B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 3 months ago

109: Radical Candor: A Leadership Style Every Manager Should Know w/ Wendy Harris

ABOUT THIS EPISODE

Something people often get wrong in leadership is prioritizing their need to be liked over what’s best for their employee. In reality, caring for the employee means showing kindness by telling the truth, even when it’s challenging to share or hear.

In this episode, I interview Wendy Harris, Head of EMEA at Gong, about how applying the principles of radical candor has changed her leadership style.

In this episode we discuss:

-Her new role as Head of EMEA at Gong

-An overview of Radical Candor (the book and the practice)

-Dos and don’ts for newer leaders

-Building a culture of giving and receiving feedback

Check out these resources we mentioned during the podcast:

-Radical Candor by Kim Scott

Wendy Harris can be found on LinkedIn here: https://www.linkedin.com/in/wendyharrisirl/

To hear this interview and many more like it, subscribe to The B2B Revenue Acceleration Podcast on Apple Podcasts, Spotify, or our website.

Listening on a desktop & can’t see the links? Just search for B2B Revenue Acceleration in your favorite podcast player.

You are listening to be to be revenueacceleration, a podcast dedicated helping software executives stay on thecutting edge of sails and marketing in their industry. Let's get into the show hi you welcome to be to be a rovedacceleration. My name is obeat and am here today with Wendy Arris ad of a atCong. How is it going to the Wendy? It's great, surely and happy to be herethanks for having me why so pleasure is great to have you so you know, we'vebeen following going for a little while is good that you guys are finallycoming into Europe. We can't wait to get closer to you, but before we getgoing today, we will speak about radical candor, a leadership styleevery man, a jerk, should know about a don't know about it before the conversation today. But before we gointo the conversation, could you please tell us a little bit more aboutyourself? Why you join you doing Gong and your care in the taking destripessure happy too, so I actually spent the first eleven years of my career atGilman sat where I worked as a trader in London and Chicago. So I was infance service for a long time, but I saw the light and I realized I wantedto move home to Joblin and Dublin is a thriving club, pro tech firms and mybrothers worked in Google and facebook, so I was trying to change industriesfrom finance a check. It definitely was harder than I expected, so I took acontract marketing roll at facebook to get my foot in the door did that for awhile then went to a company called Avril where I ran their UK r land salesteam then moved on to drop box where I spent two and a half years leadingEuropean sales and then Uki sales and European sales, and then most recentlybefore Gong and I was at a company called cargoes- were around theirEuropean sales team. So I will say that I definitely was not looking when goncame along. I have never seen the product I'd heard, the buzz I heard. Iknew there was something special by the company, so I took the call and I'mvery glad I took the call because when I did see the product I was my mind wasblown because I didn't realize anything like that ever existed, so I'm lookingto be working for a company where I am absolutely obsessed with the productsand fully port into what I'm doing on a daily basis and revenue intelligence.The CASEBURG is the new big thing to tell a little bit of Boston. Youinitial, because I think there is you as we discuss when we prepare the sattoday, and you know I think reverendiss is quite a familiar conceptin not America, I think, is getting down to Europe, but probably to at aslow one pace. So could you just summarize a little bit the concept ofPROVENU intelligence parties? And now just so, we can make sure t everybody'son listen Bach, absolutely so, essentially what it's doing its solvinga universally Panso problem, which is a lack of visibility, and by that I meanwhen leaders want to understand, what's going on in their business, they'll goand they'll look at their carm and they...

