Growthlistic

Some responses from the ??? ???? ???????????? ???????? ???????? ??? survey. (link to participate in ???) ?? ??????????????????: Comments on the Inbox interface: My constant, forever-long frustration experience stems directly from limited improvements and focus on the messenger product. More specifically, the lack of UI/controls and triage options available to help sift out the signal from noise. Difficult to read all of them - and being a social seller I'm sure I have valuable interest from conversations that disappeared with no effective way to quickly find them. Pre-set messages for birthdays, work anniversaries further complicate the matter as they're inauthentic and generate spam - resulting in even more loss in actual, revenue generating conversations and more genuine, meaningful interactions. Comments On Sending Messages: I should be able to send an infinite amount of messages especially I-Nmail messages to people that I want to connect to. I have to use the Personalized Connection option. If you are a recruiter or a TA on the platform there should be a set time like 5 days to respond to those corresponding messages. This is a business networking site. General Comments: Focus on the core aspects of the platform. Messaging and staying top of mind is the most important aspect and LinkedIn has neglected this. It would be helpful if the team at LinkedIn actually used the platform. ?? ???????????????? ????????????: Comments on LinkedIn Groups: There are too many similar groups. Having attended the Groups Relaunch I suggested that many groups need to be archived and/or combined. ?? ??????????????????: Comment on your experience and concerns (reporting): If I report a Profile, I would like to see the process include Block the LinkedIn Member and Archive any related messaging. Now, it's 3 separate steps. Also, it would be encouraging for those who report Fakes to get an alert that action was taken by the app. ?? ??????????????????????????: Comments On Notifications: They are becoming cluttered with too much stuff. Plus, if we are a Page Admin, include Page notificaitons in the list so we don't have to go to another page to see this activity. ?? ?????????? ????????????: Comments on Live Audio Events: there's no way to catch replays. I rarely am able to join these events at their broadcast time. ??? ???????????????? ?????? ?????????? + ?? ?????????????????? ?????? ?????????? ????????????: Comments on Top Voices: There is no transparency as to how this is calculated - seems like a vanity metric that is not of real value unless you are of the generation that is obsessed with getting trophies! ?????????? ?????????? - ???????????????? ?????? ????????????????????. (???????? ?????? ?? ?????????): Seems to me that many of the LinkedIn employees do not actually use the platform. It's evident when participating in LinkedIn Live events they lead. These are some of the tame ones. one things for sure, members are unhappy #LITOWNHALL

The Growth?listic Playbook: Sustainable Strategies for Startups and SMB in growth mode. Steve Jobs famously said, “Innovation distinguishes between a leader and a follower.” His legacy teaches that effective leadership goes beyond creating groundbreaking products; it’s about building a foundation for long-term customer loyalty, leveraging data, and staying ahead of the curve. It's also about knowing that your employees will never care as much, work as hard, or celebrate as loud as you, bc they're not you. (Great video added) There are five core strategies we use to create sustainable growth. ? Long-Term Customer Success - We start with the customer experience and work backward. Growth?listic helps clients create robust customer success. This involves proactively engaging with customers, personalizing their experience, and using their feedback to refine products and services. By focusing on building relationships rather than merely meeting needs, we foster loyalty that drives sustainable growth. ? Harnessing the Power of AI - Jobs' forward-thinking philosophy now finds its modern counterpart in AI. As part of the long game at Growth?listic, helping clients leverage AI to automate tasks, personalize customer interactions, and gain deep insights into consumer behavior is essential to avoid being the next Blockbuster. By embedding AI, companies not only enhance efficiency but also create highly personalized customer experiences that differentiate them from the competition. We work closely with our clients and more importantly team then up with our network partners who specialize using AI in their industry. ? We help leaders become Data-Driven Strategists - Gut instinct has its place, but data is the cornerstone of decision-making. Clients learn to adopt a data-first mindset, ensuring that every business decision is informed by accurate and actionable insights. By fostering a culture of data utilization across departments, we enable companies to remain agile, respond swiftly to market shifts, and develop strategies grounded in facts ? Marketing that Converts - Jobs mastered the art of creating demand; we help our clients do the same by aligning their marketing and sales strategies. From lead gen to nurturing, we develop messaging and strategies that convert prospects into long-term customers. Our approach involves marketing techniques, optimizing content across channels, and consistently aligning a unified message and goal across teams. ? Finding the Right Product-Market Fit - We know that even the best product won’t succeed without a deep understanding of the market it serves. We guide clients to ensure their offering aligns perfectly with market demands. Cross-functional collaboration is key here. By working closely with product, marketing, and sales teams, companies can iterate based on real customer insights, allowing for sustained growth and relevance in the market. #Growth #Founder #Startup #Sales

