Monday, October 30, 2017

Points not Yardage. What are your Top 3?



Points not yardage. It was one of the values of SuccessFactors that has stuck with me. The meaning is simple: activity is important but results matter. Points not yardage is what separates high performing teams and high performing individuals from the pack. Are you just busy or are you delivering results? As simple as the idea of “points not yardage” sounds, it can be difficult for individuals, caught up in the hustle of their day to day activity, to lift their heads up and answer for results.

Every week my Client Experience team at Degreed posts their Top 3 Objectives for the week and the Top 3 Results from last week in a dedicated Slack channel. It is one of the required Monday activities that help us perform better as individuals, as a team and as a company. By articulating what we plan to achieve this week, and posting it publicaly for the company, we not only clarify our objectives for ourselves, we create cross functional awareness and accountability.  

It’s not about your activity for the week. It’s not about yardage. Everyone on the team is working incredibly hard for our customers, with conference calls, project planning, and meetings. This type of yardage is important, and we work to ensure everyone is focused on the right activities, but the focus is on results, points on the board. It is not just meeting with your customer, but gaining buy-in from your customer to try a new communication strategy. It is not just a customer on-site, it is introducing new sponsors to the platform. It is not just hosting an internal Learning Forum, it is ensuring that everyone on the team understands a new product feature and its impact on our customer’s business.

It can be a tough exercise. I have followed the same process with my Customer Success teams for several years now. I post my own Top 3 to start my Monday morning and require that everyone, including the other leaders on the Client Experience team, do the same. I personally read every Top 3 post every week, adding an emoji to show that I have read it, and I actively encourage everyone on the team and extended leadership team to do the same. For me, it is a great way to understand what everyone plans to achieve this week and to ensure that everyone’s objectives are properly aligned, week in and week out, with our top-level team objectives. It also provides me with the visibility to objectives and results to monitor team performance and ensure that I can help unblock issues where planned objectives weren’t achieved.

Posting the Top 3 for the week is a simple but incredibly effective way to understand what you are personally planning to achieve this week, to track and ensure that you are delivering results week after week. It has also proven to be an effective way to align a team behind delivering results in a collaborative and transparent way.

Points not yardage.


About David Verhaag 


David is the Vice President, Client Experience at Degreed, the lifelong learning platform. Prior to Degreed, David established and scaled the Customer Success function at Kahuna and HireVue and spent eight+ years with SuccessFactors where he led the development of the global Customer Value team. David lives on a sailboat in Half Moon Bay, CA.
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Friday, May 26, 2017

Stop Being an Asshole and Put Down Your Phone





I get it. This meeting is beneath you. This discussion doesn’t rise to the level of your eminence. The slides that they took hours to prep are not even worth a look. You’ll catch the basics of the talk track they rehearsed and worried over for hours and days if you glance up occasionally. That’s how you roll. You are big time. Your full attention is too much for us. You are simply too important to concern yourself with the little people around you. We can't possibly understand your incredibly busy can’t stop for a minute fast paced big decisions gotta check my phone I am the big cheese life. Or wait, is this not true? Well then …

Quit being an asshole and put down your phone.

There is no excuse for it. If this sounds like you in a meeting, you’re an asshole. I am not talking about someone else. I am talking about you. We all see you. We all notice that you are so hyper focused on your phone or laptop that you barely look up to acknowledge us. We are going on anyways because that’s what people do. We all know that whatever you are so busy doing during our meeting can probably wait. We all know that if we are having this meeting and spending the time together whatever is on your phone probably should wait. But here’s what you should know ...

We ALL think you are an asshole.

You are not fooling anyone. No one sitting across from you is seeing your behavior and thinking “Wow! Bob sure is burning it at both ends,” or “Man! Mary just doesn’t stop working hard for a minute. She sure is super." Nope. Sorry to break the news to you Mr. Big. We all know that whatever you are doing while you multitask through the meeting could wait. If it couldn’t, maybe you could act like an adult and step out of the room. We all know that it’s not a reflection of how important you are, rather how unimportant you think we all are. We all know that you are probably checking email, LinkedIn, or Slack, simply to see if there are updates that will pacify your insecurity. It’s insecurity that is warranted since …

We ALL think you are an asshole.

