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If you're a lot of revenue executives, or sales executives, you're struggling like everyone else is with feeling overwhelmed and uncertain about how to drive your revenue to the goals you want to hit.
如果你是收入主管或销售主管，你会像其他人一样苦苦挣扎，感到不知所措，不确定如何将收入推向你想要达到的目标。
Something's been working maybe, maybe not, the last couple of years.
过去几年的一些东西也许生效了，也许无效。
You're not sure if it's going to work to the next level, or maybe you've had a revenue rollercoaster.
你不确定它是否能更上一层楼，或者你可能已经经历了收入过山车。
Sometimes things are going well one quarter; the next quarter, you have no idea what's going to work or not going to work.
有时上个季度一切都很顺利；下个季度，你却压根儿不知道什么能奏效，什么不能奏效。
I distinctly remember in my late twenties being CEO of a venture-funded company thinking like I've got this figured out or it's working.
我清楚地记得，在我快30岁的时候，担任一家风险投资公司的首席执行官，当时我想的是我已经搞明白了，或者这一切都在有效运作。
And within a year or two, that company had completely failed and millions of dollars was lost.
一两年之后，这家公司彻底倒闭，损失了数百万美元。
And that led me to a long career, so far.
那件事让我拥有了一份长久的职业，延续至今。
I've taken this engineering mindset applied to growth where the repeatable problems, where the repeatable opportunities and ways to drive more growth.
我把这种工程思维模式应用在增长上，那里有可重复的问题，有可重复的机会和方式来推动更多的增长。
So there are 7 ingredients for creating hypergrowth, and they can help executives understand what are the most common problems that create growth or stop it.
因此，创造超增长有7个要素，它们可以帮助高管了解什么是最常见的引起增长或阻碍增长的问题。
I'm Aaron Ross, a sales expert and advisor known for the book Predictable Revenue.
我是亚伦·罗斯，销售专家兼顾问，因《可预测的收入》一书而闻名。
Although ironically I've gotten an incredibly unpredictable life.
不过，讽刺的是，我过的是不可思议的不可预测的生活。
I have 10 children.
我有10个孩子。
My latest book is called "From Impossible to Inevitable: How Hypergrowth Companies Create Predictable Revenue".
我的新书名为《从不可能到不可避免：超增长公司如何创造可预测的收入》。
You're not ready to grow until you nail a niche.
只有找到一个利基市场，你才有了增长的基础。
Nailing a niche means finding that sweet spot between a problem that market has, who your ideal customer is, and how you can communicate with them in a language they can understand.
锁定一个利基市场意味着在市场存在的问题、你的理想客户是谁以及你如何用他们能理解的语言与他们沟通之间找到最佳切入点。
There are these fears that stop us from nailing a niche.
这些恐惧会妨碍我们找到利基市场。
Well, if I'm only focusing on one type of customer, like banks, I'll lose out on everything else.
如果我只专注于一种类型的客户，比如银行，我就会失去其他一切。
Or I don't want anything small, I want to think big, but these are just fears.
或者我不想做小东西，我要着眼于大局，但这些都只是恐惧而已。
And what you'll see is when you pick a specific type of customer and you focus on them and you message to them, that can actually open up a huge world of opportunity.
但事实是，当你选中了某一类特定客户，把焦点放在他们身上，并向他们传递信息，这其实可以帮你打开一个巨大的机会世界。
Creating predictable pipeline, whether you're an individual salesperson or a company, the lever for growth is not how many salespeople you have.
创造可预测的渠道，无论你是个人销售人员还是一家公司，增长的杠杆都不是你有多少销售人员。
It may not even be kind of the product you have. Those are important.
甚至都不是你所拥有的产品。这些都很重要。
It's really do you have a predictable system for generating leads and opportunities.
而是要有一个能够产生线索和机会的可预测系统。
So whether it's coming from some sort of software product or free trial, whether it's some paid ads, whether it's from knocking on doors, ultimately, all you're trying to do is create some predictable way to grow the opportunities that you have to talk to possible customers.
因此，无论是来自某种软件产品还是免费试用，无论是付费广告，还是挨家挨户拜访，归根结底，你所要做的就是创造一些可预测的方式来增加你必须与潜在客户交谈的机会。
Make sales scalable.
让销售具有扩展性。
Sometimes speeding up growth can create more problems than it solves. All right?
有时，加速增长可能会带来更多的问题，而不是解决问题。对吧？
Wow, growth is exciting, right?
哇，增长让人很兴奋，对吧？
We want to grow faster, we want to make more money, we want to have more people.
我们想要更快的增长，我们想要赚更多的钱，我们想要更多的人。
All sounds amazing, right?
听起来都很棒，对吧？
Until you say, "Ooh, we're hiring salespeople and a bunch aren't working out," or, "Our systems aren't working anymore. Things are broken. Our comp system doesn't work.
