Mark de Stadler

In my experience there are a number of things we need to do before being able to craft the perfct CTA. No1. What is your clients dominate buying motive aka what is emotinally driving them and there department of business to use your service or product. No2. Whats is the impact if your client took no action ? When we start to understand the true impact of our clients need to work with us. It allows us to use that powerful emotive language in our CTA. For example : James you mentioned that this career change is critical for the future of your family. Well after this call lets schedule time with you and your wife in the next week to discuss how we can help yu achieve your dreams.

Without a strong call to action you stand the chance of increasing your sales cycyle wich is the last thing we want. Also a CTA can really impact the buy/buyers on a emotional level and all decesions are made emotinally.

In my experience you have to understand what channels you are audiences are using and when. If you dont have a massive media team working for you it can quickly become all consuming when it comes to trying to post content all avaible channels due to the differnt format requirements.

If you look at high performing teams, role definition is one of the cornerstones of operating successfully under pressure especially time and cost pressure. Therefore getting consensus and agreement from all the relevant stakeholders on roles and communication standards for eg. time frames of getting back to one another , regualarity of catch ups, how to esculate issues with they arise. Will go along way to minimise stress, resentment and slower decesions making. A happy projects team is a strong communicating team.

Revenue generation is not just a BD role we expect all senior leaders to wear their sales hat. Therefore the one area that 95% of senior leaders miss that would generate opportunies in the nurturing existing relationships post completetion . For those of us who hate selling this is one area that you need to focus on. Why ? Cause all you need to do is ask for feedback on what worked and what could be improved. Finally ask the simple questions of if you are happy with what we delviered are there any projects coming up that we could benefit from us working together? If we dont ask we dont get. Start to be proactive in generating opportunites as its a one way ticket to career development and pay rises.

Based on my work with CTO it's 3 Key elements . They need Executive Presence and to be great storytellers so they are able to sell their ideas to non technical senior stakeholders and engage them in the process. They need to galvanise the senior leadership team to drive collaboration and problem solving across departments through string communication. They need to be able to plan effectively and be great coaches to ensure people feel valued and supported. To minimise burnout and stress due to project deadlines.