The Sales Hacker Podcast
The Sales Hacker Podcast

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Friday Fundamentals: 154 David Hershenson

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Friday Fundamentals: 154 David Hershenson

Everybody. Happy Friday. It's SamJay goobs. You're listening to the sales hacker podcast and this is the Fridayfundamentals podcast. You know, Friday fundamentals a short five to ten minute formatwhere we bring you actionable insights to help make a difference in what you do. Today we've got this week's guest back on the show. It's David Hershenson, Aka Hirsch. He's the chief of staff at Trey. He's a twentyyear veteran of the start up land. He got to start at sales forceback when they were just two hundred people. He worked at Yammer before they weresold to Microsoft and he has got a perfect framework for for you tothink about how to manage and navigate your career and it's something we talked abouta lot on this show and in the context of the other stuff that Ido. So it's really good, really good advice, really good insights.Before we get there, we want to thank our sponsors. We've got twosponsors for today. The first is outreach. Outreach triples the productivity of sales teamsand empowers them to drive predictable and measurable revenue growth by prioritizing the rightactivity and scaling customer engagement with intelligent automation...

...outreach makes customer facing teams more effectiveand improves visibility into it really drives results. We're also sponsored by pavilion. Pavilionis the key to getting more out of your career. Our private membershipconnects you with a network of thousands of like minded peers and resources where youcan tap into leadershp opportunities, professional development, mentorship and other services made for highgrowth leaders like you. Unlock your professional potential. Get started today ajoint pavilioncom hirst, welcome back to the show. Rip To be here.Thank you, Sam. We're excited to have you so our question for youtoday give us your framework for how to successfully manage and navigate your career sothat one day we can all be like Hersh yeah, I mean it's Ibreak it down into five fundamentals and the lessons that I've learned over the courseof my twenty year career, and I always say that I wish someone hadtold me these things early on to avoid the mistakes. Are Learning Opportunities,as all call them. But the first...

...one is spend time building your brand, both externally, you know, and there's a lot of good data,podcasts and such out there online around doing that through Linkedin and how you presentyourself. But don't forget about the brand that you build internally as well,within your current current organization. The second piece is that, again, again, this is a wish somebody had told me this was that you need tooperate your career like you would a sales cycle. If I'm a seller andI have a sales process, I'm trying to trying to convince someone to buymy product or service. You need to think about doing that in terms ofyour career growth. So if you're an st are looking to move to aneighty role, or an ae who's been doing that success when you want tomove from, say, the S and be market up to enterprise, orsomeone who wants to take their career from an individual contributor to a first timemanager, you need to build the not only build those relationships, but talkto the people and figure out who within...

...you, within your organization, isgoing to make that decision. The third thing is, as soon as youpossibly can, begin to invest time and energy to grow and nurture your professionalnetwork. I have had the great opportunity to work in a some really greatcompanies, but I've also had a great opportunity to work with the same peoplein multiple places and that is because of the relationships that I was able toform that they were able to form with me, and there are people outthere that I would happily work with again. And so I have found that asI've aged in my career and take taken on more responsibility, the jobsthat I want are necessarily advertised on a company's website and so my ability toreach out to others who I've worked with before to let them know that I'minterested. It's that's how I planted pretty much every job since leaving sales forsales force back in two thousand. The four thing I'll say is you don'twant to burn bridges and highlight the example...

...that, you know, for peoplewho have worked for me, ten years later, I'm still getting inmail requestsfor are people who they're interviewing with and want to do a back channel reference. And you know, unfortunately, if if it wasn't a good experience,then you know, and I'm asked at all in important question that every interviewerasked me is like what I work with this person again, you know,I'd say the answer would be now and then the last, and I thinkthis is the most important. If there's one thing to take away from thiswhole experience, and I say this the same thing to our current team whereI work, is that if you're in if you're working for a fast growingstartup, change is the only constant. If if you're not at the typeof individual that can embrace change and roll with it, versus it barreling youover like a ton of bricks, it's high tech is not for you.You have to you have to know that the company that you work for didnot look like it does today a year...

...ago and it will not look likeit does a year from now, and so just know that you have toembrace that change. Be Flexible, be bold, embrace it, figure outto find your place within, within that and in your still set yourself upfor success. I love it. So, just recapping quickly for everybody out there, build your brand, but really focus on your internal brand. What'sit like to work with you, and that that place to something we'll talkabout in a second. But remember to operate your career like you would asales cycle. That means finding the decision makers, finding the key influencers andnurturing them. You invest time and energy to grow your professional network. Asyou all probably know, I run a company that helps will do that.So obviously I believe in that. Don't burn bridges. That relates to theinternal brand thing. Play the long game and then, of course, changesthe only constant. But again the burning bridges thing. Hersh is saying hestill gets feedback requests, back channel feedback request from people that are worked withhim ten years ago. So just understand how people perceive. You get thefeedback at least, and then you can do something with it. herst thishas been awesome. It's been great having...

...you as a guest for salesacer podcastthis week. If folks want to reach out to you, what's the bestway to do that? How can they contact you? Yeah, absolutely,reach out via Linkedin. Send me an in mail or message through there.I'm on it all the time. Will happily, happily respond to connect andanswer questions or offer input. So yeah, thank you, Sam. This wasa lot of fun and I really appreciate the opportunity to spend some timewith you and have a great conversation well, we we loved having you as alot of fun folks. If you reach out to me, you can. If you want to, you can email me Sam at join Pavilioncom oryou can find me on Linkedin. Linkedincom. Forward, slash the word in.Forward, Slash Sam F Jacobs and hope everybody has a great weekend.We will talk to you next time.

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