Mike Gmsn Tips Flashcards
Tell me about your inspiration style
I think to inspire others, you need to be inspired. So the recipe for me is what inspires me the most?
What I found most inspirational is the path of personal dev. I think the way we strive for self betterment touches me. I try to have that be the foundation for my inspiration style and voice. Ex. Work can be the means by which we become the human beings we want to be. Tool for self expression and dev’t. The rigor and structure that we bring to being great at work, can help you achieve the things you want to achieve as a human being. That’s the backbone of my leadership style.
Couple that with story telling - personal stories, stories of other reps / elevate and reward superstars and customer wins/ impact - which will resonate a lot in healthcare space i anticipate. This customer was able to see x more patients w our solution, which meant early detection for x ppl. Win mind thru data/ insights
What is your mgmt style?
Starting place is, how do I want to be managed? I use that to inform how I manage others. For me, I want autonomy and want to be accountable for what I have to do, and appreciate positive encouragement/ support. That’s what i try to deliver to others
Typically I explain to my team what we are trying to accomplish (increase client retention etc.), why (launched new products) and give them the freedom to figure out how.
Best ppl want that freedom and will thrive in the ability to make autonomous decisions. I couple that with instilling belief in my reps, supporting/ encouraging them bc it’s not an easy gig.
How do you think about culture?
- Strategic advantage or
- Culture - who are we and who want to be?
- Excellence + fun. 3 ways reinofirce culture:
a. Hiring - binary impact culture - make better/ worse
b. Team cultural tenant
c. Communicate - rooftops
Culture can be one of our most strategic advantages or a headwind. For me, culture means who are we and who do we want to be? Try my best to create a culture of excellence and fun. Ppl work harder and stay longer when having fun and happy. You can have fun at work, they’r not mutually exclusive.
EVENTS/ BONDING - Strongest predictor of high performance is not collective IQ or experience but how tightly knit the team is. → social events in person and virtually
RECOGNITION - recognize reps demonstration behaviors that are consistent with our culture (collaborating, etc.)
HIRE CULTURAL FITS - Every person we bring into org has a binary impact on culture - they will make it better or worse. Bringing this awareness allows u to invest in this culture and ensure it’s insync w our aspirational self. And reinforce reps taht our living our cultural values.
TEAM SLOGAN - Get them involved in creating it, “together bringing out the best.”
COMMUNICATE - clearly and repeatedly! Shout from rooftops! Team meetings, emails, etc. - concise, clear and strategic. Create logo, team hoodies, etc. make it fun! Selling is a team sport
What’s your onboarding plan?
Assess the context of my environment before making any big decision. Break it into 4 buckets: 1,2,3,4.
Step 1 - First step, I would understand the company’s history - what’s happened inside the team before my arrival. Rational behind hiring a new manager? History of team, org, life sciences, and product? Do customers love product? Why are all pieces the way they are? We all remember history differently, even when trying to be objective. BP - ask series of same questions to a large number of ppl in company to get a triangulated, objective view so I can nail the context and make informed decisions.
Step 2 - Become an expert on the internal landscape, learn values, mission and vision, so i can speak to it fluently. Do a great assessment of talent - leaders, who are the keeper and ppl need to move out, etc. what are the parts of the company i have direct hierarchy over? Who do i need to influence to do my job? Expert on what is working and what is not.
Step 3 - Become an expert on the external landscape. Who is my customer? What do they care about and why are they buying my solution? What VPs resonate most? What’s our reputation? What’s our external talent brand? Best way to do it - spend time on road, speaking with customers and getting first hand stories, to earn my right to be an expert on external landscape.
Step 4 - Understand expectations of ALL my stakeholders. In new job and have stakeholders above me, across, below, customers, direct reports, etc. All of them have preconceived notions of what they need from me (NPS score, coaching, driving MS or topline numbers, satisfaction with product). Ask the question, confirm in writing so 100% certain what’s expected form me up, down and across. With this info i will make better decisions on how to run my team.
Once met with all stakeholders, need to do the hard work of defining my objectives. Set a challenge goal - don’t want to set unrealistic goal or too easy. Key is to align goals to long-term objectives of the company. Goal coil could be topline or bottomline growth, and there’s tension between the too. Once I determine key goals, define them, state clearly and share them. NEVER want to have more than 3 priorities - most ppl can’t remember more than 3. Fewer things done better. Choose 3, draw a line under them and everything else is subordinated.
Plus find great mentors internally. Ppl who nail admin piece, influencing internal stakeholders, etc.
Ask the team for feedback - accept suggestions, etc.
How do you manage low performers/ bad attitudes?
Bad reps discourage the good reps and customers. You need skill and will in sales. PAUSE. Usually ask myself, how would i feel if this person quit tmrw? If it’s, relieved, I know what I need to do.. Be clear with expectations, coach them, but if not improving, no will, then PIP/ package convo.
If I can’t PIP, need to neutralize them. Help them break thru threshold of avg. focus on behaviors that are easier to change, like more calls, email correspondence, etc. Show them what good looks like, use stars on my team to set a good example; have top reps mentor the low performer, so they can learn without the boss lurking over shoulder; and get them to shadow/ surround themselves with more top performers. Wouldn’t overinvest in them either bc returns aren’t great.
