Maximizing Gainsight for Strategic 1:1s: Elevate Your CSM Conversations with Leadership
As the Director of Customer Success, I’ll walk you through how my team and I use Gainsight to plan and execute more strategic 1:1s with leadership. This session is tailored for CSMs looking to elevate their conversations by leveraging Gainsight's data, workflows, and insights to drive impactful actions and business outcomes. Learn firsthand how to use the platform to think and plan more strategically, and walk away with practical approaches to enhance your role and foster more productive discussions with management.
Hello, hello everyone.
Thank you.
Thank you for attending.
All right.
So I'm probably introducing Rachel Bush, a director of Customer Success at Gain
Sights.
And she'll be talking about maximizing GainSight for Strategic 101s, elevating
your CSM convert.
Leaders also know how to use GainSight to help manage their day-to-day in the
CSM's portfolios,
keeping items that you might be familiar with.
But please start submitting the questions in the Pulse app for Track 3 as you
start thinking of those thoughts.
And if anyone sees a good question that you do want to know about, please vote
those as well
so we can prioritize those questions at the beginning of the Q&A.
And we're going to send the Pulse recording and the audio and the debt.
All right.
So without further ado, let's welcome Rachel Bush on stage and give a round of
applause.
[APPLAUSE]
It's nice to be here today.
I hope we've all had a good day and a half already.
As Paulina says, I'm going to be talking through how we use GainSight to create
better conversations, essentially.
I am focusing this on the lens of a CSM's do we have?
Boop, boop, yes.
Okay.
How many leaders do we have?
Oh, okay.
Maybe 60, 40.
This is good because also it's quite nice.
I'm looking at the lens of a CSM but obviously as leaders, we are there to
encourage to endorse
and also to create the conversations that we need from CSM's to do our job
better.
All right.
Missing, but that's fine.
What I wanted to put a disclaimer here is, look, nothing's going to be
revolutionary or groundbreaking here.
What I'm trying to do is remind us of some basic, some foundationals for one-to
-ones.
What I wanted to be able to do is also reinforce good behavior when we think
about strategic conversations
so that you can go and re-energize the meetings that you're having,
not just within your domain and CS across the different departments
because as we're hearing time and time again, customer success is an ethos
across the whole company
and it's on us as CSM's to be able to have and hold conversations with other
departments.
Okay.
So the agenda again is just a little golden rules around one-to-ones,
the ones I follow with myself and my team.
Then going into, that's absolutely fine.
It's how do I use the toolkits and the data sources that I have to have better
conversations?
And then secondly, just a few reminders and then we'll open up to Q&A.
I've heard that this track is very chatty.
So let's hope there are a few questions, but as we go along and there are some
questions, use your area.
Okay.
There was a slide, I was just like, who am I?
Why am I qualified to stand up here?
I actually started at GainSight five years ago at Pulse.
It was my first day and I was just overwhelmed, excited about the potential of
working in this new space.
I started at GainSight.S. We're still learning.
But it exposed me to the world of CS and to customers alike within CS as well.
I became manager two years later as the EMEA team grew.
And then, and I feel like the vehicle of my success, but my team's success,
about this basic meeting, but it's critical.
Okay, that was that slide.
All right.
Here we go.
This was me five years, three months ago, when a man called Adam Joseph called
me up
and I'm kind of having my business stance on saying, yeah, okay, I'll take the
job.
Being kind of cool.
That was Nick at the Pulse in 2019.
Was anyone there to join me my first day?
Maria was there.
That's it.
Okay, cool.
And then move on to a few members of my teams in our meetings.
Brent will kill me, but why not?
I've put a funny photo of Brent, my boss up there because why not?
Okay.
Let's talk about some of the golden rules.
And there's three, in my opinion, golden rules when we think about one to one's
and setting the scene.
The first one is B Max Verstappen.
I'm more of a Hamilton fan myself, but when in Amsterdam, I've got to go to the
orange.
But the meaning behind this is you're the ones taking ownership.
I don't know what it's called the pilot or the conversations he has with his
technical team.
He is in the driving seat, navigating, dictating where he needs to go.
He's having those conversations and Christian Horner is at the background and
they're working together
and that's why they're so successful.
So the first thing is don't let anyone outside of yourself dictate the rules of
your one to one.
Secondly, and we're saying this, own the meeting.
It's about the preparation, come with an agenda.
Make sure that the meeting is consistent and there is a regular cadence.
I often see we're so busy, there's a customer escalation, can we just ride off
the one to one?
