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From YouTube: TT330: Sales Stories (Madeline Hennessy)
Description
"Sales Stories" is a podcast where we spotlight sales leaders and share their stories and career advice. "Sales Stories" is part of the instructional materials for Tanuki Tech.
For more on Tanuki Tech, see here: https://about.gitlab.com/handbook/marketing/revenue-marketing/sdr/tanuki-tech/
For more on Christopher Wang, see here: https://www.linkedin.com/in/christopher-wang-0835b226/
A
A
A
What's
up
ball
chris
wayne
coming
at
you
with
another
podcast,
this
time
we
have
our
very
own
madeline
hennessey
who's,
a
area
sales
manager
for
smb,
so
yeah
just
jumping
right
in
madeline.
I
know
that
you
just
finished
a
ceo
shadows
program.
How
was
that?
Is
that
something
that
I
should
sign
up
for.
B
Definitely
thanks
chris,
I
did.
I
did
two
weeks
of
the
get
lab
ceo
shadow
program.
It
was
incredible.
It's
funny.
I've
been
asked
if
it
was
fun.
I've
been
asked
what
my
takeaways
were
so
lots
of
thoughts
and
feelings
around
it.
I
don't
think
fun
is
the
way
I
would
describe
it.
It
was
a
lot
of
hard
work.
C
A
Thanks
so
I
think
that
the
first
question
that
I've
been
asking
all
the
people
who
come
in
the
podcast
is
you're
an
area
sales
manager
here
for
gitlab,
I'm
on
your
linkedin
right
now
and
just
seeing
some
of
the
stops
that
you've
gone
through
in
your
career.
So
I
love
hearing
everyone's
specific
story.
So
can
you
walk
me
through
a
little
bit
of
your
professional
journey
and
also,
I
think
that
one
of
the
really
important
things
that
many
people
in
our
audience
is
really
just
trying
to
figure
out
is
what's
right
for
me.
A
So
I'd
love
it
if
you
walk
through
your
professional
journey,
maybe
three
to
four
minutes
and
and
walked
me
through.
So
what
you
was
going
through
your
head
and
how
you
determined
like
what
actually
was
right
for
yourself
in
terms
of
like
a
good
career
fit
and
how
you
answered
that
question.
B
Yeah
definitely,
I
think
there
were
two
highlight
roles
that
I
had
at
different
companies
in
different
industries.
That
helped
me
realize
what
I
wanted
to
do
straight
out
of
college.
B
B
So
that
stuck
with
me
and
that
led
me,
through
all
of
the
rest
of
the
career
decisions
that
I
made,
I
moved
into
retail
industry
after
that
to
get
management,
experience
and
started
working
for
the
corporation
urban
outfitters
worked
at
their
subsidiary.
Anthropology
got
tons
of
management
experience
and
those
combined
efforts
of
having
software
sales
technology
sales
and
management.
B
I
was
able
to
go
back
into
the
tech
industry
with
a
little
bit
more
credit
to
my
skills
as
a
people
leader
and
I
started
at
a
really
small
software
company
out
of
boulder
colorado.
They
created
3d
virtual
tours
and
maps.
D
B
B
So
the
director
of
sales
left
concept,
3d
was
the
company
that
I
was
working
at
and
I
was
the
most
tenured
sales
rep
at
the
time,
and
so
they
kind
of
asked
me
just
to
fill
in
for
the
director
of
sales
until
they
found
somebody
for
the
role
and
while
all
that
was
happening,
there
was
a
board
meeting
as
well,
and
they
wanted
me
to
present
at
the
board
meeting
for
the
sales
organization,
and
so
I
prepared
for
that
meeting.
Unlike
anything,
I'd
ever
done
in
my
entire
life
did.
C
B
I
was
kind
of
like
I
want
to
prove
to
them
that
I
can
do
this
job
and
I
was
super
nervous.
I'd
never
been
in
a
board
room
before
so
I
was
like.
I
need
to
have
my
stuff
together
and
know
my
business,
but
I
also
want
to
wow
them
with
like
consider
me
to
actually
take
this
role
on
for
real
and
so
a
lot
of
preparation.
I
worked
very
closely
with
my
leadership.