I hope the clarity prompts a change. We all held such high hopes for you when you joined the project, team, company. Unfortunately we are all starting to give up. “Oh [fill in your name] is just an asshole. He is always on his phone during meetings.” Tough to hear. I know. But you can fix this. It may seem overwhelming at first. Putting down the phone is like leaving the pacifier behind. It’s tough. I assume you don’t have a pacifier in your pocket. I hope you can drop this childish habit too. Go ahead, dig deep, leave the phone at your desk. Turn it over. Put it out of reach. Give it to a sponsor to hold. You’ll be surprised how much more important you feel when you actually earn the respect of your peers by paying attention to them. You'll be surprised how much richer your relationships are when you're engaged and present. You’ll be surprised how much smarter you will become when you actually show up.

Go ahead … put down the phone!


About David Verhaag 


David is the Vice President, Client Experience at Degreed, the lifelong learning platform. Prior to Degreed, David established and scaled the Customer Success function at Kahuna and HireVue and spent eight+ years with SuccessFactors where he led the development of the global Customer Value team. David lives on a sailboat in Half Moon Bay, CA.
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Wednesday, February 22, 2017

Surviving and Thriving in a Sales Culture - 6 Lessons from SuccessFactors' Dynamic Culture





“Everyone is in Sales.” I understand the point of this famous business quote but for many it is simply misleading. We are not all in Sales. Yes, we are all responsible for enabling Sales. Full stop. But Sales, capital S sales, is the role of the Sales Team. Customer Success Managers can often be confused by the difference in roles. I have repeatedly told my teams over the years, who often have deep engagement and occasional friction with Sales, that if you want to carry the bag and live by a quota, go for it. You can make more money. You can realize greater organizational recognition. You can go to Hawaii or the Caribbean for Club. But Sales is really hard work. Really hard work. From the outside it looks like bigger budgets, increased latitude, greater organization influence and recognition. From the inside, it’s stress, anxiety, pressure… It’s an all or nothing world. You either sell it or you don’t. And if you don’t for a quarter or two in a row you start over somewhere else. We are all responsible for enabling Sales, but we don’t all feel that pressure. 

In some organizations, that pressure to sell is felt more broadly than just the individual Sales rep. In organizations with a Sales driven culture, that pressure to succeed in selling is shared across teams. It creates the foundation of the organization’s values, relationships and operating model. I had the good fortune of working at SuccessFactors from about $10M to $300M+ in revenue, spanning the time from pre-IPO through IPO, and for a year after the acquisition by SAP. Throughout this incredible growth one thing remained consistently true. SuccessFactors was heavily influenced by a Sales culture. Led by Lars Dalgaard’s remarkable executive leadership and driven by Dave Yarnold, Greg Nash, Jay Larson, and Phil Carty, among others, SuccessFactors was led by a highly capable and influential Sales team. As a company we were passionate about customer success, we had a fantastic marketing team, and it was disruptive technology leading the market at the right time, but we were led by an incredible focus on winning the market through Sales. 

Over the course of the more than 8 years I spent with SuccessFactors in a variety of roles partnering with and enabling Sales through Professional Services, Strategic Consulting and Customer Success leadership, I learned (sometimes the hard way) that the following characteristics are critically important to not just surviving, but thriving in a Sales driven culture. 

Surviving in a Sales Culture

Your work must be connected to Sales outcomes 

To get and stay on the radar in a Sales driven culture, your role, regardless of what function you are in, must be connected to Sales outcomes in a clearly defined way. If you are in Professional Services that means supporting Sales calls while ensuring that customers realize quick time to value and become ready references. If you are in Finance it means the Sales team proactively partners with you to creatively price and negotiate deal terms. If you are in marketing it means leads, market awareness and compelling events that create the perception of market leadership and scale. There is little time and patience for talk that doesn’t drive opportunities or for process that doesn’t enable Sales execution. Surviving in a Sales driven culture starts with understanding this dynamic and ensuring that when Sales comes calling, your answer is "yes and ..." with a focus on making them, and by extension the company, successful. 