?????????????? ????????. It's the word of the moment. But Why? Over the weekend, Paul Graham, a programmer, writer, and investor; In 2005 he and Jessica Livingston, Robert Morris, and Trevor Blackwell started?Y Combinator, the first of a new type of startup incubator. Since 2005 Y Combinator has funded over 3000 startups, including Airbnb, Dropbox, Stripe, and Reddit, Inc. (Taken off of the bio listed on his self-titled website.) Graham's essay essay "Founder Mode" explores the distinction between running a company as a founder versus a professional manager. He argues that traditional management advice, often given to founders as their companies grow, can be harmful. Founders, he suggests, should embrace a more involved, hands-on approach (founder mode) rather than delegating too much. This mode, though not widely understood, appears to be more effective for scaling startups. Graham advocates for further exploration and understanding of this approach to better support founders. Graham uses Brian Chesky, co-founder of Airbnb, as a key example to support his thesis on "founder mode." He explains how Chesky's deep involvement in every detail of the company, from designing the website to meeting hosts, exemplifies the hands-on approach of successful founders. This involvement helped Airbnb scale, contrasting with the conventional advice to delegate. Graham argues that Chesky’s success illustrates the effectiveness of founder mode, where founders stay deeply engaged in all aspects of the business, especially during critical growth phases. Until Y Combinator shares a video clip of Chesky's talk at the event, reflecting back to December 10 2021 while still dealing with COVID on a pandemic level, Airbnb debuted it's IPO taking Chesky's company public. The stock's IPO price was set at $39 and in the 7am hour went live for an interview with Bloomberg Television. At the 2-minute mark, it's revealed to Chesky that the stock was estimated to open at $139 making him an instant Billionaire. Chesky's performance on live TV was a masterclass for CEO's with 3X more experience and of larger public companies. I recall watching this live and being impressed at his sincerity, humility, and his passion to do good, do right. THIS is Must See TV. https://lnkd.in/eRbvncnA #FounderMode #Startup #Founder #Growth #Entrepreneur

The Power of Slogans and Taglines: Building a Lasting Brand Identity Attention spans are short and competition is fierce, so creating a lasting brand identity is both art and science. One of the most powerful tools in a brand's arsenal is its slogan or tagline. But what exactly makes a slogan effective, and how can it help your business stand out in a crowded market? A Strong Slogan: More Than Just Words A slogan is more than just a catchy phrase; it’s the essence of your brand packaged into a few memorable words. Think of iconic slogans like Nike's "Just Do It" or Apple's "Think Different." These aren't just words; they are statements of purpose that resonate deeply with their target audiences. They encapsulate the brand's mission, values, and promise in a way that is both compelling and enduring. A great slogan should do three things: it should be memorable, it should differentiate your brand, and it should communicate a key benefit. These elements are critical in creating a slogan that not only sticks in the minds of consumers but also drives them to action. Memorability: The Key to Staying Power The most effective slogans are those that are easy to remember. They often use simple language, rhythm, or rhyme to create a phrase that is not only easy to recall but also hard to forget. "I'm Lovin' It" by McDonald's, for example, is a simple, positive statement that has become synonymous with the brand. It’s a phrase that customers can easily repeat, and it evokes a strong emotional response. Crafting slogans that are not just clever but also relatable is essential. A slogan that connects with the audience on an emotional level is more likely to be remembered and associated with your brand. Differentiation: Standing Out in the Crowd In a market flooded with competitors, differentiation is key. Your slogan should highlight what sets your brand apart from others. Whether it's superior quality, unique features, or exceptional service, your slogan should clearly communicate what makes your brand different. Take BMW’s slogan, "The Ultimate Driving Machine." It’s a bold statement that positions the brand as the leader in performance and luxury. It’s not just a car; it’s the ultimate driving experience. This kind of differentiation helps create a strong brand identity and positions the brand firmly in the minds of consumers. By uncovering your unique value proposition and translating it into a slogan, you can differentiate your brand from competitors and resonate with your target audience. Communicating Key Benefits: What’s in It for the Customer? A great slogan communicates a key benefit that the customer will gain from your product or service. It’s about answering the question, "What’s in it for me?" This is where the power of a slogan truly lies—it’s in its ability to speak directly to the needs and desires of the consumer. #Branding #Marketing #Logos #TagLines #Slogans