They
knew
that
this
was
something
I
was
going
for.
B
D
A
I
remember
I
I've
had
a
pretty
similar
experience
back
when
I
had
to
work
for
public
for
the
government,
but
I'm
actually
curious
as
to
like
how
many
hours
did
you
put
into
preparing
for
that
meeting
and
were
you
nervous
when
you
actually
delivered
it.
C
B
On
that
presentation
there
was
I
had
about
a
month's
notice
and
that
entire
month
it
was
solely
what
I
was
focused
on.
So
I'm
sure
I
could
look
back
and
calculate
some
hours,
but
it
was
a
lot
of
time
and
I
was
incredibly
nervous.
I
think
something
that
helped
the
nerves
is.
B
I
had
met
the
majority
of
the
board
members
in
social
settings
before
so
I
was
comfortable
with
them
as
individuals
and
they
knew
me
by
name,
and
there
was
a
familiar
face
that
eased
some
of
the
nerves,
but
I
will
never
forget
standing
up
to
present
going
through
the
slides
and
there
were
a
couple
questions
that
were
asked.
I
didn't
know
the
terminology
that
they
were
using.
I
didn't
know
what
some
of
the
words
meant
and
I
think
the
best
feedback
that
I
got
in
that
moment
was.
B
C
A
It's
a
great
story:
I'd
love
to
hear
a
little
bit
about
your
transition.
So
one
of
the
things
that
I
hear
from
a
lot
of
my
peers
who
move
from
an
individual
contributor
to
a
people,
management
role,
especially
one
of
their
first
ones.
It's
like
it's
kind
of
weird
to
manage
your
peers
right.
So
sometimes
you
might
have
some
people
they
they
felt
like
they
deserved
it
more
and
sometimes
there's
just
like
politics
and
problems
with
that.
A
B
So
then,
I
was
coached
to
be
more
assertive
and
take
more
control
and
hold
people
more
accountable
to
their
work,
and
that
resulted
in
me
losing
my
humility
and
being
a
bit
more
of
a
dictator,
so
I
had
to
course
correct
there
so
finding
a
good
balance
of
taking
ownership
of
the
responsibilities
and
holding
your
team,
accountable,
while
also
still
being
humble,
is
really
important.
D
B
You
step
into
management,
you're,
no
longer
selling
every
day,
you're,
not
working
every
deal,
you're,
not
importing
everything
into
salesforce
you're,
not
writing
the
emails,
you're,
not
making
the
phone
calls
and,
throughout
the
weeks
and
months
those
the
way
people
want
to
be
sold
to
can
change
and
you're
just
a
little
bit
removed
from
it,
and
so
having
trust
that
your
team
knows
how
to
do
it.
They
are
doing
it,
but
you
have
to
stay
on
the
path
of
like
guiding
them
to
continue
to
do
it
and
keep
motivating
them.
A
I
think
that
that's
really
interesting,
because
in
a
lot
of
especially
like
competitive
settings,
it's
like
the
amount
of
respect
that
people
have
for
someone
is
tied
to
their
performance
right.
So
it's
like.
I
respect
you
more
because
you're
number
one
or
number
two
in
the
sales
chart
when
I
was
an
engineer,
it's
like
these
people
knew
the
technology
the
most
are
the
best
and
they
had
the
hardest
projects.
Therefore,
I
respected
them
and
how
I'm
curious
a
little
bit
more
about
like
how
do
you
gain?
How
do
you?
A
B
Yeah,
I
don't
think
the
best
sales
people
are
the
best
managers.
I
think
that
it
go.
It
might
go
back
to
my
experience
of
being
told
I
was.
B
As
a
manager
by
demonstrating
like
you
are
the
advocate
to
them
like
I
want
my
team
to
be
successful,
I
want
my
team
to
make
as
much
money
as
possible.
I
want
my
team
to
be
recognized
for
their
efforts
and
I
need
to
be
confident
behind
the
scenes
and
I'm
helping
drive
that
but
they're
the
ones
that
deserve
the
recognition
and
I
think
that's
the
type
of
leader
that
I
really
respect.
C
A
That's
cool
thanks
for
giving
advice
for
our
readers
that
are
considering
management
yeah.
