How I led a company through the hardest year of my life | For your life

The best work of your life might still be ahead

Click here to book a meeting with Dan⁠ [https://content.databased.com/revenue-consulting-and-sales-recruiting] and talk about your specific situation. - Dan read an article that said the best work of your life happens in your 40s and 50s. It made him ask a question he's been sitting with since: what does he actually want his legacy to be? Not a business outcome. Not a number. Something that's still true 20 years from now. Dan talks through what 20 years from now looks like for him, the specific legacy he's building toward, and the person who shaped him most: his grandma, who showed up through every hard season of growing up and made the time for him no matter what. If you're in your 40s or 50s, this one is worth slowing down for.

If you left tomorrow, what would happen to your top people?

Click here to book a meeting with Dan⁠ [https://content.databased.com/revenue-consulting-and-sales-recruiting] and talk about your specific situation. ---- Most leaders build an organization that requires them to be there for it to work. They can't take a vacation. They can't step into a new role. They can't focus on an acquisition. If you're the only person who can do your job, the board, the CEO, the investors — they all know it. It's a risk to the business and a ceiling on your career. Dan walks through the 18-month framework for building your number two: who to choose, how to give them real visibility with leadership and the board, what assignments to shift their way, and what to watch for as they handle the added pressure. He also shares what happened in 2018 at Qualtrics when he got serious about leaving. If you want to talk through building your revenue team's leadership depth, book a meeting with Dan. Link in the description.

H2 starts now. Are you ready or are you reacting?

Click here to book a meeting with Dan⁠ [https://content.databased.com/revenue-consulting-and-sales-recruiting] and talk about your specific situation. ___ Every revenue leader needs a quarterly plan. Most have one in their head. That's not a plan. Dan walks through the full framework: how much pipeline to build in the first six weeks (anything generated then still has a realistic shot at closing that quarter), the five sources of pipeline every plan should account for, and the weekly review that tells you whether you're on track. He also covers the one-on-one structure he uses to drive mid-quarter course corrections. The detail that separates the best from the average: the first week you're off, you adjust. If you want to talk through your revenue team's setup, book a meeting with Dan.

Buy back your time

Click here to book a meeting with Dan⁠ [https://content.databased.com/revenue-consulting-and-sales-recruiting] and talk about your specific situation. -- Dan is sharing something he figured out early in his career and has never stopped doing: outsourcing what doesn't need to be him so he can be fully present for the things that do. He walks through three things he outsources so he can show up fully at work and at home: an EA, a cleaning crew that runs on a rotating schedule around family logistics, and a yard crew for the heavy seasonal work while his kids handle the ongoing maintenance. Spend the money to free yourself up. It's worth it

The day I stopped pretending to know everything

Click here to book a meeting with Dan⁠ [https://content.databased.com/revenue-consulting-and-sales-recruiting] and talk about your specific situation. _ Dan is going deeper on last week's episode: not just when to know you're not the expert, but what he actually did in three real situations where being the expert wasn't an option. Dan walks through three hires that surprised even him: an EA at Qualtrics hired for EQ rather than organization skills, a marketing leader at DataBased chosen specifically to raise the culture's fun meter, and a senior automotive industry expert for a major client that took Dan over two months to agree to bring on. Each one required him to set aside the obvious hire and get honest about what he actually needed.