We have?
No.
Like, absolutely not.
And secondly, make sure that you have, I think I've mocked this one up a little
bit with Georgia.
Imagine if a customer is on here and they saw one of our, uh, active items.
I've mocked this up, but this is critical.
Whenever Georgia and I are having one to ones, it's on her and us to discuss
what are those key actions
and I block out that space as a leader to make sure it can be ten minutes
afterwards. I'm there, responsible for the actions that I've got.
I also, um, I asked my one, my CSMs, you can define the agenda, we can come up
with a template and see what works for us.
But critically, I found this agenda works very well.
Where we're celebrating some of the successes.
We're having space for challenges and roadblocks.
That's very important.
Um, and we're also looking at things like the review of their goals and their
personal development.
Um, feedback as well, both for me and for them is very important, baked in.
And then of course, those actions and items.
And lastly, I'll let Dwight put it quite frankly.
Um, you cannot forget about personal development.
I don't mean to say you need to be doing this on a weekly or a biweekly basis,
but whether it is baked into, um, every two months, every catered to your
personal development is crucial.
All right.
So going a little bit on gains to have better conversations together.
Let's start with the first one.
So the first thing that I look at and when we're talking about, um, with, with
a CSM is what data do we have and within gain site, we have it set up quite
well. But what data do I have at my fingertips in order for me to create my own voice
for my own book of business?
We've heard it before.
You're the CEO of your own book of business.
Um, you need to be in that, that driving position, but utilizing data and a
tool like gain site in order for you to have an understanding of encouraged CS
Ms when they're having one to ones to think about.
This is an opportunity to go to my board.
Uh, that might be the leadership.
Go to my board and talk to them about, uh, the companies that I'm responsible
for.
That's how you have to think of it.
Um, and an example here is a CSM will say, look, I've, as you know, the account
ratio is a little bit over than what we originally stated.
Um, now I'm managing a book of business and 10 million and we're at, um, X
percent to, to the goal that we need to be.
If we're setting the scene and thinking global, we can then drill into more of,
um, the micro elements that make up how we manage our customers.
Um, it's also really important for a CSM to understand when I say that because
CSMs will come and you will have that knowledge to ask requests back to the
business.
But it can't, your voice will be louder if you're detailing it in trends that
you're seeing across the last quarter, six months, et cetera.
Health status of, of our customers.
My CSMs will drill into, for example, the red 12 accounts that are in red for
my health score.
Six of these have a characteristic that's, that's linked to this risk.
It could be about, um, stakeholder alignment.
We, uh, we've had a lot of stakeholder alignment change at, um, what process
says do we currently have to help with stakeholder alignment?
And we can start to then build a plan or identify gaps where needed.
So it helps me as a leader to then go back to Brent or the business and say,
within a mayor, over the last three to six months, we have, um, been negatively
impacted because the market's quite volatile.
We're seeing this title and we're seeing it in this book of business.
We're having 50% of our customers in the red dedicated to this particular type
of risk.
That type of conversation is strategic and it helps guide or grease the wheels
for me to then make, uh, changes to our process.
Um, and so a practical tip is thinking like a CEO, but we'll buy a trend and
then also potential requests or aspect to leadership.
I'm not expecting you to sit to, uh, you've got one, one to one next week and
you're saying, great, I'm going to find a trend and an ask.
This is something that has to be developed over time.
Um, but it's nice to start having that mindset.
So thinking, you're the voice.
Secondly, um, and this is really important, aligning CS with your business
goals.
If your toolkit or gain site is set up properly, it should be set up, uh, in a
way that supports your key processes.
So let's say you are responsible for the adoption and the renewal stage.
We all have financial data in there.
We'll have usage data in there and hopefully we will have key processes, work
flows we call it.
So let's say call to actions that help you, uh, increase adoption and have
earlier renewal conversations, taking those two key examples.
Um, but as we know, a lot of what we do, uh, or a lot of what a successful
customer is is dependent on other departments.
And so I've encouraged my CSMs to have conversations with cross-functional
leaders, cross-functional teams on either projects that they're working
together on.
Or even projects that they're not, where they're saying, and they're utilizing
gain site, um, and they're bringing up their dashboard around CSQLs or SIS.
Um, and they're going to their marketing lead and saying, over the last quarter
, um, in my book of business,
we've been able to have, I know we have a target of having 10 reference calls,
um, in this last quarter.
I've been on track with five and here are the key, um, customers that have
recently had these, um, calls.