So
all
right.
I
think
that
we
already
started
talking
about
it,
but
I'm
really
curious
as
to
okay,
I'm
just
gonna
be
like
a
lot
of
people
on
an
individual
contributor,
don't
understand
what
managers
do
and
so,
especially
I
mean
like
they
go
and
they
see
that
they're
in
meetings.
They
don't
necessarily
know
what
the
meetings
are
about.
They
they
take
part
of
the
forecasts
right
all
this
other
stuff,
but
for
our
audience,
that's
considering
management.
A
I
think
it's
really
important
for
them
to
understand
what
the
day-to-day
actually
looks
like.
Can
you
can
you
walk
me
through,
like
an
average
week
as
a
sales
manager?
So
it's
like.
Where
are
you
spending
your
time
and
what
are
your
priorities
and
milestones?
And
I
know
that
those
are
like
separate
things
but
like
what
are
the
things
that
you're
thinking
about
every
week.
B
Yeah
I'll
answer
it
really
tactically
and
then
I'll
try
to
go
a
bit
more
broad.
B
You
might
be
looking
at
like
five
to
ten
people's
pipelines
versus
your
own
and
you're
going
to
have
that
removed
point
of
view
that
doesn't
have
the
personal
attachment
to
deals
where
you
can
be
a
bit
more
critical
on
how
to
update
things
and
information.
You
need
to
find
so
looking
at
salesforce
reports
to
find
gaps,
find
things
falling
through
the
cracks
see
where
you
need
to
focus
your
time
and
attention.
B
I
think
one
skill
that
a
manager
can
develop
if
you
don't
have
it
today,
but
it's
really
important
to
create
this
skill,
be
able
to
find
trends
right
know
when
new
business
is
going
up
or
down
know
when
your
growth
business
is
going
up
or
down,
know
when
your
renewals
are
coming
up
and
if
you're
gonna
have
a
quarter
with
a
lot
of
renewals,
then
you're
gonna
have
to
spend
a
lot
of
time
on
renewals
and
less
time
on
new
business
and
vice
versa.
B
So
as
a
manager,
it's
knowing
those
trends
for
your
entire
team.
So
that
again
you
can
be
the
guiding
factor
to
tell
each
individual
where
they
need
to
focus
their
attention
and
then
also
have
the
overall
trend
of
where
everybody,
as
a
group
needs
to
focus
their
attention.
So
lots
of
salesforce
reports
and
reviewing
trends
is
kind
of
the
tactical
component
of
it.
You
still
forecast
as
a
manager.
The
difference
is
it's
not
an
individual
forecast,
you're
rolling
up.
B
You
know,
in
my
case
five
people's
forecasts
and
adjusting
the
numbers
up
or
down,
based
on
what
my
reps
are
delivering
to
me
and
what
I
see
in
the
pipeline,
the
meetings
that
managers
sit
in
on
are
it's
all
about
strategy.
You
know
it's
like.
B
It's
like,
I
don't
actually
even
know
what
the
answer
is.
I
don't
think
they're
like
every
week
is
different
right.
There's
not
really
a
right
answer,
I'm
actually
looking
at
my
calendar
as
I'm
answering
I'm
like
what
did
I
talk
about
this
week?
It's
the
strategy.
You
know,
there's
a
big
push
right
now
for
net
new
logos
and
new
business,
and
so
I
am
constantly
figuring
out
like
how
can
we
close
more
new
business?
B
A
lot
of
people
management-
you
know,
sometimes
it's
just
listening.
You
have
to
be
a
good
listener.
You
have
to
want
to
listen
and
you
have
to
want
to
help
people
personally
and
professionally.
If
that's
something,
that's
not
interesting
to
you.
If
you
feel
like
it's
too
time
consuming
you're,
probably
not
gonna,
be
a
good
manager,
and
you
also
are
a
resource
like
right.
Before
this
call.
One
of
my
reps
threw
a
meeting
on
to
do
a
quick
deal.
Prep,
and
I
have
to
be
that
resource
I
have
to
be
available.
B
I
have
to
be
prepared
to
have
that
conversation.
You
know
it's
you
can
say
like
sorry.
