Mid-Year Growth Check-In: 4 Conversations Your Leadership Team Should Have

Last Updated on July 16, 2026 by Dominique Glanville

It’s July.

You have six months of real data, real sales conversations, and real buyer feedback.

Don’t waste it.

Before you finalize your plans for the second half of the year, get your leadership team in a room and work through these four conversations. They’ll tell you far more about where your marketing should go next than another report on website traffic ever will.

1 – Start with sales.

When companies evaluate marketing, they usually start with marketing metrics—website traffic, email open rates, social engagement, lead volume. Those things have their place, but they aren’t where I’d start.

I’d start with your sales team.

Ask them:

• What kinds of companies are saying yes?
• What kinds are saying no?
• Are deals taking longer or shorter?
• What questions or objections keep coming up?
• Are we attracting the customers we actually want?

Sales collects incredible intelligence every day, but very little of it makes its way back into the marketing strategy. If your buyers have changed, your marketing should too. 

If there are objections that are stalling sales, marketing must adjust. 

Action: Schedule one hour with your sales team this month. Don’t review pipeline. Look for patterns in deals and conversations. 

2 – Make sure marketing is still supporting today’s business goals.

Sometimes marketing isn’t the problem.

Sometimes the business has changed.

Maybe you’re pursuing larger accounts than you were six months ago. Maybe you’ve narrowed your focus to a specific industry. Maybe profitability has become more important than growth. 

Those are business decisions first. Marketing should follow them—not the other way around.

Action: A simple exercise can uncover a lot. Write down your three biggest business priorities for the rest of the year. Then ask your team how each major marketing initiative supports one of those priorities.

If you can’t draw a straight line between the two, that’s worth discussing.

3 – Separate consistency from stubbornness.

This is one of the hardest distinctions leadership teams have to make.

We tell clients all the time that consistency matters. One of our clients doesn’t even have a website that’s live. Instead, they’ve consistently published thoughtful insights on LinkedIn. That steady drumbeat has helped them show up in AI search and generate qualified opportunities.

The lesson isn’t that everyone should abandon their website and focus on LinkedIn. It’s that consistency around the right strategy compounds over time.

On the other hand, we’re also working with a large SaaS company that had been faithfully executing many of the same marketing activities for years. The effort was there. The execution was solid. The problem was that the market had changed faster than the strategy could adapt.

Sometimes the answer is to stay the course. 

Sometimes it’s time to revisit your positioning, messaging, or tactics. 

The challenge is knowing the difference.

Action: Make two lists: the activities creating momentum and the activities consuming time. They should overlap more than they probably do. Eliminate or drastically reduce the ones that don’t overlap. 

4 – Decide what adjustment gives you the biggest opportunity.

Don’t try to fix everything.

The best halftime adjustments are rarely dramatic. They’re focused.

Maybe it’s refining your positioning. Maybe it’s simplifying your message. Maybe it’s finally aligning sales and marketing. 

Maybe it’s stopping three things so you can consistently execute the one thing that’s already proving to work. Just consider it. 

Small strategic adjustments made in July often have a bigger impact than major planning sessions in January.

Action: Before your next leadership meeting ends, answer this question together:
“What’s the one adjustment we’re committing to before the end of the year?” Write it down. Revisit it every month. Hold each other accountable.

The halfway point isn’t about grading your performance. It’s about using six months of real-world data to make smarter decisions for the six months ahead.

Don’t waste the next six months doing more of something that isn’t working.

At Heights, we love to facilitate these kinds of conversations with leadership teams. If you don’t know what to stop doing, where to focus, and where the most strategic allocation of your dollars and time are, it’s time to call us in.