The Ledger, every show

“I'm not a fan of panel interviews. I like doing interviews one-on-one. I strongly advocate that for my leaders because the relationship between the people that you work with for and around really matters, and I think that's difficult to get out of a panel.”

“Do I ever hire people that I don't like where I'm like, oh my God, like, I just don't like that person. They're offensive. They're abrasive. No, I just don't even hire them. Because if they're that way to me, they're going to be that way with our customers.”

“If you can't forecast accurately, either you don't truly understand your business, you aren't truly doing the amount of diligence with customers and opportunities, you don't have enough opportunities to be able to balance out some of the riskier things with so…”

“I, today, am probably in the sixty-forty, if you press me, I still think it's a lot of art. I still think it's a lot of talent, and when I say talent, I'm talking things that you and I, like, that, that, it's hardwiring. That hardwiring was, when we turned 13,…”

“The, in my opinion, the things you cannot train EQ. Really, really good high-end EQ. I just, I firmly believe that that's in you. And I think that is the art, and I would tell you, as it relates to things like empathy, which is what we're all looking for from …”

“I don't like the hostage negotiation strategy of, Hey, I got a bunch of offers. You know, you need to get me one in the next week. That's probably not the, like, especially if it's that language, That person doesn't match our value statement anyway. Certainly …”

“There is a lot of value sometimes out of the case study, but for me, the case study gets to what is your mindset and your thought process. It gets to the what and the how. And I don't know, like, I feel like I can get that out of talking to you for 45 minutes.”

“The impetus on leadership these days, and the impetus on what I think is like true servant leadership, I think that is driving more loyalty. You know, you can wrap empathy into this as well. I think those are, for most people, and I could be completely wrong o…”

“I think the initial indoctrination or immersion And if that's a safe word to use needs to be in person. I don't think there's a better way to communicate the culture of the company to interface with important objectives, to talk and meet with executives.”

“I hear that a lot with people and I, my advocacy is trust your gut. Normally those things will show up. Later and without fault. The hiring mistakes that I've made end up showing up in our example right now that were things that I didn't feel a hundred percent…”

“So for me, the entire orientation of an organization in the early, early stages, I'm talking like sub a hundred. Now I think needs to be figure out the industries and the verticals. You can be successful and go get brand names, category killers and rotate hard…”

“You kind of need to go unpack titles versus roles, I think, and some of the companies that say, we don't need customer success. Someone Is playing that role and call them whatever you want.”

“I actually kind of don't, I don't think that farming is a thing and in the cloud world, it's just not, I mean, you're responsible for finding new use cases across the entire bag that you have to sell.”

“If I thought about Genesis, you would need to be, you'd probably need to be close to a nine digit customer.”

“But I would be really, I would really push back on A leader or an AE that barring force majeure or some macroeconomic pandemic or a financial crisis, if you're selling to the banks, I would really push back any time today of someone saying, you know what? Peop…”

“If you're personally trying to do too much, you know, this is where you really get into what I would think are, or what I know are mindset challenges. These end up in health challenges. You really get spread way too thin when you're trying to do too much”

“When you're when you're like, it's a very diminishing trait when you try and do too much, my opinion, because you flow it down and you keep adding things on. You never take anything off. Like the list just kind of keeps growing. And when the list grows, your t…”

“I always start playbooks with like outcome, outcome first and work backwards, right? Because I think you can get play super playbook happy. Super playbook heavy. Everybody's got a playbook. Playbooks end up conflicting with each other.”

“I have a high confidence score that when you aren't clear about what you want, what you specifically want, That's when you may end up missing and hiring the wrong person has very little to do with whether that person was talented or not. It has to do with, hav…”

“I think this is where a lot of hiring mistakes are made because you do not do enough diligence and the challenge is compounded globally because in some markets you hire the wrong people. That could be a year to an 18 month process to get a new person back in s…”

“I like to know that we can afford someone and get to a comp structure before, like, it's time to have a comp discussion. I think you need to do that sooner rather than later. I don't, it's not the first conversation. It's not the last conversation.”

“We will never rotate all the way back to the way it was, and I'm talking a little bit about, like, in-person versus digital or remote.”

“I wouldn't send you a loan as a new AE. I would send you with either your boss or someone else”

“Bad, bad is the sum of a lot of red flags and a lack of improvement with coaching.”

“By the time the leader knows it, everyone else on the team knows it. They know it before you do.”

“To truly verticalize and to truly deliver value for customers, it can't just be the AE. It has to be, this was journey we went on. It has to be every single person that touches the account.”

“If I was advising you and you're thinking of building out a vertical I would pick where you think the biggest bang for your dollars. And I'd try, I wouldn't go do three.”

“But Jenna's also, you know, multi-billion dollar company, a cloud product that's 1.4 billion.”

“When someone asks for a discount, if it's my team that's asking me for a discount, I want to see the value proposition. I want to see the business case. If we don't have a business case, if we haven't articulated when they're going to get their money back, wha…”

“When quality people start leaving, is comp an issue? Sure, yeah, I mean, comp, comp is likely always an issue. I don't think comp is always the issue, and I'm prioritizing the issues. And then it comes down to your leader.”

“Fab selling is pretty dead. FAB. Do you remember this one? Feature. Feature. Feature, advantage, benefit. This was a big deal. This was actually how I learned. And this was when I said, Eli Lilly, that was the training. So you were trained feature, advantage, …”

“I think that, you know, in the cloud world, you have to be in a land and expand and retain sales strategy. And that's not just sales. That's customer life cycle. If you're not in that business, I think you're going to lose.”