I
got
to
prepare
for
my
conversation
with
chris
in
15
minutes,
but
they're
your
priority
right
so
showing
up
for
my
rep
to
make
sure
he's
prepared
for
the
sales
call
they
have
coming
up.
You
got
to
want
to
be
that
resource
and
show
up
for
people.
A
Gotcha
and
for
the
audience
that
those
in
the
audience
that
aren't
as
familiar
with
our
specific
part
of
our
organization
and
just
to
confirm
you
have
five
direct
reports
right.
A
Okay,
so
I'm
curious
as
to
the
time
breakdown
with
five
direct
reports.
What
percent
of
your
time
is
meetings
for
strategy?
What
percent
is
people
management?
What
percent
is
coaching
and
then
like
what
percent
is
like,
but
just
like
give
me
the
silos
of
like
where
time
is
being
spent.
B
Yeah
I
mean
it's
like
70
people,
management
and
a
lot
falls
under
that
right.
So
it's
going
to
be
career
development
sales,
coaching
co-selling
with
them
being
on
the
sales
calls
with
them
pipeline
reviews
and
deal
reviews.
All
of
that,
I
consider
people
management
because
you're
developing
skills
for
the
individuals,
the
other
30
percent-
are
my
personal
responsibilities
and
my
role
making
sure
my
forecast
is
submitted
having
the
strategy
meetings
following
up
on
tasks
that
other
leaders
might
be
needing
from
me
or
other
departments.
C
A
Yeah,
that's
that's
really
interesting.
I'd
love
to
hear
a
little
bit
about
almost
like
the
rights
of
passage
for
someone
who's,
considering
people
management
right.
So
it's
like
we,
we
sort
of
already
started
this
with
it's
like
you
come
in,
you
might
have
to
adjust
to
hey,
I'm
an
authority
figure
now
right,
although
we
were
friends
before
it's
just
sort
of
like
now.
A
You
report
to
me
that's
a
little
bit
weird
but
like
what
are
some
of
the
rights
of
passage
for
someone
who's
new
versus
someone
who's
experienced,
and
how
long
does
that
process
take
so
like
this
idea
of,
like
hey
I'd,
expect
someone
three
months
in
a
row
to
be.
A
You
know
having
to
learn
x,
y
and
z,
but
then
by
six
month
six.
They
generally
get
used
to
this,
and
by
12
month,
12
and
then
by
year,
two
like
they're,
now
comfortable
or
something
like
that.
So
I'm
curious
as
to
like
that
journey
and
those
rights
of
passage
people
go
through
once
they
enter
into
people
management.
B
Yeah,
that's
a
really
good
question
and
I'm
sure
it
varies
based
on
skill
sets
and
experience.
My
first
three
months
and
probably
six
months,
was
solely
focused
on
training,
my
brain
and
my
point
of
view
to
see
things
outside
of
the
individual
contributors
perspective.
So
as
an
ic.
If
I
look
at
my
pipeline
or
the
tasks,
I
have
at
hand,
it's
all
about
like
how
I
need
to
accomplish
these
and
what
my
results
are
going
to
be
when
you
move
into
management.
B
It's
it's
much
broader
and
you
have
to
be
able
to
look
at
the
entire
team
and
the
organization
that
you're
a
part
of
or
the
region
that
you're
a
part
of
and
see
how
each
individual
is
going
to
be
contributing
to
that
end
result
and
so
making
that
mental
switch
of
looking
at
a
pipeline.
Looking
at
a
forecast
looking
at
an
initiative-
or
you
know
a
key
objective
that
you
have
that's
rolling
out
from
the
point
of
view
of
how
can
five
or
six
or
seven
people
do
this
versus?
C
B
I
think
I
was
much
too
soft
and
I
wasn't
very
direct
in
the
beginning
of
what
I
was
asking
for,
and
I
kind
of
just
learned
over
time
like
it's
exhausting,
to
ask
people
to
do
it
four
or
five
times
before
it
gets
done,
and
so
I
learned
to
be
more
direct
to
be
more
efficient,
really
so
that's
kind
of
what
drove
me,
leaning
towards
asking
for
things
more
often
and
more
accurately
yeah.