Slowing down the Sales process is a cardinal sin

I learned this lesson the hard way on several occasions. In Sales driven cultures there is an 8th deadly sin: slowing down the sales process. Whether you are in Professional Services and take too long to scope a project or can’t commit resources fast enough to meet the Sales Rep’s discussed timeline, or you are in Finance and require additional approvals on special pricing, slowing down the sales process is a sin in Sales driven cultures. You might be right about the process, the thoughtful approach to review and approval, but it’s not going to matter. It's about "points not yardage". 

Sales is paying your salary

A common frustration in many organizations is Sales compensation. It is hard for individuals without context on compensation structures to hear the rumors of outsized Sales pay days. Often the broader teams don’t connect the dots between the big deals that are paying the rent and their pay checks and the big Benz in the parking lot. Surviving in a Sales culture requires understanding that Sales is a hard job and the reps earn their big pay days through risk, hard work and persistence. To my earlier point, if you want the Sales pay day go take the Sales risks. Otherwise, to survive, accept that the sales team closing deals is going to make more money than you and you should be happy about that. They get paid, you get paid. Period. 


Thriving in a Sales Culture

Enable but don’t confuse your job with that of Selling

Sales meetings can be great. I have thoroughly enjoyed attending meetings with great salespeople like Dave Haskell, Payntner Higgins and Marty Pitkow. It is easy to get caught up in the energy of the moment and confuse your role with that of the Sales person. To thrive in a Sales driven culture you need to remember that the salesperson is playing long ball in a thoughtful and planned way and your job is to share your expertise, insights or project/product plan, not to close the deal. Often, junior resources get caught up in the moment and feel like they have something really valuable to say that will help land the deal for the rep. Well intentioned as it may be, it is often not helpful. Thriving in a Sales driven culture requires understanding your role and enabling the salesperson to do his/hers. 

Understand the Sales process is made up of incremental steps

This applies to every organization but is especially important in Sales driven cultures where the methodology of selling is fully baked and the Sales leaders are building on a proven model of success. Selling enterprise SaaS is hard work and deals take time to come together. Thriving in a Sales culture requires maintaining perspective and appreciation that while you may have quoted the services work a month ago, or helped the rep with a product discussion weeks ago, deals take time to come together. Sales is an incremental process of moving the ball down the field to put points on the board, not just taking hail mary after hail mary for the game winners. 

Coffee is [not just] for closers

One of things that I loved about the Sales culture of SuccessFactors was the shared success mentality. While the organization was biased toward Sales effectiveness and execution, success was shared. Coffee was not only for closers, but those individuals who supported, enabled and accelerated closing, whether that was the product team who helped innovate with the prospect and prioritized the critical features, or the support team proving their effectiveness with impromptu conference room calls to the support line. As Lars notes in his excellent post on Thoughts on Building Weatherproof Companies “A company that is truly grateful to the people in all of the constituencies it works with — investors, customers, partners, each other — will almost always be a great company and a great place to work.”


Every company has a distinct culture that defines the organization’s values, relationships and operating model. Often the culture of a company is not a deliberate choice but a reflection of the values of the Founders and early employees. Sales driven cultures can create an intensity that doesn’t exist in a Product or Engineering centric culture. It can be the cause for anxiety and frustration or it can be an intoxicating mix of growth fueled by deliberate and focused action. Surviving and thriving in these environments is dependent on your attitude and understanding and embracing the role you play. 

About David Verhaag 

David is the Vice President, Client Experience at Degreed, the lifelong learning platform. Prior to Degreed, David established and scaled the Customer Success function at Kahuna and HireVue and spent eight+ years with SuccessFactors where he led the development of the global Customer Value team. David lives on a sailboat in Half Moon Bay, CA.