...look at Dash Boards and they'll, seethe results and they'll see you know, win rates and H and they'll see variousdifferent sort of you know revenue clothes, but what they don't see is anyinside in what's happening at the critical point of execution, so theysee lagging indicators, not leading indicators. So that's where Gong and rethe revenue Tellos Pashrol in so essentially the way it works is wecapture interactions across email phone web conferencing and we integrate withthe Cram, and we use our special intelligence to pull out insights. Totell you. Why did this deal close in this deal? Didn't did not close. Why isyour top wrap? Your top rap, which one of your competitors is really a problemwith your clients, are actually speaking about, so it basically pullsback the black box which exists right now and we all know you know cram servea purpose, but the information serums is stale, it's distorted, it's missinginformation. You know you have something like six thousand words on iton a cool and thirty of them make it into sales horse, work, serum, and so Ithink it's basically filling in that black box. It's Showin, you what'sactually happened, so you can base and make business decisions based on facts,not opinions yeah. It makes perfect sense and and tell me about theimportance of PROVENU intelligence. I mean. Obviously we are not with goingas such during the Covet Piet, so we kind of coming out of coin what we allhope. So I can go back to the purple's, let's as keep them open. But what doyou think is the importance of how important you think is revenueindiligence in the current market, which is from my aspect, if pretty muchchanging every day, wi with the coved restriction, lifting people goingback to the is not coming back walking from a window to shop yeah, I mean it's Tabula times and Ithink what to the coved revealed was. Obviously the world changed on an axisovernight and so of what it showed was the tools from yesterday the salestools. We had no longer sort of really answered self,the problems of today right so suddenly, everyone's remote, everyone's workingin their kitchens, all of the learning BIOS Moses that used to happen on thesales floor that went away and this for thing about visibility. How do youvisibility into what you can see the activities that you're auto doing? Buthow do you actually know what the quality tate of conversation what'shappening? How do you Ram? How do you bring people on board and you know NewHaras? I started I gone two months ago like thank God. I started a gone andcould use gonore, because otherwise I would be in a precarious position, butI think it's basically it's solving this problem that no, I don't thinkanyone thinks everyone's going batch, o the office five days a week forever. SoI think you know hybrid or remote. Work is here to stay in one form or another,and obviously this is a huge problem...

...that companies are trying to grapplewith, but I think a two like gone with areverend revenue. Intelligence casegoods gives you the visibility intowhat's happening on the front lines and helps on boarding such a critical liketime drive right. The time to productivity is key in terms ofbringing on new hires in this new world, and you know a a an honestly. A survey ofour customer show that a sixty percent decrease in rap time. So I think when Iworked reprend in my in my last job, a card grows when coved hish. Obviouslyeveryone saw a spike Insur. We saw increase question marks by billingpayments. We wanted loison shorter contract length and I think somethinglike a two like God gives. You is it can it gives you the leading indicatorthat this is a. This is a firm asking for asking by contract, and this is afirm that looks like it showing Shuran signals. So it gives you that insightbefore it's too late and I used to spend my life going around and askingall of my reps be like what's happening, you know and you as ten differentpeople, you get ten different answers and they say you know it's basically just pulls back at thecurtain and tells you okay. This is actually really a problem. This isactually what's going on before it's too late. So you flame of asking tenzand question to God, which is Great. So now, let's talkabout that and I'm sorry, I don't want to know if we want to speak aboutradical can, but I'm always interested to Anderson e, the Canadians in plan.We been the European markets different market from the US different Rigandifferent languages, different conrector. So can you tell us a sin?You reprobate can't go into the items of your strategy, but you know: What's Your Main Book is a O. Next fewmonths for you to scare across Europe, sure I think in general for any well.First of all, I always like to give a plug to front line. Ventures. Did an excellentreport and I, like Stephen, Macintosh, an excellent report on what US B TOBfirms get wrong about launching in EMEA, and I really recommend that as a reade,so what they say is in terms of timing. You need to think about. You know, isyour US business wealth funded or is your? Is it a priority for their exactteam? Is Their strength and death and the exact team? Is there a local pullfrom the market right? So so, with going? There was definitely a localpool for the market. We already have over a hundred customers an enemywithout having ever outbound soldier, and you know we support twenty sixdifferent languages. So so there was a real pull in the market and the way wethink about it and the way you know from what I've seen a drop box andother firms that I suggest people think about this, don't try and be everythingto everybody on day one. There is you, don't have to start and try andsell to Sambandhar Gi at time Sunday, one it's there's a lot to be said forfocus so focus meaning you know start look at your, maybe companies, sofifteen hundred employees or so o his employees and get a foothold and get abase and get to reference customers and...

