Volume 341, Issue 4 · 6 articles
Sellers at large firms routinely stall on a personal newsletter because they haven't been approved to run one - and Scott McNealy's Sun-era mantra explains why asking is the wrong move: the person receiving an unprecedented request has no upside for yes and all the downside, so the safe answer is defer or decline, and a "no" on the record is far harder to reverse than a question nobody formally raised. Read more
Advisors, speakers and fractional CIOs don't have a lead generation problem, they have a recall problem - and their visibility is event-shaped, producing four tall spikes and forty-eight flat weeks, with the moment that mattered almost certainly landing in the flat part. Read more
Alan Shimel's argument that Google's AI Overviews are engineered to make the click unnecessary - his "Google Zero" - lands as hard on technology vendors as on publishers, because organic search was always rented distribution that merely felt owned. The largest untapped alternative is already on staff: a few hundred customer-facing employees, each publishing a weekly newsletter carrying the company's news section, is hundreds of trusted channels reaching the market with no algorithm in between. It succeeds where employee advocacy usually fails because the employee owns the asset, and the resulting traffic is attributable and rewardable per person. Enterprise IT is a small, circulating world: vendor people become customers, skilled customers get recruited into field roles by the engineers who worked with them, and the boundary between customers and network dissolves over a career. Publishing isn't self-promotion - it's the filtering you already do, done in public. Read more
In most enterprise deals the most trusted person isn't the account executive but the sales engineer, precisely because they'll say what won't work - yet that credibility is invisible outside the few accounts they're staffed on, living in the memories of a few dozen people and a CRM someone else owns. Enterprise IT is a small, circulating world: vendor people become customers, skilled customers get recruited into field roles by the engineers who worked with them, and the boundary between customers and network dissolves over a career. Publishing isn't self-promotion - it's the filtering you already do, done in public. Read more
Enterprise IT is a few thousand people per specialty, and a dozen professions orbit them with the same dependency and the same structural problem: the only contact their job naturally supplies is the contact that asks for something. Read more
Top sellers are the hardest people in the company to reward - cash is already maxed, the incentive trip ends, and promotion into management is often unwanted - while the independent streak that makes them outperform is exactly what makes corporate advocacy mandates slide off them. Read more