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Monday, February 13, 2017

6 Characteristics of High Impact Customer Success - The Mover Mindset





I have been reading Carol Dweck’s excellent book Mindset: The New Psychology of Success and thinking a lot about how the ideas apply to the role of Customer Success. The “growth mindset” she talks about is critically important to everyone, and especially those working in software startups today. Achieving success in the Customer Success function requires a growth mindset as a foundation, but it also requires something more. Labeling it the “Customer Success Mindset” is inaccurate (and a bit too cliche). It’s about more than customers and it’s about more than success. It is a mindset focused on harnessing the power of the organizations, both the customer’s and yours, to utilize the full potential of the people and realize the full potential of the software. To me, it’s about moving things forward. I’ll call it the Mover mindset. 

Over the last few years, Customer Success has evolved from the new must have function to an essential element in startup and scale up growth plans. Everyone now understands that new revenue growth alone isn’t sufficient to grow a business if churn and negative customer references create a counteracting force. The role of Customer Success is to not only minimize the negative forces, revenue churn being the most obvious, but to augment the positive forces of customer advocates, references and up sell revenue expansion. The Customer Success Manager’s role sits at the center of the organization and the more effectively they leverage the Mover mindset the more effectively they can affect this balance. Here are six characteristics of the Mover mindset that I look for when hiring, developing and growing Customer Success teams.

Passion 

One of the most essential characteristics of great Customer Success Managers is passion. It is also one of the most difficult to identify, hire and develop. In the interviewing process it can be difficult to see through the typical answer of, “I really enjoy helping customers succeed,” to identify those individuals who can set aside their own ego to truly focus and thrive by helping the customer realize their potential. The success of Customers often goes hand in hand with the success of Customer Success Managers. But for those individuals who truly possess a passion for customer success the results play out differently. As difficult as it is to identify true passion during the interviewing process, it is even more difficult, if not impossible, to develop a passion for customer success in someone. 

I look for the passion in both obvious and subtle ways when interviewing and developing/coaching the teams that report to me. “I just launched a fantastic new campaign with Company X” suggests that the CSM is more focused on their role than the customers. “We just launched a fantastic new campaign with Customer X” suggests a good customer success partnership focus. “John at Customer X just launched a fantastic new campaign” shows the passion. It’s not about the CSM - I. It’s not about the partnership - We. It’s about the Customer - John - and his success. The connection to Our success as a team and company is obvious and to the individual with the passion for customer success it is important but secondary. 

Persistence 

The role of Customer Success Manager often sucks. It is deeply discouraging to reach out to your customer’s executive stakeholders with a well crafted, thoughtful - we spent an hour working on the wording - email and not get a response. It is depressing to work night and day to solve a key customer’s challenges, coax the organization to jump through hoops and negotiate a steep discount on pricing, even agree on a go-forward plan and then have them cancel and opt to go back to the old process. Sigh! 

Customer Success Managers who possess the Mover mindset don’t just deal with or manage through the negative aspects of the role but thrive on the challenges and opportunities that they create. This is a foundational element of Carol Dweck’s growth mindset. It is also an essential element of the Mover mindset. Developing persistence in Customer Success Managers requires ensuring a continuous, persistent focus on ensuring they see the connection between input and output. Much like developing Sales reps who need to learn that X number of calls = Y number of conversations = Z number of opportunities, Customer Success Managers need to learn that engagement alone does not drive results. Consistent follow through and pulling the right levers to drive action and results does. And persistence in ensuring follow through is at the heart of the Mover mindset. 

Discipline

Customer Success can be confused with consulting sometimes: when poorly executed, both can be summed up as hand waving. A CSM shows up to the big meeting. All of the stakeholders are there. This is about business value, driving outcomes and hitting the financial targets. The CSM has done their job and gotten everyone in the room ready talk about leveraging the software solution to drive the company’s success. Well developed slides are shown, relevant anecdotes about what the market and competitors are doing are shared and the meeting wraps up with handshakes and smiles. This was a really impactful meeting. Cue the crickets. 

