Your prospects are probably lonely. They have plenty of colleagues in their organization, likely too many people telling them what to do and possibly a team of people to help them do it.
But they’re still lonely. Lonely because nobody else in the organization has their job. Lonely because they can’t show weakness or indecision to their direct reports, can’t talk shop with peers who run other departments, and can’t share pockets of inexperience with their boss.
Take the CIO of a Fortune 500 company. Or, better yet, the CIOs of Fortune 500 pharmaceutical companies. They face similar and unique challenges. There’s no real playbook. They’re all blazing trails. And even though they compete with each other, there’s still plenty of information they can share, problems via which they can commiserate, best practices to pass along.
These senior leaders, your prospects, are lonely – and they’re desperate to connect with each other.
So what happens when your company facilitates that gathering? What benefit would come your way if you organized the tribe?
What could you learn by simply listening to the conversation? Is it possible that they’d start brainstorming new ideas to solve collective problems, and occasionally lean back to ask if you could do that? Build that? Sell that?
These tribes are already forming. Don’t wait until someone else organizes your tribes, and both takes and receives the credit (and business) for doing something so simple but so highly effective and valuable.