And I'd like to hone in on this customer in particular because I do think they
're a strong advocate and I'd like to introduce them to the referral program
that you're responsible for.
If you're using the data that you have working day in, day out, highlighting it
, um, to cross-functional leaders to benefit their overall initiatives,
that's number one, I'm going to get you on the radar, but it also helps CS
become a lot more involved and integrated in cross-functional projects.
That you know how CS fits in, uh, to the larger business goals.
That's, that's also my job.
My job is to help educate, um, our CSMs on how our role, uh, play a customer
journey and the business goals.
And then it's on the CSM also to use the data at their fingertips in order to
then start making those collaborations and get an example that my CSM's time
and time again,
utilize gain site, um, data and product requests to then try to influence and
shape the roadmap.
Um, so a practical tip here is know your metrics as a CSM.
That's just guaranteed.
That's, that's something that we need to know.
But also be curious and know the metrics of to, uh, build cadences with them as
well.
Don't overwhelm them because they're busy too, but making sure that, uh, you do
have a touch point with them is very important.
Secondly, I love this one.
Driving insights and accountability.
You can say that all day, but actually as a CSM, isn't there?
I don't know if there's anything to share accountability and actions with other
people.
Because a lot of the time a lot comes on us, but there's so many dependence on
success, um, that it is, how do I utilize gain site or the toolkit that I'm
using today in order to number one,
ever, the bonus to other people, but then also hold them accountable for key
actions that they need to do to move this solution along.
All sounds good, but what does that mean?
Um, two critical examples of how a CSM at gain site will use, um, gain site.
I really wanted to make a joke about a different CRM system was that better.
Uh, how they use gain site for two key processes.
The first one is risk escalations, and that can be flipped onto expansion as
well.
Um, but currently and especially around, um, the, this quarter, we're coming up
to end of our year, we want to make sure that we're on top of risks, but risks
in the future too.
So the financial year 25.
Um, and what we have here is a CSM coming.
Two, a one to one meeting with us, with myself, sorry, and having dedicated
space to say, I do have, um, outlined risks, but out of these risks here are
three or two of the flagged ones that I need to be escalated.
Um, and for it to be strategic, there needs to be information.
So my CSMs know the process.
They know when they come to me, I will ask for a breakdown in the background of
that risk.
Any previous stakeholders internally and externally involved.
Um, and then also what are the actions or next steps?
And that's all, uh, compiled into a call to action that we have.
All my CSM has done is flagged it to me.
And so now we're starting to have a discussion.
Um, uh, the second one is around outcomes.
Um, and this is huge.
We use our own feature called success plans.
You can use Excel.
You can use other things as well, but having a dedicated space where you are
able to outline the information or the background information about your
customer that is real.
Um, if you're having a space where you're identifying what key objectives that
are measurable.
Um, and also what are the key tasks to make that objective stick in line in
terms of realistic due dates.
But also we have a timeline.
So that means any additional information, um, or engagements according to the
success plan.
Now why is this strategic?
Because we're turning our activities into outcomes that the customer cares
about.
And we're also using this success plan to validate with the customer.
So when I say our CSM is having strategic conversations with leadership, this
is about leaderships within their book of business as well as internally.
Um, and I've seen this work very well where we've come to exact conversations.
They brought me in as well.
And as Zach has said, we're not getting the value, um, that we originally, uh,
wanted with game side.
And that I do hear that a lot.
And we're saying we're not getting the ROI.
Where are we?
This might be and wanting to get up to speed with game side.
My CSM will have a success plan.
Um, and we will have reviewed it and we will review it with that, uh, leader.
And it's really, really constructive to be able to dig, um, to be able to
explain to them the background of where we've come.
Some of the obstacles to our objectives.
Um, and so what the dependencies are on their company.
So again, the strategic element comes back to holding us accountable.
And a lot of the time that is in, uh, a CSM's head or the account manager's
head, having it in one place where we can track the progress and we can also
hold the beneficial.
Um, and so when I talk about how do I drive, uh, insights and accountability
across key processes.
Uh, here are some, two of the key examples that come to mind.
Last thing, successful narratives with customer data.
And this also goes into the type of data that you have in your toolkit, but
also thinking back to working with your ops team around as a CSM, he
accountable for, and working with an ops team to hopefully drive a dashboard
that you can go into.
And so you know, out of my, um, key KPIs, is that, for example, MPS, is that
adoption metrics.
Um, do I have visibility on the number on G.R.R.
data you have, and then how do you have a space to transform, uh, your
dashboard into something that works for you.