All too often this is how the story ends. Ideas not execution. This is the moment of truth for software as a service. Does the conversation drive adoption. Everyone has a great idea. Every product is going to drive business outcomes in a way that the customer hasn’t imagined. No one shows up saying this is a nice to have, non-strategic point solution. As software as a service customers you will forgive us when we roll our eyes at your “next generation” “platform” to “drive business”. Customer Success Managers need to possess the discipline to deliver beyond the hand waving. CSMs need to understand that the meeting is only the first step and the customer’s success is dependent on them following up, guiding the actions, and providing the motivation, support and expertise to execute.

Empathy

Understanding your customer’s challenges is a critical component of being a successful Customer Success Manager. One of the three pillars I frequently reference, subject matter expertise is essential if you are going to effectively guide your customer in the adoption of your product and achievement of the business outcomes. Empathy is something more than just understanding. The best Customer Success Managers I have worked with possess the skill set to not just understand but put themselves in the shoes of their customers when dealing with the challenges and issues. They fully appreciate how the customers feel about those challenges and engage with them in a way that demonstrates they want to impact not just the issue but the emotion that it causes the customer. 

Emotional Intelligence

Empathy is one essential element of the Mover mindset, but closely related is emotional intelligence. The CSM must be able to discern between his/her feelings and the customer’s feelings about a particularly challenging situation (empathy), but they must also be able to manage their own emotions in a way that enables them to effectively impact the situation (emotional intelligence). 

During my time as a Customer Success Manager I managed a number of Fortune 500 accounts valued at several hundred thousand to several million dollars in ACV. During phases of rapid growth the solution we had sold didn’t alway scale as quickly as the customer’s needs. In some cases, and anyone working in software will gasp, our product had bugs. In one particular situation our solution had failed in multiple consecutive months despite personal assurances from myself, the CEO and CTO of the company. Leading the call, for the third month in a row, prepared with explanations of why this month the issue was different than last month, required an incredibly high level of emotional intelligence. This is not a humble brag. I didn’t handle it well. But I learned a great deal about what not to say in that situation from both the customer and our CEO. Customer Success Managers need to learn about the fundamental aspects of  emotional intelligence, not as an academic topic, but as an essential element of the way they work. I don’t think you can put too much emphasis on this important characteristic.   

Ambition

The Mover mindset is not complete without the willingness, desire and ambition to act, to just GSD (Get Shit Done). The Customer Success Managers who possess the Mover mindset exude this quality. They are the individuals in the organization looking for solutions to the big hairy problems, challenging the status quo and picking up and solving the small long standing friction issues that slow everyone down. The Mover mindset is not just about the ability to execute but the innate desire to try. 

Conclusion


Success in start ups and as high growth companies scale requires a growth mindset, and Carol Dweck has written an excellent book on this. But success in the Customer Success function also requires a Mover mindset, a combination of special skills and capabilities that are key to realizing the potential of the software, the customers and the CSM to move things forward. 


About David Verhaag 

David is the Vice President, Client Experience at Degreed, the lifelong learning platform. Prior to Degreed, David established and scaled the Customer Success function at Kahuna and HireVue and spent eight+ years with SuccessFactors where he led the development of the global Customer Value team. David lives on a sailboat in Half Moon Bay, CA.


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Sunday, January 15, 2017

Keeping Perspective



In the passing storm
and warmth of the setting sun
keeping perspective


I took this photo from the bluffs over looking Mavericks in Half Moon Bay. The storm was passing, the last of the rain creating a brilliant rainbow over the harbor and the sun just starting to warm the cliffs even as it was setting. It was a striking moment alone on the trail, watching chaos pass and peace settle in again. 

I was reminded of this moment after a difficult week at work. The peace and chaos of Customer Success are never far apart. In one moment, your team might create a compelling customer case study, establish new executive advocates and truly enjoy a collaborative working session to set the stage for great new programs. In the next, an important customer might churn, key cross-functional relationships might fracture under the stress of moving quickly and the hard realities of leadership might weigh heavy on your mind. 