I
don't
know
year,
two
like
the
first
12
months,
is
still
just
learning
the
business
learning
the
numbers.
B
Learning
that
point
of
view
getting
familiar
with
representing
multiple
individuals
versus
representing
yourself,
but
year,
two
and
even
even
entering
into
year.
Two
is
like
month
13.
I
can
vividly
remember
planning
that
fiscal
year
for
the
first
time
ever
doing
a
sales
plan,
doing
a
budget
doing
headcount
and
thinking
about
what
do
we
need?
What
is
our
commission
structure
going
to
look
like?
Are
we
going
to
change
it?
How
is
that
going
to
increase
or
decrease
morale?
How
do
we
change
manage?
B
How
do
we
deliver
the
message-
and
I
quickly
learned
in
that,
like
last
cute,
like
last
bit
of
q4
into
the
first
half
of
q1,
that
we're
the
fiscal
year,
we're
transitioning
into
the
job
is
really
about
representing
the
company
at
a
certain
level
and
protecting
and
representing
your
team,
and
you
need
to
balance
both
of
those
things
very
very
carefully,
because
you
are
you,
you're
demon,
you're,
representing
both
of
them
right
and
you
can't
screw
either
one
up
and
that's
what
all
of
year
two
of
sales
management
was
for
me.
A
A
A
What
about
for
sales
management
so
like
moving
from
an
individual
contributor
to
us
to
like
their
first
management
role
like
when
generally
do
people
feel
comfortable?
You've
now
been
in
your
seat
for
a
while
I've
seen
a
bunch
of
new
managers
come
up
what?
What
do
you
think
is,
like
average.
B
I
think
six
months
you
know
the
first
two
to
three
months
or
you're,
feeling
it
out
you're
being
respectful,
you're
doing
a
lot
of
listening
and
observing
and
you're
trying
to
find
your
voice
and
then
months.
Three
to
six.
You
are
developing
the
voice,
you're
starting
to
use
it
and
being
a
bit
more
taking
a
bit
more
action
and
less
of
an
observation.
A
B
B
A
A
One
day
I
don't
even
know
what
being
a
manager
is
really
about
so
highs
and
lows
like
in
general,
like
what
what
is
like
the
one
thing
that
you
get
to
do
now
that
you
didn't
get
to
do
before
as
individual
contributor
that,
like
it's
really
fun
and
what
are
some
of
the
things
that,
like
you,
just
don't
have
to
deal
with
like
as
individual
contributors.
So
it's
like
for
me
right
now.
A
I
am
an
individual
contributor
and
the
idea
of
having
meetings
all
day
is
not
something
that,
like
I
really
wanted
to.
So
I'm
curious
as
to
your
position.
B
I
think,
oh
man,
so
something
that
I
love
that
I
get
to
do.
I
love
my
job,
like
it's
really
hard
for
me
to
find
things
that
I'm,
like
that's
kind
of
a
con
of
being
a
sales
manager.
D
B
B
I
get
to
impact
the
decisions
that
are
made
at
like
a
very
real,
highly
valued
level.
I
think
at
the
companies
I've
been
at
previously
as
an
individual
contributor,
you
don't
get
to
make
as
significant
as
an
impact.
Gitlab
does
a
wonderful
job
of
hearing
people's
voices
listening
and
actually
taking
action
on
a
lot
of.
What's
said,
I
don't
think
that's
the
case
everywhere,
so
I
really
like,
knowing
that
I
am
making
a
difference,
I'm
making
an
impact.
B
The
suggestions
that
I
bring
up
are
heard
and
potentially
acted
on
if
they're
good
suggestions,
love
that
about
my
job
so
much
I
like
to
be
involved
in
those
conversations,
something
that
I
really
don't
miss
as
an
individual
contributor.
What
do
I
like
really
not
miss.
A
Do
you
feel
like
being
exhibiting
a
leader
in
many
different
organizations?
So
it's
like
I've
interviewed
a
bunch
of
managers
now,
one
of
the
things
that
they
say
is
that
they
have
a
lot
more
stress.
Has
that
been
your
experience
or
is
that
how
so
I've
only
interviewed,
like
probably
like
maybe
five
to
ten
managers
in
my
life,
so
it
could
be
representative
sampling,
but
I'm
just
curious
as
to
your
take
on
that.
