Chapter 4Chapter 4 Force Multipliers and Managing GrowthForce Multipliers and Managing Growth By AdBy Arian dRriaosn enRkrosaennzkranz AdrianAdrian has worked has worked extensively extensively in sales in sales strategy strategy and growth and growth initiativesinitiatives at Salesforce. at Salesforce. One Oneof the of lessons the lessons he has he learned has learned well wellis that is thatof hiring of hiring for growth. for growth. In this In chapter,this chapter, Adrian Adrian takes takes us throughus through the analysisthe analysis of determining of determining when when to hire to hireand and how to leverage technology as a driver for growth.how to leverage technology as a driver for growth. I wantI want to offer to offeryou ayou sale as shaalecks .h Allack it. Allreq itu irereqs uisire ths aist yothaut cyoommu coitmm to it to addingad dinga single a single word w toor dyo tour yoperurs uperasiosunas atteionm atteptsm. Buptst . bBueforet before I giv e I give away theaway the word wor, youd’,ll youneed’ll n to perforeed to perform a mimn a or miself-nor audself-itaud. it. Ask yoAskur syoelfu therself follo the wfolloing:w Howing: Howoften ofte do nyou do lookyou lookfor s oformethi somnethig thangt that dramaticdramatically inacllyre inascesre yourases youreffectivene effectiveness? ss? As startupAs startup foun dfoers,und weers, c onstantlywe constantly look lookfor m forultipliers multipliers to ac tocelerat accelerate e our revenour revenue —u simplee — simple change chasnge we cans we impleme can implement to naffectt to affect (or m (orultiply multiply) ) our bourottom bottom lines. li nThosees. Those multiplier multipliers comes c omein ma inn yma forms — morny forms — morale ale boosbtsoo, estms,ployee employee training, training, hiri nghiri enxperienceg experienced talent,d talent, emu latinemug lating inspiratioinspirational leaders,nal leaders, or addior naddig technologng technology. They. The challechallenge nwitgeh with multipliermultipliers is choos is cshooing thesing right the right one for on eyour for yourstartu startup. Whenp. When should should you you look lookto ex toperience experience (hirin (hirig a nsga leas sperson)alesperson) versus versus training training (improvin (improving g your yoprourc epross)c versess)u verss techus ntechologynology (investing (investing in software) in software) to jump-star to jump-start t your yoacucelerr accaelertiona?tion? AcceleratingAccelerating revenue revenue almo astlm alowast yalswa coymse cso wmithes wtraditheoffs trad,eoffs and ,ther ande ther’s e’s both bothan a rta nan adrt aan scdie anc sceie tonc ite. toYo u’it.ll Y onu’eelld n toee bdal toanc bale ancdrivie ndgrivi reveng nurevee nue growthgrowth with wtheith pro theb lepromb thatlem kthateeps k eepsall fou allnd fouersnd uper as tu npight at n: ightcash: casflowh. flow. That Thatsaid, sailet’ds ,p letut’ sthe pu tcas theh casflowh chfloawlle chngealle anndge the and theart ofa srta leofs sa alesisde a asindd e and focusfocus on ho onw hoyouw c yoanu u csaen hiri usne g,hiri proceng, process, ansds ,te anchdn teologychnology to help to helpreach reach your groyour growth targetwth targets. s. 4848 4848