The storms fuel growth. In the same way that that the rain is necessary for the coastal grasses to grow, the dark days of Customer Success seed the innovation, collaboration and determination for future success. It can be hard to remember when the storm is raging. It can be hard to imagine the warmth of the sun when the clouds are heavy. But the rain will fade, the growth will come and the future will be brighter for it all.   


About David Verhaag 

David is the Vice President, Client Experience at Degreed, the lifelong learning platform. Prior to Degreed, David established and scaled the Customer Success function at Kahuna and HireVue and spent eight+ years with SuccessFactors where he led the development of the global Customer Value team. David lives on a sailboat in Half Moon Bay, CA.

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Monday, October 31, 2016

A Year of Volatility


When we named our sailboat “Volatility” we thought it was a clever way to describe our shared life together. Over the course of our first 13 years together we have collectively moved 15 times including coast to coast, from the city to the mountains and back, from conservative bastion to liberal epicenter and from our remote mountain top cabin to our current home floating on the sea. “Volatility” also described well a partnership that was not always easy or without friction. As anyone who knows us can attest, I am perfectly agreeable but my wife can be quite opinionated.

Volatility can also describe startup life. From the excitement of disruptive technology to the hard realities of employee and customer turn over and the impacts of large scale boom and bust cycles, working in a startup in Silicon Valley is a highly dynamic experience.  As we celebrate a year of living together on a sailboat I am struck by how much of what we have learned applies to building and managing a start-up. These are my top 3 takeaways for thriving amidst volatility.

Simplify

Before we moved onto Volatility we made some hard decisions about what to keep and what to let go of. As we whittled our processions down to the bare minimum I was amazed at how much stuff we simply didn’t need or care that much about. While we both share a minimalist aesthetic we still found that we had accumulated more than we needed and much more than you can live with on a boat. To make it work we had to simplify.

Keeping it simple in a startup is more difficult than it sounds. I am continuously amazed at how easy it is to start accumulating processes and tools that you simply don’t need. Like the extra shoes in your closet, all of these processes serve a purpose and make sense at the time they are launched. I need four pairs of running shoes! But in the end they just clutter your closet. They distract and complicate. The success of my Customer Success teams at SuccessFactors, HireVue and Kahuna were driven in large part by keeping it simple. The job: focus on doing the right thing for the customer by driving value. Period. It is not always easy but to make it work, we start by simplifying.

Go/No-Go Decisions

One of my biggest frustrations during our first year of living on a sailboat was just how little we actually sailed. The winter of 2015/16 was an El Nino winter and I was frequently frustrated as the swell on the open ocean rose above our comfort level or the winds were simply too strong for our sailing experience. Whenever the red flags (small craft advisory or gale warning) came up my heart and hopes for sailing sank. Weekend after weekend we made go/no-go decisions, often choosing to stay safe in harbor.

Successfully managing a team in a startup is as much about what you do as what you choose not to do. It is easy to get in over your head and find yourself swamped with work that doesn’t actually move the needle or projects with scope creep that suck up valuable time and resources. To consistently drive positive results, it helps to have a system for evaluating what you work on. Understanding and constantly looking to your core objectives is really the only place to start. If the project or initiative you are considering doesn’t align, doesn’t support and doesn’t move you in the direction of success against those objectives, why are you doing it? There is no Coast Guard in a startup environment raising the red flag to tell you to stay put. It’s up to you.

Expectations

When we sailed under the Golden Gate Bridge on our way to Half Moon Bay it was everything I had imagined for the long seven months we had waited. Beyond the bridge, the expectations were pretty much out the window. While I love living on our boat, and in the harbor of Half Moon Bay, there were, and still are, a lot of surprises. From the sea lions that occasionally bump the boat and constantly bark at night to the outdoor shower leak that filled the bilge with fresh water, boat living is not always as carefree and easy as I thought it would be. I have had to adjust my expectations constantly to find the joy in the reality.