...learn product market fish and feedbackfrom local Margaret C, which, as you said, will be different to the US, andyou will come across different challenges like you know a privacy orGdr, etc, etc. So get that product market fit get your custom referencesunderstand what what segments you play well in before you move up Marcus andthen also when you think about scaling across countries. You know if you thinkabout what's most Imera to the US. Well, you know, UK in Ireland there's apretty is probably the safest bet land in Europe in terms of similarities.We're not very we're not entirely similar, but we're not totally justsimilar and then beyond that. It's like okay! Well, where is there a verystrong English adoption and Norde is an obvious place. Netherlands, yeahexactly the Netherlands in Dropbox, we had a tone of business in South Africa,which is a very similar time zone and obviously and you're speaking as well,and then beyond that France and Germany are the whales and you need to landFrances in Germany, but you need to approach with caution because well, asyou know more than most, I imagine, while they are, you know huge opportunities. It's alsocritical. You get the right of need to think by things like works counsels andyou know again the privacy and the local regulations. So I think it'sabout scaling. So two things I think about is one the size of the customeror re selling to and to the cadence of the country. Scale. Er. You don't needto be everything to everybody on day. What should think about it in terms ofphases? Good! No, I think it's great reedy! Well, Good Luck Is O. Let I'msure you guys goin to do a fantastic job going in Europe. So we lookingforward to weakness, a great growth and some some great clients and, as I said,onion free do more work with you now that you have crosus. So let's talkabout radical candos, you know in the preparation of this desipis. We spoketo you and you are very passionate about that leadership style. This iscoming from Kim Scott, his Ex Gogol and wrote a book about it. So so can you just tell us a at a bitmore and you'll. Take a radicle candor. What it means yeah I am. It issomething I always any anybody who works me. I ask him to read this bookbecause I think it's just it is. It is what I would consider a certainly mybible of leadership and- and I think the best way to explain it is there isan XX season, onyxes and it's base. I think it says so many peas, the somecheesy, can time live. We just someting how to be a kickasso without losingyour humanity, but the the XX is the things like to to carepersonally and the yes is challenged directly, so you, the platrand you wantto be in, is the potent called radical candor. That is where you carepersonally, but you challenge directly. The three other quadrants are manipiareinsincerity, which is a terrible quadrange. You don't want to be in that.It's where you don't care. You don't challenge the obnoxious aggression. Oh Yeah Yeah, Iayates, which is where you don't care,...

...but you do challenge and I in full descose. I have been known to bear into that category. Occasionally the Crossbuntal say holders and then the other casere, where lots of new managersespecially find themselves, is ruinous empathy where they do care, but theydon't challenge, and so it's you often see people prioritize their need to beliked over what's best for their actual employee. So they are unwilling to havea hard conversation with someone or a straight conversation, because theyworry the person wot like them, and that is not good leadership and whenyou, when you say carrying, is it carrying about the individual to inRinon the mission of the company carrying about Cogia Wotinel. So I seeleadership as a privilege and it's a very hard job. It comes with a lot ofresponsibility, but you need to care about the individual and care about theperson and you build trust and you build a bond with them, but caringabout someone doesn't mean that you never give them any constructive ortough re back. Actually, the kindest thing you can do to someone is tellthem the fatio tell them the truth right, and I think people reallyprioritize their own comfort over hard conversations. Sometimes so this bookgives a framework for how to think about having toffer conversations, andactually it's for the best of the person is the kindest thing you can doit's not the meanest. You can do it's the kind of thing you can do. It'sreally a Bot, respect and- and I being as of to de Velope, basically on ofsomeone- I mean when you're in the right putter and I agree with you.Sometimes we weakness people and we probably have a few in our ownorganization. That's really put the walk. We've got some really work out.People like you know twelve sir hours a day and just the way they could interact withpeople that may be on the semelier, but may be doing a little bit less becauseI don't know some people have kids. Some people have things that they canbe. You know sending emails at seven, eight, nine ten in the evening. You know- and these are people thatreally care that don't mind sending you know being challenged, bring to theother. But the question is: Do they really respect the person and also, Ithink there is it's an interesting thing about the caring, because I'vealso seen people who think that they care about the individual but again thereceiving and o the person the receiving and don't feel that they arebeing count about the other being respected. So I think there is twolemen there is a amount of, and that's how I speak to it, speak about it withMatian I'm going to get that book and put it in the. I was about to say: I'mgoing to put you in the robes we ready read. It is a dent, but I think it's reallyimportant to have that sort of of balance between providing the FIDO, butalso that it's. How do you create that tearing relationship so people feeltell about, and it's do you get them to meet socially, Imean. Do you think it's more difficult now is the fit every bud is onlinebecause that's what I feel I feel that it's quite difficult to get people, andmaybe it's because I spend too much...