B
I
do
not,
I
would
be
on
the
opposite
end
of
that
answer.
I
had
way
more
stress
as
an
individual
contributor.
B
I
think
that
I've
learned
to
manage
stress
throughout
the
years,
so
that
could
be
part
of
it,
but
I
I
put
so
much
pressure
on
myself
to
perform
and
I'm
I'm
really
critical
of
my
performance
and
I
think
when
it's
myself
and
nobody
else
like
in
my
head,
nothing's
good
enough,
and
so
I
did
everything
wrong
and
there
was
always
pressure
to
do
more
and
over
exceed
and
hit
accelerators
and
have
my
q4
set
up
when
it
was
q2
but
as
a
manager.
B
I
think
that
I
have
such
a
strong
sales
team,
because
the
individuals
are
so
skilled
and
they're
really
good
at
their
job
that
you
know
in
my
head,
I'm
like
I'm
here,
to
motivate
them
and
to
keep
developing
them
and
to
keep
pushing
them
and
they're
the
ones
that
are
making
me
look
great.
So
my
stress
is
reduced,
sounds
corny,
but
it's
how
I
feel.
B
A
But
now
you
have
to
sort
of
chase
your
your
your
reps
for,
like
for
building
out
your
forecast
right,
because
you
have
to
towards
end
of
quarter
and
everything
so
they're
still
chasing.
I
guess
it's
just
like
less
less
chasing.
What
do
you
say.
B
C
A
Okay,
cool!
Well,
I
really
appreciate
all
of
this,
and
I
think
that
our
audience
is
gonna
really
find
a
lot
of
your
insights
super
helpful
so
now
that
we've
sort
of
have
taken
away
some
of
the
misconceptions
we've
heard
it
from
herself.
You
know
this
is
what
life
as
a
sales
manager
is
actually
like.
So
for
those
that
still
feel
like
hey,
this
is
something
that
sounds
really
good
for
me.
I
love
the
idea
of
helping
other
people.
I
I
love
the
idea
of
being
a
player
coach.
A
So,
like
I'm
just
curious,
so
for
someone
who
is
now
an
individual
contributor,
let's
just
say
someone
on
your
team
right
and
then
goes
up
to
you
and
says:
hey.
I
would
love
one
day
to
be
a
sales
manager.
One
day
I
I'd
love
to
eventually
transition
into
a
team
role.
So
it's
a
two-part
question:
what
sort
of
skills
would
you
recommend
that
they
start
investing
in?
So
it's
just
sort
of
like
when
that
director
position
opened
up
for
you,
you
knew
the
business.
You
knew
everything
that
was
going
on.
A
You
also
had
ideas
on
how
to
make
it
better
and
then
so,
when
you
presented
it
to
the
board,
all
those
things
were
already
apparent,
and
it
was
very
obvious
that
you
were
a
great
candidate.
So
it's
just
sort
of
like
what
what
can
some
of
these
these
individual
contributors
start
doing
now,
so
that
they
can
set
themselves
up
for
success
when
a
role
does
open
up
and
also
could
you
walk
me
through
the
process
of
like
how
that
transition
usually
works?
A
So,
in
my
experience
in
sales,
the
people
who
make
management
roles
are
generally
just
the
highest
performers,
but,
as
we've
already
explored,
my
personal
approach
on
that
is
that
you
should
look
for
people
that,
like
helping
others
and
think
from
a
team
perspective,
and
that's
like
oftentimes
at
odds
with
the
highest
performers.
Sometimes
what
makes
the
highest
performer
is
just
like.
A
They're
super
competitive,
they
have
these
like,
like
almost
like
hunter
gatherer
like
I'm
gonna,
go
like
win
all
the
business
mentalities,
but
what
makes
an
a
good
individual
contributor
in
my
understanding
is
not
necessarily
what
makes
a
good
team
player.
So
I
know
that
that
was
like
a
five-part
question.
Just.
D
A
B
Really,
I
think,
there's
a
couple
things
I
would
tell
folks
to
do.
One
is
figure
out.
Why,
like?