So what we have here, typically in our one to one, I'll go to my CSM one to one
dashboard, and it will be all the key processes that we'll see us metrics.
Now this is one of the key metrics that we're held accountable for as a team,
and that's something called verified outcomes.
I'm sure you've heard of it before, if you haven't.
Um, it goes back to success plans and it goes back to the number of outcomes we
have achieved and verified with our possible.
For the identification, the documentation, and also the, uh, the computer ones
to have a report that is based on this key KPI.
Um, and what my CSMs will do, especially in some of the performance review
sections we have in one to ones, will go through that dashboard, and they will
be able to, with data, start to create a narrative of success for them.
But also when it comes to success, we're also looking at personal growth and
where they can develop.
And so it's not that gut instinct conversation anymore, it's actually saying, "
Okay, Rachel, um, here are the key KPI's that I'm held accountable for.
This is how I'm trending." So the CSM is doing very well, but this is how I'm
trending towards our targets.
Um, and here's where I feel like I've made the most input as a whole, as a goal
, as a team, sorry.
Because in our dashboard, we will have CSM individual filters, but we'll also
have team filters.
And so being able to understand where your performance drives the team as well
is very important.
So I think looking at critical for my CSM, and I encourage that.
Um, so again, it's practical tip is knowing what your holds accountable,
working with your CS Ops team,
and making sure you have a dashboard and reports that can translate some of
those metrics into your tool, like Game Site.
And then holding internal QBRs with leadership, or EBRs, or annual QBRs,
whatever the cadence works well with you.
Okay, so a quick reminder of what we've gone through.
Thinking about the voice of business when you look at Game Site and you look at
your dashboard is critical.
Thinking about what's in it for them. So the crossfunk are important for them.
Where we can then collaborate together to make our customers successful.
The AA battery is looking at actions and accountability.
So how can I use a tool like Game Site to surface the actions and the
accountability that are required for myself,
but also for other dependencies. And again, success stories.
That could be around customer success stories, but also your own.
All right, so I've left about 15 minutes, 2015 minutes for Q&A,
but I hope you found that helpful.
Bush, I think a great leader is what makes a great team.
So that's a true testament to Rachel and her team.
All right, we'll start with some Q&As. I'm going to help moderate.
As a reminder, please submit those in the Slido app.
So starting with the first one, which cadence would you say is most efficient
when it comes to one on ones,
whether it's biweekly or monthly?
I'll keep you on as well because it's interesting you're a CSM at Game Site,
but you are under a different leader.
So it'd be interesting to see what cadence you have.
So actually, I've toyed with biweekly.
For me, if we have biweekly meetings, because we do have other touch points
across the week,
we found it working very well.
So we have a biweekly meeting of 50 minutes, where we will go through an agenda
akin to the one that I put up or some of those actions before we then meet
again.
But we do have, just to caveat, we do have weekly revenue and weekly.
The cadence that has worked is biweekly.
My husband, I hear him, he does weekly 30 minutes meetings with his team.
He runs a sales team, and so he's found that quite useful.
So I'm not going to stand here and say you have to do biweekly.
It's kind of what works well for you.
But bearing in mind, I'm thinking about the other meetings my CSM and my team
are in,
that's why I've put it as biweekly.
Yeah, I think in the market team, I have weekly calls with my manager,
and they are 45 minutes long.
Sometimes that can be 30.
So it depends on what we need to talk about, the extent of the action items,
and any personal development discussions that we want to have as well.
All right.
Next question.
How can we avoid trying to go through a complete book of business with a
question on a couple of clients during the one-on-one?
Yes.
How can we avoid trying to go through a community?
This goes back to the agenda and looking at,
again, if you've got your leadership with you for one-to-ones, what, this is
your space.
So what is it that is needed within that one-to-one time?
So I would say having, for example, if it's key risks, hopefully not all of
your book of business is expansion.
I mean, that'd be great if your whole book of business was involved in
expansion.
But it's actually saying, okay, I've got my leader for 45 minutes or an hour.
What are, it could be really simple agenda.
And I really need in the first three to six months to get my book of business
in order.
So be able to talk through key risks, the retention coming up in Q4, in
navigating that.
When you do have a one-to-one, it is quite open.
I would say then you are at risk of going through a complete book of business
review.
But think about what are the additional, is this right for my one-to-one?
Because there will, and it should be additional meetings with your team, where
you probably will connect to other areas of your book of business.
