be the resource of the CEO needs to achieve that growth sooner. Right, we want to make every single person in revenue collective more effective, more capable, more talented and more impactful. So that's what we're trying to do. That's the goal, right. That's why we're hiring. We're not going to turn off the membership requirement at any certain number. We're really trying to help people achieve their potential. So with that I'll take some questions. Chris, thanks for the kind words. Rob Says. How do you continue to offer the level of intimacy that you aspire to at that level of scale? And again, the way I think we're going to do it? The short answer is subcommunities. That's what I think right. I think what we're going to what we what we want to help people do through our assistance, right, because this isn't just going to be selfdirected. 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 of intimacy is things like lunch roulette. So intimacy is you saying? I'm trying to meet people that have experienced scaling from thirty to a hundred million, that have experience in demand generation but have also run a channel, you know, partner value out of reseller strategy that they've added to their direct sale strategy. Right around the middle of that intimacy is our ability to take that request and match you with exactly the right person and for you to have a private one on one conversation that we know nothing about. Right. So we're doing that already with one roulette, revenue collective. Lunch Roulette is pairing people. Right now it's based on geography, but honestly there's a lot of capabilities within this technology. You compare people based on function, you compare groups of people so you can create sort...

...of spontaneous group meetings around common subjects or topics. So that's one of the big ways that we think we're going to create intimacy at scale is really targeted one on one matching, targeted community constructs. So, for example, there's a private cro group within revenue collective executive community, there is a private CMO group. There are the opportunity for other people to have private communities within the broader revenue collective and we want those to be the places where you find him its intimacy, even while you experience the benefits of the size and the scope, and there are many benefits, just to be clear. One of the biggest ones besides so first is data. Right, if we have tenzero people and we run a survey, the data points that we can get in our ability to cut them so that we can give you data that is statistically significant for exactly the company of your size. Scale and scope is much more enhanced. That's that's one very obvious reason. There's a second big reason. That's that size and scope is beneficial. It's because revenic collective exists as an advocate on your behalf, and the more people that we have within the communicate community to advocate, the stronger are negotiating position will be. So, if we think that the average ten year of every executive is under eighteen months and we want to make sure that sufferance is included in every executive compensation package before they join, it's a lot more powerful when there's tenzero people saying that than when there's a thousand people saying that. That's one of the benefits of size and scale. But robed your point. The intimacy, we think, will be created through smaller group communities, including your city, and continuing to break those down into smaller groups as the city is self grows, and then one on one matching so we can always make great one on one connections whenever you need them. Socket our favorite contributor so far today says. So what's the difference between our C modern sales PROA, USP top sales Prost C a? They all claim similar things, from what I recall. I actually don't know that any of the other communities claim what I just claimed, but I could be wrong. The main difference between revenue collective and all of these other communities, I will say, is because of the fact of who we allowed to join, which is not about exclusivity, it's about alignment. We don't allow founders to join if you're a founder at the time of joining. We don't allow investors, institutional investors, to join. We really are trying to create how much and eighty within the type of person, not based on identity, but based on the type of function, the type of questions with that means is we can solve problems on behalf of this community that are not as possible when there's so many different types of people. I would also say that the community are communities because of the ways that we structured and design them through these small subcommunities are far more engaged. But the real and if every I don't know again any I of all of these other folks are doing exactly the same thing. I think that's awesome. Our goal is to help each individual member unlock their personal professional potential. That's what we're trying to do. Any other questions or feedback? If there aren't, feel free to drop them in, but remember we've got an an off site tomorrow. It begins at not am Pacific, being powered by our west coast communities and what else, I don't know. I think if you do have personal questions, you can email me Sam at revenue collectivecom. If you have feedback or you felt like you couldn't figure out what I was saying, I'll feel free to let me know. Thank you, Sean, for the birthday wishes. I had a great one yesterday. Thanks to my wife for putting it together. And that's all I have. That's all I have. So again, if you have more direct questions or you have a common or you're concerned, you can email me at Sam at revenue collectivecom. Otherwise I'll talk to you soon. Hey, everybody, hope you enjoyed that episode. Again, that was our town hall. Hopefully you can see the big picture of what we're trying to achieve. What we're trying to achieve is to create a framework the future of professional education so that every revenue collective member has the resources and support they need to unlock and achieve...

...their professional potential. That's a very personal mission for me and something I'm incredibly excited about. Our goal for the end of the year's four thousand members. Our goal for the end of next year's TENZERO members. Will See if we get there, but if you remember, we hope you're enjoying your experience. If you need anything for me, email me at Sam at revenue collectivecom. If you're not a member, consider applying. Talk to you next time.

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