Blog courtesy of: Simon Levin (IIAR Board Member)
What is it that makes the difference when it comes to making the step up into the Leaders section of Gartner’s Magic Quadrant? Ever wondered what companies who gain recognition as Leaders have in common? Having seen four of our MQ Tune-Up clients gain Leaders status for the first time last quarter, I thought it might be interesting to go looking for some common themes or attributes.
And as it turned out, the exercise was well worth the effort, because it highlighted one key factor I’d never consciously identified before.
We’re calling it the Big Dog syndrome, and it’s all about looking the part, acting like a Leader right from the start, and, above all, believing that that top right quadrant is your rightful home.
There’s more about this idea on The Skills Connection’s blog but the essence of it is blindingly simple. For a company to be perceived as a Leader, it has to have a leaderly air about it. It has to radiate conviction, as well as competence. It needs to put its case across well, but without the yapping, snapping desperation that marks out those that try too hard.
In other words, alongside great products and strong business fundamentals, the right spokespeople, and a real commitment to the Gartner assessment process, the soon-to-be-Leaders just had that Big Dog style and self-belief.
It was almost as if the assessment process was just there to confirm what everybody, inside and outside these companies, already knew. They were ripe and ready for their new status. It’s not that they were being appointed or anointed as Leaders; they were Leaders by right, and now was the hour.
You know what they say about ducks. I think it’s the same with Big Dogs and Leaders. If you look like a Leader, swim like a Leader and quack like a Leader, then you stand a much greater chance of being assessed as a Leader.
The key question, of course, is how we, as analyst relations professionals, can help our own companies or clients with this.
That’s a big ask, as it’s as much to do with coaching the company to bring out what’s already inside as it is about getting the style and content of presentations right. But if Big Dog attitudes and behavior really are important in breaking into the g quadrant, this is an area I think we need to be taking very seriously.
Do you agree? Or have I been getting too close to the glue pot again?
Click here to see the complete blog posting