...time in England where it on the park tomake friends right, and I because I would love to be able to go down to thepot, but actually the plus, in Orlando, opened properly. Yesterday, that'sexciting for the first time of eighteen months, but no to your point, I'm a bigbeliever in yes obviously face to face when it'spossible right. Everything over zoom, it's far from my deal, Bush. What Iwill also say so, there's times when you need to go for a walk with someoneon your tea. You do not need to sit in the conference were much talk abouttheir Pie, plane. You need to go for a walk with them and if you ever have tohave self conversations a you're trying to build a relationship, you need toinvest in that one, an one time with the individual and say some of theindividual. I will also say I am a big believer in the work of Dr Brenne Brownand it's all about vulnerability and the power of full lorrels. If you, youneed to show vulnerability to your people and be if they see you beingstraight with them and sharing you know your struggles or your insides withthem as well, then they feel they can have a safe space. You do the same withyou and you meet you get to a different level, and so what I mean like thatI've I've spoken to my teams previously about mental health. I've spoken about.You know some of my health issues in the past. It's like I'm not bill,approved no one's bullet proof and if you look like you're an approach andthey can't get, they can't sing with you on the same level because they justyou're too sort of your. You know they can't connect with you, then that trustwill never really get built. So it's really about showing your volneretrying to open up conversations and setting the example. If you lead to itvulnerability and being honest and saying, I don't know, help guys, Idon't know what to do Yore. I have some ideas, but I need your help and you'llget a lot back from the person. No agree. I think it's so true and it'spapular. You think we e think you know when you are a Libro to to the top,which usually takes people already. We passionate about what they are doingand people would go a lot about the big mission and obviously have a problyquite a strong work. I think and a stop great stuff. You know it's. I find itdifficult somethin to put my passion, my back pocket. You know what I want toget things and, and it's so kind of deed, to a projice to people. Juststill look, you know, I'm so sorry, the misit sending to you or the congestionthat they get to you or the way we interact in probably completely oo whenyou, but o think about the content that the fort. When I preach this for thecontents, you know I should have probably just give you a couple of fasand let you think about it, slipping it. Just you just like you know, coming asa machine, an just let's get it done in this is exactly we're going to get itdone in a God, but is quite, is quite over bearing for people and thisprobably not showing them a lot of respect. If we don't, if I don'tactually give them the opportunity to to as the right question of things forthemselves, that makes sense, I don't think o Goin to read the book andAralian what you said there, though, as you said, I said sorry like guess whatI made mistakes every day. We all do world human. So the fact that youacknowledged that you said sorry and you showed the self awareness to dothose people they're like Oh, thank...

...goodness, you know, then it's greatit's like so that's the thing it's leaders being willing to say. I'm sorry!I got that wrong like I've gone into meeting, but something bad happened inmy personal life. I've gone into meeting. I've been in a bad mood andI've taken on my reps before, and I remember one specific example where Idid that you know a few years back and I took them into a room later that dayand I apologize. I said, I'm sorry. I could have dealt with that meetingbetter this morning and there's something going on. I didn't come outthere and it's like going. You know what were human right, so we will getthings wrong. It's okay to apologize and you get so much more respect whenyou're on a Spanish yeah is, but my ask conversation of that nature was toapogee by being self fish, because the connessoors just to make me feel teteny.Now I agree with you. So can you give us a couple of example of situation inwhich you've seen it working extremely well and situation? Well, maybe youseen radical candaor ing as well in your in your professional life. Sure Ican give you an example. I think that people always think we don't. Itdoesn't even need to be employed. You know manager to wrap what I thinkit can be as well as like your wreck to customer. So if you think about thecredibility, you guess with a rat for, for example, I remember move to my lastcompany when we were on where I saw a client was on a trial andthe trial didn't go that well and the rap didn't try and hide from this. Ithappens sometimes right, there's very different factors that go into a how.Well might perform, and so what directed was the rap did genuinely alsocare about the relations with the customer? I said: Look, I'm sorry. Thisdidn't go well. I understand you know if we didn't meet live up to yourexpectations. I love an opportunity to send this, but if you want to part asfriends, that's okay, obviously what happened was like customer as like.You've got so much credibility with me, because I can tell you care about mybusiness you're, not being fake. You t want me to succeed and you're nottrying to sell me something that's wrong for me, so it actually started afantastic relationship where the customer went on its Bonaro ever sit.So so I think when you, if you think about it in the professional contextwith customers as well, if you are honest and and if you're honest withthem and talk about you know when it's not going right rather than trying tobe fake about it, then that's a great example right, I think, were I seen togo horribly wrong. I remember somebody, and this is called the rones empathyBugrand. I remember someone being fired. I sat in a room with the guy who wasbeing fired and the manager of aspiring him and the guy had no idea he wasbeing fired and he was going to walk out of the room, not knowing he hadbeen fired because the manager had used such vague language and talked aroundeverything rather than said exactly what he needed to hear, because shefound the words too hard to use. Dirae and so clear is kind. Unclear is unkind.I use that phrase. A Lot with my team, clear, is kind. Unclear is unkind, andyou know people think that they're...

