Points of Leverage — by Dan Lynn

By Dan Lynn

At some point, every company ends up in a room that really matters — a funding round, a strategic partnership, an acquisition. And here's the thing most people miss: the leverage you have in that room isn't created that day. It's built in the months and years before you ever sit down.

So with my own companies — and now with every company I advise — I run a simple exercise. I say: picture that critical meeting, 24 to 36 months from now. When we're sitting at that table, what are the ten things we'll need to be able to say to have maximum leverage?

Not vague hopes — concrete, provable statements. "We have this many customers." "We're growing this fast." "We own this part of the market." "We have technology no one else has." "We have these partnerships locked up." The ten things that make the other side want us and know they need us.

Once you've named those ten points of leverage, you have something powerful: a roadmap. They stop being wishes and become targets. Then you build, deliberately, toward being able to say every one of them — truthfully — when it counts.

Leverage isn't found in the meeting. It's manufactured in the years before it. Decide what you'll need to say, then go make it true.