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When you’re looking at professional sports, there are typically two ways that information is shared after coaches and executive-level management are dismissed. Neither of them are direct.
In one scenario, a team will have a disastrous season or two, and the coach or exec is fired without much ceremony. It’s usually a publicly anticipated move (see John Tortorella with the Canucks in ‘13/’14), and words aren’t minced. The second, less common method is what’s more of a ‘soft dismissal’ — they’re relieved in such a way that it appears to have been a mutual and exhaustive decision, a coincidental reaching-the-end-of-the-rope that makes the parting less a messy firing and more of an amicable stepping down (see Terry Francona with the Red Sox in 2012).
Before we started experimenting, sales always worked well for us because of our intuitive understanding of what we were selling.We weren’t selling a product, we weren’t selling a subscription. We were selling MetaLab: our origin stories, our rationales, our experiences, and the scars to prove that we’d been there and slogged through it all. Good clients—the ones that you should be working with exclusively—don’t care about a sales pitch. If you’re a consultancy, they want to buy into you and your company, not your ‘product’.
