Market Dominance Guys

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Why “the Why” Is So Essential


In this Market Dominance Guys’ episode, Chris Beall and Corey Frank continue their conversation with Gregory Smith, Vice President of Strategic Accounts and Partnerships at SPARXiQ. They’re talking today about talent acquisition and development, which Greg says is about 60–80% of most companies’ expenses — and could be one of the significant reasons why some businesses don’t grow. He believes that a company is only as good as their people and the way their people treat customers. With the goal of inspiring his own team to reach for that high customer-service bar, Greg explains his approach in this way: “I’m a coach, I’m a mentor, and I appropriate the resources my team needs to be rock stars.”

The guys then segue into a conversation about the importance of bringing employees in on the reasoning behind what they are being asked to do. Chris and Corey refer to this explanation as “the why,” and you’ll hear how each of these three experts is a believer in this part of talent development. Here’s Greg’s explanation of how he uses this approach in leading his team: “First, I provide the strategic vision and make sure they understand ‘the why.’ Then, I get the hell out of the way and let them do their job.” Pause for a few moments from your own job to take in all the insights and advice you’ll hear on today’s Market Dominance Guys’ episode, “Why ‘the Why’ Is So Essential.”


About Our Guest

Gregory Smith is Vice President of Strategic Accounts and Partnerships at SPARXiQ, a business that delivers analytics, training, and software solutions that help companies accelerate performance and profitability.

One and Done Is the Loneliest Number

Gregory Smith One and Done is the loneliest number

Today, our Market Dominance Guys, Chris Beall and Corey Frank, interview Gregory Smith, Vice President of Strategic Accounts and Partnerships at SPARXiQ. Corey introduces Greg as an “M&A whisperer,” which Greg lives up to as he reveals insights gleaned from his work with mergers and acquisitions. How can he tell if a company is going to survive and thrive? Greg says that he begins with two questions: “Does your company’s product or service fill a particular niche? And does your product or service solve a specific problem for customers?” Greg then warns our podcast listeners against being a “one product or service — and done” business. As he explains it, you can occupy a great niche and have a fabulous customer solution, but you need to continue to develop and augment what you’re offering. He illustrates his point with an example from Starbucks’ early days in business and then goes on to tell a cautionary tale of a company that pioneered bacon-infused vodka.

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