Dock的动态

Transcript

What changes when you're managing director versus an AE or manager? Is it kind of the same principles but just at a higher level? How do you think about kind of that challenge? Great question. And it's a difficult one because the balance gets harder. The things that you loved about the frontline leadership role, you're in deals all the time. You need help and you get to be the fixer. You you start getting a little bit further and further away from the day-to-day. That's one of the challenges is to how do you prevent that from happening? How do you still keep your ear to the ground? How do you still keep yourself front and center in front of the reps? And I think the answer there is breakdown the barriers and not let the ohh, I can't go talk to Chris because he's too busy. I can't go talk to Chris because the deal isn't big enough or it's not vented all the way through. While at the same time you have to be more strategic instead of the reps are being your customers now, your managers, your directors are your customers. And this example. So that creates a lot more forward thinking. You're always working 612 months in advance because things move slower, right? You can't make an immediate change like as a Rep can and see an immediate difference. It's gonna take a lot longer. Over to get to the adoption level that we wanted, the Rep level and how we're going to track it, how are we going to then coach to it so that the levers get bigger and they move a little bit slower. And the last piece to it is you start introducing a lot more of those HR conversations you're dealing with things that you necessarily get into the role for, but it's the reality and you have to learn that very quickly. Do you find, are you also like managing more by numbers in this role too, where it's like I assume each director owns a quota? And I think that's where I ended up when I was a VP at Lattice, but I tried to build this numbers infrastructure where I could kind of. Laser in the eye of star on a bit. OK, there's the problem, because it's a little harder when you're so many levels above the frontline people where the actual challenges dead on. You don't want to come across as you're only trying to keep the individual contributors in mind at all times. You wanna lose them in numbers. These numbers are for you. But the things that start becoming your senses of pride in that role are the ability to foresee risk in the number and really, really have forecasting button down. You get really, really ingrained in numbers and you can't start managing to those instead of leading. Through those and they're very, very different things, right? Here's what I need you to do, here's what you have to go do versus if you do this, this is what will happen. That's a much different conversation and lands a lot better.