MANAGEMENT
The appointment, however, also comes with huge expectations and risk. Often, CROs are seen as miracle workers, rainmakers, and movers and shakers coming to the rescue to take the company to the next level of sales revenue growth. It’s no wonder then that many CEOs have a relatively narrow view on the qualities an effective CRO needs to bring to an organization. Equally, very few organizations prepare them- selves properly for their first CRO.
RISKS AND REWARDS False expectations and lack of preparation can lead to disappoint- ing results, frustrations, and wasted expense, time, and effort. There’s huge risk to appointing the wrong CRO – with huge consequences for the CEO, the organization, and the CRO as well. At the CRO Collective, we have observed there are many questions about what a CRO’s actual responsi- bilities are. • How does a CRO function, really? • Ideally, where should a CRO sit within our organization?
• To be effective, where should the CRO focus?
The Next Level of Success The Three Things a CEO Needs to Ensure Their
CRO’s Success WARREN ZENNA
Since emerging over the past 10 years, the chief revenue officer role has evolved into a core executive function within modern B2B businesses. B2B CEOs in the tech sector now consider CROs to be vital pillars of their leadership structure. It’s the hot new title in the B2B space, and comes with many spoils: prestige, power, credentials, and opportunity.
10 | NOVEMBER/DECEMBER 2021 SELLING POWER © 2021 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
• What are the CRO’s areas of oversight, scope, remit, and ac- countability?
• How should CEOs support the success of their CROs? This lack of clarity can have dire
implications for firms currently em- ploying CROs, as well as for those considering adding a CRO to their leadership stack. Fortunately, while the risks of get-
ting a CRO decision wrong are huge, so are the rewards for getting it right. To ensure the success of their CRO, CEOs should do three things.
1. UNDERSTAND THE REAL REASON YOU NEED A CRO Most CEOs hire CROs for a few spe- cific reasons: • “It’s time I promote my head of sales – or he/she will leave.” • “Sales are lagging, and I need
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