I build systems that track my sales team’s speed-to-lead.
Last week, a statement challenged me.
I was in a meeting with two coaches. In the middle of a point one of them was making to someone, he dropped this to them, almost in passing:
“You are not at the income level you want in a month because your speed to solving your problems is not high enough.”
A generalized statement. The kind that makes most people defensive.
But in hearing it and trying to relate it to myself, I had two options. Defend myself, list everything I’m doing, everything already in motion. Or ask better questions.
I asked:
- What would solving MY problems faster actually look like?
- What would solving my company’s operational problems faster mean?
Sitting with those questions, I found the uncomfortable part.
Revenue doesn’t slow down overnight. It slows down when small operational problems are allowed to compound.
The real question is different: how long does a problem stay a problem once you’ve seen it?
That’s what high-growth environments actually run on. Not hustle. Not hours. The gap between “we have a problem” and “it’s solved.”
In my world, we measure reps on speed to lead, how fast you reach a prospect once they show interest. Every hour of delay costs money.
Life grades the same assignment. Every problem has a clock on it.
The best operators shorten the distance between awareness and execution