When professionals struggle in collaboration, the issue often lies not in their abilities but in the clarity of the goals. If your team doesn’t fully grasp what success looks like, the results will reflect that confusion. By neglecting to clarify and interrogate expectations at the outset, teams make catastrophically sloppy moves, setting in motion a caravan of poor decision-making. Bruce Tulgan calls this a failure of clarity of "The Ask". His article provides how to clarify the ask for each individual as well as the team as a whole in this article: https://lnkd.in/eQQwjZDx Upon reading this, I felt an all-too-familiar feeling and wondered if I read his book or this article previously, which I did neither. It hit me when I chatted with a Growth?listic partner that much of what Tulgan advises parallels my relationship with clients. The result is rarely experiencing confusion on strategy and the goals we agreed upon whether the GTM strategy for a startup, the formulation of a sales force, or the marketing push to gain attention from a new market. It starts with asking the right question from DAY ONE that helps me understand the core of the client's business, what hills they're attempting to climb, any barriers holding them back, and what their short-term and long-term vision is. Once I've got a firm grip on what their business does, why it's important, who is involved and getting it done, and how do they stand out, only then do we go into the war room to plan our attack. This leaves very little openings for misunderstandings and wipes clean any confusion. Much like startups looking for funding, ready to scale, or launching their Series A round, the questions are the same: ???????? ?????????????? ???? ?????? ?????????????? ? What? - What are you about ? Why? - Why should I care ? How? - How is this achieved ? Who? - Who makes it happen ???????????????? + ? When? - When did this happen and when's the next stage needed by ? How Much? - Funds Raised, Monthlies, Funds Needed, Valuation Answer these questions; let's get to work. #Growth #Startup #Scale #Founder #Sales

What are startups doing wrong? Carta revealed that 254 venture-backed clients went under in the first quarter this year. The latest casualty is fintech Tally, a nine-year-old startup valued at $855M in their last round with investments from major VC firms including Andreessen Horowitz and Kleiner Perkins. Founder Jason Brown went on LinkedIn saying the company was unable to secure enough funding to continue. Morgan Stanley reported that between 2021-2022 a drastic number of companies raised unusually high amounts of money claiming venture capitalists were telling founders, "Grow at all costs, worry about profitability later." I don't buy it. Worrying about profit tomorrow is not enough to sink a company by itself. Startup failures in the U.S. have surged by 60% over the past year as founders exhaust the capital raised during the tech boom of 2021-22 This has put millions of jobs in venture-backed companies at risk and impacting the broader economy. As investment in AI startups growing, what are founders in other industries supposed to do? Before we go there, we need to focus on what went wrong. It's my opinion that the type of growth two years ago founders were pushing was not the kind that was sustainable. With backers pushing them to just grow, and expand as fast and as wide as they can was eventually going to be problematic for most companies. That is why growing a startup in a way that can become sustainable is most commonly found with startups that "make it". Startups that are not the-flavor-of-the-month sexy AI-based need to integrate a sustainable growth model as early as the GTM slide in their pitch deck. Sustainable growth models in startups focus on strategies that ensure long-term viability without overextending resources. Key elements often include: ?? building a strong customer base through organic growth ?? maintaining a balanced burn rate ?? leveraging data-driven decision-making to optimize product-market fit For go-to-market (GTM) models, sustainable approaches typically involve: ?? a clear understanding of the target audience ?? scalable customer acquisition strategies ?? continuous feedback loops that allow for adaptation to market changes. Models that emphasize recurring revenue streams, such as subscription services or SaaS, are considered more sustainable as they provide predictable cash flow and foster long-term customer relationships. This is what most recently told a startup that started to feel the pressure. Grow, Grow fast, Grow deep, Grow Smart. Working on the short game, while keeping an eye on the long game is a strategy not many can argue with. #Growth #Startup #Founder