With all of the press that startups get, it makes sense that everyone has an expectation of what it is like to work for one. For professionals coming from large companies like Salesforce, Oracle and SAP, the idea of small fast moving teams and unencumbered innovation holds significant appeal. The expectations for fast easy success and rapid growth can quickly get away from even the most pragmatic people. It’s Silicon Valley, everyone is successful here! The reality is, startups don’t often grow in a straight, up and to the right path. Mistakes get made, the wrong people are hired and take too long to fire, the competition catches and passes you one day even as you might catch and pass them the next, big accounts leave you and you are only as successful as your last board meeting. Success, and enjoying the experience, requires letting go of expectations and embracing the challenging reality that often looks like incredibly hard work, constant adjustment, adaptation and perseverance.

Startup life is highly unpredictable and dynamic. While this volatility can present significant challenges it also represents considerable opportunities. By embracing the reality of the challenge, taking a hard look at what you do and choose not to do, and keeping it simple and focused, you will have the best opportunity for smooth sailing.


About David Verhaag 

David is the Vice President, Client Experience at Degreed, the lifelong learning platform. Prior to Degreed, David established and scaled the Customer Success function at Kahuna and HireVue and spent eight+ years with SuccessFactors where he led the development of the global Customer Value team. David lives on a sailboat in Half Moon Bay, CA.

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Friday, July 29, 2016

What are you optimizing for?



I recently had the opportunity to sit down with the founder and CEO of a disruptive learning management startup in San Francisco. As part of a larger career discussion, he had two simple exercises that I thought were particularly insightful, both as a candidate and as a frequent hiring manager.

What does great look like?
First, he asked what I thought the key characteristics of an exceptional Customer Success leader would be. He gave me ten sticky notes and had me write a short word or phrase to describe each characteristic. I wrote down things like “passion for customer engagement”, “focus on team development”, and “negotiation skills”. At the time I wasn’t sure where he was going with this so I simply brainstormed the characteristics of the best Customer Success leaders I have known. Then he asked me to force rank my experience against these characteristics by arranging the sticky notes on the table, ordering them from my strongest to weakest characteristics. He correctly noted that it would be a difficult and awkward forced ranking but he wanted to understand how I viewed my expertise. It was a pressure filled few minutes as I considered both what I excel in and how to rank what I thought were important skill sets that found their way to the bottom of a list. 

After I completed the exercise he asked very thoughtful, yet pointed questions about the ordering. He didn’t ask about every item but pulled specific cards and asked questions such as, “Why did you rank team development so highly?” and, “Why is a passion for customer engagement important to success in this role?” It struck me at the time as a particularly thoughtful exercise that not only gave him insights into how I think about my experience, but how I work through a challenging thought process under pressure. Having interviewed thousands of people myself I can easily imagine otherwise very composed and prepared candidates sweating this sort of challenge, as I did.

What are you optimizing for?
Having completed the characteristics exercise, he then took ten sticky notes for himself and labeled them “compensation”, “title”, “leadership team” and “work/life balance”, among others. Handing me this stack of cards, he asked a particularly powerful question: “What are you optimizing for?” Again, I needed to stack rank these based on what I was focused on in the next step of my career. This too was very challenging and insightful. Do you rank work/life balance higher than compensation? Okay, that is an easy one. Do you rank career growth above title/role? Where does company culture sit relative to equity?

Although it is a deceptively simple concept, the exercise was incredibly insightful. I recently completed this same challenge for myself when considering a particularly compelling opportunity that did not check all the boxes in my career wish list. The sticky notes and the forced ranking really challenged how I thought about my next steps.

What are you optimizing for in your career?

About David Verhaag 

David is the Vice President, Client Experience at Degreed, the lifelong learning platform. Prior to Degreed, David established and scaled the Customer Success function at Kahuna and HireVue and spent eight+ years with SuccessFactors where he led the development of the global Customer Value team. David lives on a sailboat in Half Moon Bay, CA.

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