...being kind by putting a load of paddingon it be straight Gong has an operating principle of no sugar which I loved,and I saw that I was like Oh Goodie, and it's not it's not a it's, not anexcuse to be. You know a bad person to be aggressive and be it's not that it'sabout. You know asking permission to say it'sstraight, because that poor person who was being fired deserve to have thehave a stray conversation and to understand what was being said. I hadto intervene at the last minute. We we at the door because I realized hedidn't know what would actually happen, and that was a that was a catastropheand I think that might that was a young manager, a new manager, and theylearned a lot from that. Your rising God point here, because, obviously youare an experienced manager, I'd like to think it's not been also around theblock party to bit, but I remember the beginning of my careers being a managerand it was not grey difficult because I was promoted from within, so I well. Ihad to manage basically my friends which is not easy and and you've got toreally think about emotion right because they probably don't feel verygood about that. It's not about me, it's about you today. What advice wouldyou give to less experience lead or like people will start to that Carrie?Obviously, they can't get everything right straight when and I m not sure itis spoke about a few things of this leap. Huminis, you know being able toaprotic the culture of it. What do you think of the key co value on the keythings that a young leader should should really lost? I think if they got if they madepeace with it's more important to be respected than liked, and by that Imean that you have a responsibility to be unpopular, sometimes get used tobeing the bad guys. Sometimes and it's okay, that's part of your job, and ifyou cannot get past that level of discomfort, you don't you shouldn't, bea manager. So you need to make peace with the fact that you will have tohave hard conversations and you will have to be unpopular and that it's partof the job, and so I would say also if there's a conversation that you wishyou were having what you, what you're not having or you're talking aboutsomeone behind their back or you're, saying it to everyone, but the personthat is a major red flag, that you should be having a conversation with aperson. So I am always hardest to my people's faces and I promote thembehind their backs or sorry when I'm in the room without them, I promote them.But the toughest conversation you should have to someone on your team isto their face not behind the that and and it's about having integrity andit's about having the strength of character, to be able to put yourselfin uncomfortable position, so keep challenging yourself to do it and thinkabout the phrase. Clear is kind unclear as on find and also if you were theother person, would you want to be talked about behind your back or wouldyou rather someone set it to your face and gave you a chance to fix it yeah,and I also think you know that another major mistake I see is people live,leave performance management, conversations to the last minute ortheir vague or the person is surprise...