3 Rules That Prove Why Organic Growth Should Remain a CEO’s Priority. High-growth companies often experience a decline in their growth, which many CEOs view as an inevitable sign of maturity. Instead of continuing to seek internal growth opportunities, they turn to acquiring smaller companies or seeking large, transformative acquisitions, hoping to reignite growth. However, abandoning organic growth is a critical mistake. Delegating organic growth to others can lead to a loss of focus. Corporate leaders often concentrate on major initiatives, mergers, and setting company-wide goals, leaving organic growth to managers. These managers typically pursue small, incremental growth opportunities, which not only generate diminishing returns but also increase the company’s operational complexity. Corporate leaders play a crucial role in driving organic growth within their companies. Through our work with numerous organizations, we have identified four key rules that engaged corporate leaders can follow to reinvigorate their companies’ internal growth engines. When applied, these rules have often revealed hidden opportunities for organic growth, sometimes doubling the company’s underlying growth rate. Rule 1: Maintain a Big-Picture Perspective Delegating organic growth to operating units makes sense since they are closer to the front line and can spot opportunities more readily. However, corporate executives should still partner with these units to decide where and how to focus organic growth efforts. Unfortunately, this practice is rarely followed, with many CEOs limiting their involvement to setting targets and monitoring progress. Rule 2: Resist the Business Cycle Many large public companies amplify the business cycle by investing aggressively in growth during booms and focusing on cost-cutting during busts. This approach can harm organic growth efforts by encouraging overly optimistic forecasts during good times and reluctance to invest in new opportunities during downturns. Rule 3: Avoid Typecasting Business Units Labeling business units as “growth engines” or “cash cows” can be self-defeating. Managers in established businesses may believe they no longer need to pursue organic growth, while those in growth units may take on excessive risks and costs. Corporate leaders should resist typecasting and encourage all units to seek new growth opportunities, regardless of their current labels. For example, Dow Jones successfully modernized The Wall Street Journal by introducing changes that attracted younger readers, leading to double-digit revenue growth in a declining industry. This success was achieved because corporate leaders did not allow the paper to be typecast as a non-growth business. By following these rules, leaders can uncover hidden opportunities, maintain focus, and build a sustainable growth engine that can withstand economic challenges and deliver long-term value to shareholders.

We’ve all been there—sitting in a meeting that’s going nowhere fast, watching the clock tick away, wondering when something useful might happen. But what if the problem isn’t just the meeting itself, but how it was set up? At Growth?listic, we’ve found that by asking the right questions before the meeting even starts, you can make every moment count. TL;DR: Transform your meetings from time-wasters to game-changers by asking four pivotal questions. At Growth?listic, we believe that strategic preparation and intentionality can turn any meeting into a productive powerhouse. Four Questions to Revolutionize Your Meetings: Meetings can either be a waste of time or a valuable opportunity for progress—it all depends on how you approach them. The next time you’re planning a meeting, ask these four essential questions to ensure that it’s time well spent: 1. What’s the Goal? Every meeting needs a clear purpose. Whether it’s to brainstorm, solve a problem, or make a decision, understanding the goal will help you stay focused and make sure everyone leaves with a sense of accomplishment. Defining this upfront allows you to structure the meeting for maximum impact. 2. What’s the Agenda? Without a roadmap, meetings can quickly become chaotic. A well-thought-out agenda helps guide the conversation and ensures that all key points are covered. By sharing the agenda in advance, you give participants a chance to prepare, which can lead to more meaningful and efficient discussions. 3. Who Should Be in the Room? The success of a meeting often hinges on having the right people involved. Too many attendees can dilute the focus, while too few can limit perspectives. Consider who absolutely needs to be there to achieve the meeting’s goal, and be selective with your invitations. 4. What Are the Next Steps? A meeting should never end without a clear plan of action. Summarize the key takeaways and make sure every participant knows what they need to do next. Assign tasks, set deadlines, and clarify roles to keep the momentum going after the meeting ends. Conclusion: The Growth?listic Approach to Meetings Meetings don’t have to be dreaded or unproductive. By asking these four questions, you can turn every meeting into an opportunity for progress and innovation. At Growth?listic, we’re dedicated to helping teams refine their processes, maximize their time, and achieve their goals. By ensuring your meetings are intentional, focused, and actionable, you can drive real results and keep your projects on track. Remember, the next time you schedule a meeting, ask yourself: Are we ready to make this time count? #Growth #Meetings #Startup

To some degree, we recommend leaders to experience each department and job themselves at some point. This accomplishes two things: 1. You gain insight from the perspective of the employee serving in that role that normally leaders never do. 2. When team members see their leader making it a priority to understand the challenges and appreciate the work their department and positions contribute, their loyalty and respect for leadership solidifies. Anne Marshall, CMO of Stronghouse Solutions explains how in doing so, it made her a better leader in this contribution to Fast Company. https://lnkd.in/gMDHe-g7 #Leadership #Growth