So if I'm trying to concise that it's like, okay, in your one-to-ones,
depending on the state of the business, the state of your book of business,
and what the company is asking you to achieve in the next quarter or six months
, use quite a specific agenda item for why you need that meeting with your
leadership.
And then think about what are the other meetings I can utilize, so I'm not over
populating this one.
I love that. And you mentioned earlier, being the CEO of your business, which I
think resonates a lot as a CSM.
The next question, can you share some examples of the verified outcomes that
you track at Gainsite?
Yeah. Do you want to share one, and I'll share one one book of business?
Yeah. I think, so we track quantifiability and qualitative verified outcomes,
so maybe I'll cover that piece.
So from an outcomes perspective, we try to get quantitative outcomes, and what
that means is you're tracking some type of KPI.
So let's say I'm launching a risk framework with a customer.
The first success that we want to track is probably not quantitative, because
they just launched it. So the success there was that they didn't have a risk
framework,
so that's an example of a qualitative outcome.
Eventually, once the framework is in place, we want to track any metrics.
So risk framework is in place, qualitative, but now how many risks did you
capture, and what's the revenue tied to that?
We want to track any type of revenue to an outcome, so that by renewal time, we
can tie some dollar amounts or some type of quantifiable metrics to the
successes in the ROI you have with your partnership.
For us verified outcomes, so you guys are our stakeholders, and so the things
that we're talking about today, yesterday,
it's how has Gainsite influenced, or are our suite of products, influences like
GR and NRR,
or actually how have we been able to look at building out community and
starting to see support tickets reduce,
because we're getting more community verified outcomes as a percentage of
support tickets that were decreased,
because we were trying to build out community within our customer of ours.
I love that. Yeah, we love our outcomes because they definitely helped during
renewals.
Yes, yes, yes, yes.
Awesome, so Sandra, what's something that you don't want to see in 101s?
That's a good question.
It is a good question.
It is something that if there is a previous meeting or a process that we can
utilize, I probably don't want to see something like that.
I do give my CSM's free range in terms of the one-to-ones because I am quite
confident that if there is anything in terms of what I need to know as a leader
Gainsite will tell me, feels like staring.
So I'm quite open to my one-to-ones because it's also a space where I as a
leader can understand what is top of mind for my team.
So if they've, we've just had a meeting before or if it's actually in a risk,
they can bring it up,
but I don't want them to also feel like they have to do Gainsite because, again
, I don't want to duplicate effort if there is,
unless it's additional information, we don't really need to talk about it in
our one-to-one.
Yeah, I love that. I think the open door or open conversation approach that you
have is really great because that is CSM.
So I think that's a big piece to how you approach keeping it open but also
action-oriented.
All right, next question from Tommy.
What would you recommend as key metrics to drive?
I mean, we touched upon it a little bit around verified outcomes. I think maybe
three, four, five years ago,
we were looking at things like engagement, but we weren't actually looking or
measuring was the type of engagement.
And so that's an example of how do we drive actions that's a little bit more
strategic is honing into, okay,
this book of business was successful. They expanded VP of CS or CCOs.
And so then we translated a metric into across a cadence, depending on the
segment quarterly, annually.
Are we engaging with metric, which is really good. We need to engage with our
customers into something strategic,
but looking at the persona of our engagements.
So I think that would be one of the examples of how we've turned key metrics
into strategic.
Again, the shift from qualitative to quantitative verified outcomes.
I don't expect someone to come to my door and say, yes, we just have a
brilliant business case and the CFO will gladly sign gain site.
That's just not the reality anymore. And so our conversations should be day to
day.
And if they're not bringing it to us, how can we help continue to build a
business case of value for you?
And so having quantitative verified outcomes that have been validated by your
customer is a critical shift in key metrics to make sure that you are strategic
And I think that's been a big changing point for us in the last couple of years
I love that. Completely agree.
All right. So what are the key components of a good one on one?
And what do you expect from individual contributors to cover and not to cover?
I think good components of a one-to-one, as I was saying earlier, is it has to
be something that is not ad hoc.
So it's something that is religious in our calendars, and we really try our
hardest not to dilute that with additional meetings.
A good component of a one that is transparency. If you're not bringing what's
top of mind to the table with me,
then it will come out eventually a quarter, six months later.
So again, a good component of a one-to-one is a safe space.
Thirdly, is setting an agenda that we're not just going to spend 45 minutes
talking around topics that come to mind.
There is a dedicated set agenda. You could say good customer meeting.