...that all of a sudden they're on aperformance improvement plan because their manager hasn't been having thisconversation. So it should not be one big, dramatic conversation. It shouldbe a series of so by the way. I noticed this this week.That's you know my feet back to you is xy. Please don't do that again and moveon and then shake it off. You know, don't carry it with you, shake it off,put it behind you move on so, but I think getting comfortable with beingunpopular is is, is it's just a fact of leadership? You've just got to be ther.There is so so so much great great thing from which you're saying I cannote pattee point about letting the situation Festo little bit. Well, we see that with with younger manager,where they don't really want to tell off people or they don't want to havethat non comfortable conversation with people and when we trying to gorge iswhat who was speaking about Tania. You are, I think, so, basicin notgiving them the feedback. There then quick on it and and basically just justtrying to brush it under the carpet. You know being in denial of the issueagain of thinking, wis. Okay, it's going to get better. It's is terriblethings you did you need to be on it. You need to speak about it at least,and you try. You need to tree to put something in place, but we see that as an issue again, you knowfrom outside. We do a lot of promotion from within, so there is always like afour months to six months time frame for people to really get up to spen. Sonow we've got to mace a bit of framework. We've got, we've got anoperatic academy as well, so we have pomenars to get quicker on to thisconcerted. We I'm going to use the case. Kind in case is an kinds because Ithink it's a great concept and act, a really incited one thing. I say thatI've seen work really well and that I do with all of my teams is a do it oncea quarter or certainly twice a year. Is this it's like speed dating feedback,and what you do is you have all of your team members and you give everyone asheet with the name of every of different people on the team and theyhave to write three things. I appreciate about you and one thing Iwish you would do differently and everyone everyone gets paired and theythree minutes each, and it's only between that person. Each person, theindividuals, the two individuals, but I do it with my team and so all of themare forced to tell me one thing: they wish I would do differently, and so itmay gives them permission to give me feedback, and it also might show mesome blind spots right. So, if they're not uncomfortable, because everyone hasto do it, it's just me and the person and I'm doing it for them as well, andI think I've seen that work really well. So it's like tree men of speed datingeverybody, one and one, and it's and everyone gets to take away their sheetsat the end of the day as well and references, and when they do their nextquarterly feedback session, they can see. Okay, has anything changed or isthere is there? A trend has anything improved here, but it just makes itnormal. It's like it's, not a big deal, getting feed back tree things. Iappreciate about you one thing: I wish you D do differently and everyone onthe team is paired with each other, and...

...everyone gets to give each other feetback because even raps, you no can know. Raps have issues with each other aswell, which they grumble by behind their backs, but they don't actuallyaddress it. So this is an opportunity to help instill that culture feedbackyeah. We are we a EMENTO. Something at the moment is different, but he S- Iguess it's good the same disembed, which is really getting fit back on themanagers and people. We want Pimenton the pre six peeping back, which isbasically each man Edie, and I start with myself in my time so wal you seewhat they what they come back with and that's go yeah. We we re to do it because youknow we want our manager or we can confortable about it. So we wanted to do it to the manager before the GINthat he doin it to them, but I think it's also very important to long Osomi,the team thin you know and in there we've got things like you know, respect no ti. We may want toreprasented on the commercial with this morning. You know not some of thethings that you mentioned, but it's free about train to understand if theleader is radiating because again sometimes I think and particularly forthe younger either you May. You may think that you are doing your best andit happens to me when I grew up in leadership to think I'm doing the bestand then realizing six months it a a I was. I was actually getting itcompletely wrong and that's where we want. We think that the feed back soyou know, is not this pig dating, which we should also do order, and I thinkthe bee dating is a treaty quite interesting, because with everybodyworking from him, you could repair to pretty much anyone in the company. Oh,you know he doesn't need just to be your direct recourse. Could you are sokind of Nice Way to meet you be put in the organization people you onter thechance to speak of Ford ways, but this Frisia, yet we were going toput it down and see what happened. Have you? I don't know if your issue Netflix Finot, not a yes. Well, I've been O. Idon't think we and the choice of our Coitte is a problem that I watch now.I've been thinking about it quite a lot through the conversation which iscalled last chance, Su l, the nurse Yeah. Well, I will go and try to watchit. It's there is a few seasons. So there is one season about Americanfootball and one season about basketball, and if you watch it, Idon't remember the name of the people or why wars there was someone inCalifornia. I believe- and it's a it's a basketball coach with taking reallykids. That are. You know, probably that really good to get to the richuniversity, but are absolutely amazing athletes and basically there's thelestanc in life to do something with themselves, because if you don't becomea good basketball player, no chances AUTAE will go back through some badstuff and- and I think for the people who are listening to us that are notreally keen on reading radical can do and read a book about it, but onetondente concept. They really need to watch less transfuse, because I thinkit's quite an emotional thing as well, but it so could jut give them so much.She the way speak to them, passionate...

