Skip to main content

Your Daily Calls

I've harped on this before, and I'm largely writing this to remind myself: you have to make your daily calls.

Whether it's to potential customers, existing customers, investors, reporters, potential partners, employees, distributors--make the calls.

Two hours a day--the first hour in the morning, and then some other hour that makes sense to you, depending on your target that day or week, or year, depending on your stage.

Smile and dial. End one call, make the next one. Don't take a break--it's just an hour at a time.

If you do connect with anyone, make sure you walk away with a next step, unless it's just informational. If it's very important--the big sale, raising a round, hiring a great team member--try to get a meeting instead of another call or email. And know how to nail the in-person meeting.

Always be gracious.

Why do I emphasize the call?

Email is impersonal; it's very difficult to properly and professionally emote the way you can--even subtly--on the phone. In-person meetings take a lot of time, and while critical for some things, are sometimes too much unless you actually have the time.

Let's do the numbers: 10 calls in the morning, 2 successful connects. 10 calls in the afternoon, 2 successful connects. 4 connects per day, 20 per week, 80-90 per month.

That's you as a founder, not as a smile-and-dial salesperson, who should be posting something like 3 to 4 times those numbers.

Out of those 80 calls, you might close 10% if they are prospects. Less if they are investors. More if they are simply important relationships (defining 'close' differently for each).

If you don't make the calls, you won't close the deals. It's that simple. I've made zero calls to investors this week. Guess how many checks they've written to me? Pitches scheduled?

So if you won't make the calls, who will?


Popular posts from this blog

Where Innovation Happens

As I get closer to a go/no-go decision on a project, I've been thinking about the difference about my vision for the project and the supportive innovations to enable the core innovations The vision combines (in unequal parts) product, core innovation as I imagine it, the application of that core innovation, design, marketing,  developer ecosystem, and business development. The core innovation enables everything else, but it's the application of the innovation that makes it meaningful, useful, and in this case, fun. This week we're testing initial approaches to the implementation for our specific application, and that's where we'll develop the enabling innovations, which is basically where the rubber meets the road. The difference is that the enabling innovation happens at the source of real problems only encountered in the making of something, and in a project like this just getting the essence of it right isn't enough; it also has to be safe, the compone

Beta Signup

I've been working for quite a while on a new search concept, though the further in I get, the closer the rest of the world gets to what we're doing. So today I'm inviting you to sign up for the rather modest beta, which will be ready soon if we can nail down a few difficult  details. Jawaya is a way of navigating the web and getting better results. And that's as much as I can say right now, because we're not a funded startup, and things are moving really fast in this space--it's going to be very competitive. I predict there will be about 10 funded startups in the next 6 months doing something similar. One of them will be mine, and we aim to make it the best. We're raising a round of capital to fund the team, and are shooting for early sustainability. This is my fifth company; my fourth in the tech space, and my third software company. I think it will be the biggest and can possibly have a positive impact on the world by reducing the amount of time it takes

The Real Jobs Problem

It's the economy, stupid.  Well, yes, it always has been, if you're in the distortion field of politics.  But whose economy? The pundits, the White House, the Republican candidates all miss the mark. They keep talking about debt, taxes, and monetary policy. None of those things tell the real story behind today's economy.  The Old Economy Keynes was right--in the old economy. Economy gets weak, pump some money into the economy through public works projects, which  1) puts people to work, which  2) boosts the economy and  3) generates new tax revenue, while  4) leaving us with another generation of reliable infrastructure to support  5) more growth (for growth's sake, which is another post).  The Beach Ball Imagine a beach ball, partially deflated to represent a recession. Got it? Now imagine the govt pumping that beach ball back up through sensible public investment (which we haven't seen for decades). The New Economy Same beach ball, same pum