直到你说，“哦，我们在招聘推销员，但一大堆人都不努力工作了”，或者“我们的系统失效了。一切在崩坏。我们的补偿系统没有效果。
Our product isn't serving these customers we've gotten into, this new market we've gotten into."
我们的产品没有服务于已经获得的客户或已经进入的新市场。”
But there's some things you can do to design the sales team from the beginning to be able to grow more easily.
但你从一开始就可以做一些事情，去设计你的销售团队，让业绩能更容易地增长。
There's a lot of preventable problems.
有很多问题可以预防。
Doubling your deal size.
让你的交易规模翻一番。
It's hard to build a big business out of small deals.
很难从小交易中建立起一家大的企业。
I think when I was younger, I just didn't have the experience to know that the effort to work a small deal versus a bigger one is about the same.
我想，我年轻的时候，并不知道，达成一笔小交易和一笔大交易的努力大致相同。
And one thing that can make your growth a lot easier, and whether you're an individual salesperson or a company, is think fewer, bigger, better.
有一件事可以让增长变得容易得多，无论你是个人销售还是公司，那就是想得更少，想得更大，想得更好。
Fewer deals that are bigger and a better fit.
规模更大、更适合的交易更少。
Do the time.
给出时间。
The painful truth is it takes years longer than you want to hit the goals you've got.
一个令人痛苦的事实是，实现你的目标所需的时间比你想要的要长好几年。
This is actually the part of the book I'm most proud of because I don't think people talk about this very much.
这实际上是这本书中我最自豪的部分，因为我认为人们不太谈论这一点。
So much of our anxiety and depression and struggle comes from this mismatch of when we want things and when they actually are ready to happen.
我们的焦虑、沮丧和挣扎很大程度上来自于我们想要的东西和它们实际上能出现之间的时间差。
Yes, we want to hit a million dollars ARR, annual recurring revenue, in 12 months, or we want to hit, you know, this $500,000 in the bank.
是的，我们希望在12个月内达到100万美元的ARR，即每年的经常性收入，或者我们想在银行里存入50万美元。
We want these goals.
我们想要实现这些目标。
It's so important to realize like, you are where you are.
重要的是要意识到，你现在所在的地方。
You are where you need to be, and understanding that this is a rollercoaster and that no matter how you do it, there's going to be ups and downs.
你在你需要去的地方，要明白这是一场过山车，无论你怎么做，都会有起伏。
You have to be able to ride those out.
你必须能够安然度过这些难关。
Embracing employee ownership.
拥抱员工所有制。
The painful truth is your employees are renting, not owning their jobs.
令人痛苦的事实是，你的员工是在租一份工作，而不是拥有这份工作。
Owners and leaders are constantly thinking, "Ah, why aren't my people working harder?
老板和领导总是在想：“啊，为什么我的员工不更努力地工作呢？
Why don't they work as hard as me?"
为什么他们不像我一样努力工作呢？”
Well, duh, because they're not an owner, and it's unfair to expect them to work as hard as you.
因为他们不是老板，指望他们像你一样努力工作是不公平的。
How do you help design a culture and team so that people have more emotional ownership and so they want to put more energy and effort into what they're doing?
要如何设计出一种文化和团队，让人们拥有更多的情感所有权，从而让他们更愿意在工作上投入更多的精力和努力？
Define your destiny.
定义你的使命。
The painful truth is everyone gets frustrated, and you need to apply that to your advantage to define where you want to take things.
令人痛苦的事实是，每个人都会感到沮丧，你需要利用这一点来定义你想要去往何方。
And this really is a section for individual contributors and employees.
这部分对个人贡献者和员工都很重要。
It's all the individuals on a team who have layers of leaders above them and are used to feeling somewhat powerless in the company.
团队中的所有人头上都有一层又一层的领导，他们习惯了在公司里有些无能为力的感觉。
If you're a leader and really want to set a new direction for growth and that includes changes to the company, do you want your people behind those changes or do you want them to fight your changes?
如果你是一位领导者，真的想为公司的发展设定一个新的方向，包括对公司进行改革，你是希望你的员工支持这些改革，还是希望他们反对你的改革？
Part of that is setting a clear vision, blah, blah, blah - all the typical leadership stuff I'm sure you read ad nauseum on YouTube or in books, but part of it is how can you help people in your company feel more empowered so they can define their own destiny better versus waiting for you to fix it for them?
其中一部分是要设定一个清晰的愿景之类的，我相信你肯定在YouTube或书上读到过一些典型的领导力方面的东西，但还有一部分是你如何帮助公司里的人感觉更有力量，从而让他们更好地去定义自己的使命，而不是等着你来给他们解决这个问题？
That looks like an employee realizing they have more power and influence over what they do in themselves than they realize.
也就是让一名员工意识到，他们对自己的所作所为拥有比他们以为的更大的权力和影响力。