...telling them off. You tell them of infront of Oser people I so he does it. You know you will tell you at in frontof the rest of the team right and it doesn't hesitate to put them in thespot and everything which I think is when I was watching it at the beginning.It was not to comfortable with because, as that's a terrible way of leadingright, you should put them about it to them, but then he realized the backingof it and how much she care for them right. The thing that he does for them-and this is from my prospective know, kind of really arrange. Theconversation today is a man that ready care is full of passion, but yet, whenit comes to when he goes to crunch time, an he got. Something to tell you I meanis ridicule, is radical, is clear. Is it doesn't sound unkind, but I thinkhe's creating them and the right he's a the go and win the Thumpin ship, so heactually get them to the top. So they also achieve something exception or toget it out during the season so yeah so that they may one to run through wallsfor him. They want to do it for him as well, because they know he cares andyou can see or the moments you nas emotion, because some of them are updown. There is some gays that you get through, Soosi doesn't get through andyou can see how it's playing on their mind on both sides. You can see theleader and you can see the player and it's I don't know it's quite. Aninteresting is full of me of emotional intelligence basic, and I think it'sreally well done from netting the way they timed it. I don't know how much ofit was crypted or that, but hopefully not too much but yeah. I think it it'snot it's not! It's not a team cut book, but I think if people don't really wantto read too much about it and I think it context of the radical can no lesschance you, the basketball one is is one that they should watch him. I willcourage you to war, you and you and give me your favor. Well, I willabsolutely well. I think it also brings back to all of the best leaders capturethe hearts of their people right, so think about how much more that meanspeople will go the extra mile for them because they know they care and theywant to give back to them. Yeah yeah, I mean, and you know it's it's something. That's you mentionedthat only ones, but it's upon being very true to your feelings as well. Ihave situation. I've got to admit that situation O. I found it very difficultto care about people. I had situation Wal. I found it difficult to strike arelationship with people or even if they were good, because for some reasonyou know yeah, not everyone clicks with everybody, that's normal, but I think Igrew up now and you know I think I've got kids. I've got all that, so I thinkit changed your little bitch in life and now the people who are coming inand that I don't make me feel as Maras I'm competing with them or whatever issmall. Like you know, you've got you must treat them as your kids, right,it's okay and effect and- and I think one theatre changing in my state isthat maybe ten years ago I used to probably care, because I knew that Ihad to care or to look like I'm carrying. I know I can say that Januarygenerally care and I think it's easy for me to because it's my company right,so you know it's a very important...

...because being genuine in all that inall the things that we are discussing today is also very important, becausethe day people realize that you are starting to manipulate them andabsolutely agenda. I mean that's Praveen this from me when the thingsjust exploding your face right, so they can, they can smell it a mile away ifyou're being fake, but also it's funny what you said they're about kids- I am,I don't have kids, I have a horse and a dog, and I never wanted kids, but I ambut I joke. If I joke to my previous boss, I said I don't like kids, but Ifeel like I've got sixty of them to I do. I do feel like the Mama Bear withthem. You know I've responsibility, I want them all to achieve their dreamsand keep them honest and that's what I think about. I want you to be able togo by Your House, your holiday, your you know, by the engagement ring bywhatever a horse, and to do that, I need to be talk with you right now,because you're you know, so that's how I think about it. But life life is life is rannical, so yougot to get it, go, get it now and it's nothing better. On anthing people are,you know better humid people get into there. We've got we could in the sixtiger club or people on getting to no house and the Anowara party you justget your into part of is just I just been very nice, but in anyway we get into generate we've, been spending part too much thing together, Wendy I thinkwe could probably carry on for ever. I wanted to thank you so much moerens.There are really really andrade conversation now, not that like to toexcuse that if people, let's say I'm a European Company, I love what you haveto say about povile intelligence, or I want to speak to you about leadershipor whatever. Basically, I want to have a check this Wendy. What's the best wayto get old of Im, I'm on link Dan to Wendy, Harris on Linton and and alsoyou can contract us to the gang website, which is gone, dot, Io and somethinghappy to chat. That's great! Well, thank you again. It was great to haveon the OTOME, pre, says or alien and wish you very very well. I cure thankyou, but my operatics has redefinedi the meaning ofrevenue generation for technology companies worldwide, while thetraditional concepts of building and managing inside sales teams in househas existed for many years, companies are struggling with the lack of focus,agility and scale required in today's fast and complex world of enterprisetechnology sales see how operatics can help your company accelerate pipelineat Operatics, dot net you've been listening to be to be revenueacceleration to ensure that you never miss an episode subscribe to the showin your favorite podcast player. Thank you so much for listening until nexttime. I.

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