CRO CircleCI, Jane Kim: Leading with Vulnerability and Making Mistakes
Grit27 Jul 2020

CRO CircleCI, Jane Kim: Leading with Vulnerability and Making Mistakes

In this episode of Go to Market Grit, CircleCI CRO Jane Kim shares valuable insight about her experiences growing a global organization, and trying to build an effective team and strategy. Joubin and Jane discuss and debate two key topics, including leading with vulnerability, and five common mistakes that first time managers make.

“Vulnerability is not knowing victory or defeat, it’s understanding the necessity of both; it’s engaging. It’s being all in.” - Brene Brown


Leading with vulnerability, and doing it well, is arguably one of the most difficult things to do in business. Yet, mastering this strategy can be incredibly empowering both for yourself and your team, as it can build authenticity and trust.


One person who actively practices leading with vulnerability is Jane Kim, who has helped drive explosive global growth at CircleCI. Jane explains what it means to truly lead with vulnerability, while offering sage advice on building sales teams.

In this episode of Go to Market Grit, we cover:


  • How a company’s playbook can differ from region to region, and why it’s important to be open to new ideas when stepping into new markets.
  • How purchasing is flowing down, and leading to more technical buyers who are empowered to not only test products but also to recommend solutions to decision makers.
  • The importance of leading with vulnerability, and how it can create authenticity and trust with workers.
  • How being vulnerable can make you impenetrable to criticism. In other words, by being open about your strengths and weaknesses, you don’t have to be defensive about other people coming after your insecurities.
  • Why it’s important to be considerate about the type of information that you share when practicing vulnerability, as well as when you share it and how you share it.
  • A debate about the five mistakes that first time managers make, including micromanaging, hiring the wrong person, falling into the likability trap, giving bad advice to the team, and pursuing the wrong strategy. Jane also mentions leadership principles, including empowerment and accountability.
  • Why Jane prefers to fail fast, and to use failure as a learning opportunity.
  • Giving people the confidence to be themselves, while coaching them to be better.
  • Understanding that you will make mistakes in your management career, and thinking about how you will recover from them.


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Chief Sales and Success Officer at Slack, Bob Frati: Exploring Slack’s Key Growth Levers and Competition

Chief Sales and Success Officer at Slack, Bob Frati: Exploring Slack’s Key Growth Levers and Competition

In Episode #1 of Go to Market Grit, Slack’s SVP of Sales and Customer Success, Bob Frati, gives the inside scoop about the company’s sales and go-to-market strategy, and why they have been able to scale their go to market so quickly and effectively over the last few years. Bob and Joubin discuss two key topics in detail, outlining the next four years for Slack and key growth levers they can pull, along with growing competition in Slack’s market and what that means for their future. In this episode of Go to Market Grit, we cover: Key growth levers for Slack, and why the company is positioned for continued market dominance.Slack’s response to growing market competition, and why it’s ultimately better for the consumer and for the company.How Slack identified a business need and strong product market fit, and then worked to expand the solution to a broader audience. The importance of having a strong and developed customer-facing team to navigate complexities in large enterprises, and push business forward to completion.How Slack grew its sales team from 300 to 2,000 people — quickly, and effectively. Some of the factors that Slack looks for when hiring customer-facing sales staff, and why they value these characteristics.Why hiring should be a mutual fit for both the candidate and the employer.Identifying motivated individuals, and finding ways to tap into their motivation that will drive them to be successful. Bob’s career journey from sales rep to manager — including why and how he executed the leap. Why much of Slack’s success can be attributed to tight collaboration between its engineering, product, sales, and success teams. Slack’s ability to not only deploy a solution in an organization, but to help manage through the change and ensure success — and why this is a game-changer.Slack’s role in ushering a new way of working, and why it transcends the tired and overused digital transformation narrative in business.Links Host company: https://www.kleinerperkins.com/Loom: https://www.loom.com/ Guest LinkedIn: https://www.linkedin.com/in/rfrati/Host Twitter: https://twitter.com/JoubinmirHost Email: gtmg@kleinerperkins.com

16 Jun 202050min

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About the Joubin MirzadeganJoubin has been with Kleiner Perkins since 2019 where he advises the KP portfolio companies on how to build and scale a robust go-to-market strategy. Additionally, he enables the firm’s portfolio through high impact relationships with F500 executives and key ecosystem partners. Joubin was previously at Palo Alto Networks as a global district sales manager for the Central US based in Chicago where he scaled the Central Cloud business from 1 enterprise rep and $2M ARR to 12 reps and $50M+ ARR in 4 quarters. He has also worked for Evident.io as an enterprise account executive and at Bracket Computing (acquired by VMWare) where he built the inside sales team from the ground up.

20 Apr 202045s

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