Why
do
you
want
to
be
a
sales
manager
and
answer
that
question
three
or
four
times
and
figure
out
kind
of
what
the
priority
wise
are
and
those
why's
may
or
may
not
align
to
what
a
sales
manager
does
and
so
share
that
with
your
manager
or
share
that
with
a
mentor
and
say
hey?
This
is
why
I
think
I
want
to
be
a
sales
manager
like.
B
B
The
second
thing
I
would
recommend
is:
it's
almost
like:
go
build
a
board
deck
like
look
at
your
business,
and
how
would
you
present
that
to
somebody
to
say
this
is
how
I
achieved
it's
bigger
than
the
quarterly
business
review
you're
presenting
this
to
somebody
and
you're
going
to
ask
for
something.
B
The
other
thing
that
I
will
say
is
start
to
become
a
resource
on
your
team.
If
you
aren't
already
start
to
be
the
one
that
master
a
couple
of
things
or
master
one
thing
and
then
start
coaching
people
and
training
them
and
sharing
tips
and
see
if
the
team
comes
to
you
with
questions
and
then
gauge
your
response,
if
you're
getting
so
many
questions
throughout
the
day
or
throughout
the
week,
where
it
feels
overwhelming
you
don't
really
enjoy
it
or
it
seems
distracting.
A
Gotcha,
I'm
really.
I
think
that
what
you
just
talked
about
with
really
sort
of
like
some
people
are
like
hey.
I
want
to
make
more
money.
I
should
be
a
sales
manager
right
like
let's
just
be
honest,
some
people
do
think
that
and
really
having
someone
who
is
a
sound
board
and
says
like
hey,
I
hear
what
you're
trying
to
do.
Does
this
actually?
Is
this
the
best
way
to
actually
do
it
right?
That's
some
really
good
advice.
A
So
we
we
already
talked
about
how
good
sales
managers
they
they
have
a
team
perspective.
They
are
great
player,
coaches,
they
get.
You
know
just
sort
of
like
a
high
out
of
helping
other
people
and
setting
them
up
for
success.
A
So,
let's
just
say
that,
like
you
are
you're
going
to
get
promoted
to
director
in
the
next
six
months
and
you
have
to
go,
hire
your
backfill.
What
other
personality
traits
do
you
look
for
in
finding
a
good
replacement
for
yourself?
So,
like
we
already
talked
about
those
three,
what
other
things
would
you
look
for.
B
Yeah,
I
do
think
someone
who
is
excellent
at
sales
is
important.
I
know
that
we
talk
about
the
top
performer
might
not
be
the
best
manager,
but
the
lowest
performer
also
isn't
going
to
be
so.
Someone
who
understands
the
importance
of
consistently
hitting
your
goal
consistently
keeping
your
pipeline
clean
and
always
wanting
to
achieve
those
things
and
be
better
at
them.
B
I
will
absolutely
look
for
right.
Skills
are
critical.
Having
the
experience
carrying
a
quota
right,
there's
a
lot
of
people
who
want
to
be
managers,
but
maybe
don't
have,
will
be
able
to
exercise
that
empathy
of
the
pressure
of
having
a
quote
over
your
head.
I
do
think
it's
important
to
have
some
experience
with
that,
and
those
are
probably
the
two
additional
things
that
I
would
take
into
account.
C
A
A
B
I
would
love
to.
I
have
not
done
this
in
a
very
long
time:
townsend
ward
law,
quite
the
name,
townsend
ward
law-
find
him
on
linkedin.
He's
very
motivating
has
a
lot
of
crazy
things
to
say,
but
there's
some
good
nuggets
in
there
him
and
I
worked
together
for
eight
months
and
he
was
my
sales
management
coach
when
I
was
first
promoted.
B
Also,
oliver
davis
and
gordon
boyes
are
two
ceos
that
I've
worked
with
previously
that
at
a
very
junior
time
in
my
career,
they
had
a
lot
of
support
and
confidence
in
my
ability
more
than
I
had
in
myself,
and
they
put
me
in
roles
that
I
maybe
should
or
should
not
have
gotten
at
the
time.
But
when
I
got
them,
I
excelled
and
they
believed
it,
and
that
was
awesome.