You've gone in with a clear agenda. You have made sure it hasn't slipped from
your cadence, whatever cadence it is.
You've got the key stakeholders involved, and you have the data to have the
right discussions based on that agenda.
I'd just say it's exactly the same as a good meeting with your customer.
And it's pointless. It's just hot air between two people.
I love that.
All right. Next question. At the moment, we are having a separate one-to-one
session for purely commercial topics,
like pipeline creation, target achievement. Would you say this makes sense, or
would it be better to capture everything under one set of everything?
Does anyone want to ask that question?
Do you want to just give me a little bit more information around your business
and maybe some of the goals that you have,
just so I can see what you do.
I work for Channabal, which is a company for e-commerce, sell in a multi-
channel strategy online.
We are currently dividing, so we have biweekly sessions, and one is purely
dedicated to sort of an agenda you shared here.
Maybe successes, blockers, takes when where I sit together with my team leads
purely to look at my pipeline,
see how it's going, how far am I ahead in the target achievement, which is
measured quarterly, NRR achievements.
So, yeah, those topics are quite separated one from the other, but now, yeah,
seeing the agenda you propose,
I'm wondering, wouldn't it make sense to capture altogether and relate that
commercial part also to your goals, successes, even personal growth.
I do think if you're not doing it already in the separate one-to-one, to have a
section dedicated to that,
because this clearly is a key process and metric for you, so I would say at the
very least,
feeding that into your one-to-one with your manager, absolutely.
It does seem like they're in a one-to-one, if it is topic, and especially
commercial, if that's the key part of your role.
I would, personally, have it as separate so you can go deep, and then have your
one-to-ones as a way of surfacing maybe the top three accounts
where you may celebrate a celebration of success for you.
That's what I would do.
Okay, okay, thank you.
Makes sense.
So we've got maybe a question for time for one or two more, and then we can go
to lunch.
Yeah, does anybody, actually, I like that you were able to clarify, so if I
want to hand the mic to anyone on the next question, I'm happy to do so.
Oh, we've got a handout.
Perfect.
I'm blinded by the lights.
I saw your hand.
Yeah.
Hi, Rachel.
So as a leader, do you value optimism or pessimism when it comes to forecasting
So, for example, I take the approach that better to under-deliver or under-prom
ise, under-deliver with respect to my four...
I also think of how many people are in the room.
I think if it's on a one-to-one, I'm more open to say that if there's more
people in the room, I'm like, we're all singing hallelujah.
No.
I would probably do cautious positivity and all cautious, because I do get
broad statements of, I don't know, half of my book of business,
is X or actually if I'm looking at a forecasting of this customer for renewal,
I'm going to put it down at 25.
So I would say cautious... I am quite a risk, I'm risk-averse as well, but I
would say cautious positivity.
However, that's just the sentiment. It has to them, when was the last time you
spoke to the stakeholder?
What is the budget? Do they understand the... Do they know the ARR?
So I would say it's cautious positivity, but it's more important, the follow-up
questions that I ask, so we get to a more accurate forecast.
But I would say, yeah, that would be my answer.
Does a burning desire for one more? Let's go.
And then we can close out, because I do appreciate you guys have had a long two
days.
But we have one.
I was going to jump in as well.
Hi. So really a quick question. Some CSM's read lots of review or revisiting of
their soft skills,
other than the commercial, like the... In my experience, in one-to-one sessions
, most CSM do not have time to discuss these.
There's some challenging customers' conversation, challenging situation that
they need to overcome, and it's a leader.
And the other question is, would you rather separate the personal development
conversation away from the one-to-one,
or just combine it together, because sometimes personal development doesn't
include the key-be-eyes and other related outcomes?
Yeah, that's it.
In my one-to-ones, reinforcing some of the professional development goals that
we set at the beginning of the year.
I think it's always important, like in a success plan, that they are reinforced
, reminded, sometimes they need encouragement,
because the work can be difficult.
But if I, as your development at the beginning of the year, and because you're
going through these motions of save plans, expansion plans,
that's helping you. So I do think, and it doesn't have to be every week, it can
be a space that's blank,
but I do think it should be there. But if you're going to dive deep, it has to
be separate.
When you're talking about professional development, areas of development
feedback, I would carve that team.
But again, I have a team of around 7 to 8 CSM, so it's not like I'm managing
men.
I can do it within my time.
Amazing.
All right, round of applause for Rachel Bush.
Thank you, everybody. I hope you enjoy the rest of the afternoon.
(clapping)
