The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 6 months ago

Friday Fundamentals: 154 David Hershenson

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Friday Fundamentals: 154 David Hershenson

Everybody. Happy Friday. It's Sam Jay goobs. You're listening to the sales hacker podcast and this is the Friday fundamentals podcast. You know, Friday fundamentals a short five to ten minute format where 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 twenty year veteran of the start up land. He got to start at sales force back when they were just two hundred people. He worked at Yammer before they were sold to Microsoft and he has got a perfect framework for for you to think about how to manage and navigate your career and it's something we talked about a lot on this show and in the context of the other stuff that I do. So it's really good, really good advice, really good insights. Before we get there, we want to thank our sponsors. We've got two sponsors for today. The first is outreach. Outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activity and scaling customer engagement with intelligent automation...

...outreach makes customer facing teams more effective and improves visibility into it really drives results. We're also sponsored by pavilion. Pavilion is the key to getting more out of your career. Our private membership connects you with a network of thousands of like minded peers and resources where you can tap into leadershp opportunities, professional development, mentorship and other services made for high growth leaders like you. Unlock your professional potential. Get started today a joint pavilioncom hirst, welcome back to the show. Rip To be here. Thank you, Sam. We're excited to have you so our question for you today give us your framework for how to successfully manage and navigate your career so that one day we can all be like Hersh yeah, I mean it's I break it down into five fundamentals and the lessons that I've learned over the course of my twenty year career, and I always say that I wish someone had told 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 present yourself. 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 to operate your career like you would a sales cycle. If I'm a seller and I have a sales process, I'm trying to trying to convince someone to buy my product or service. You need to think about doing that in terms of your career growth. So if you're an st are looking to move to an eighty role, or an ae who's been doing that success when you want to move from, say, the S and be market up to enterprise, or someone who wants to take their career from an individual contributor to a first time manager, you need to build the not only build those relationships, but talk to the people and figure out who within...

...you, within your organization, is going to make that decision. The third thing is, as soon as you possibly can, begin to invest time and energy to grow and nurture your professional network. I have had the great opportunity to work in a some really great companies, but I've also had a great opportunity to work with the same people in multiple places and that is because of the relationships that I was able to form that they were able to form with me, and there are people out there that I would happily work with again. And so I have found that as I've aged in my career and take taken on more responsibility, the jobs that I want are necessarily advertised on a company's website and so my ability to reach out to others who I've worked with before to let them know that I'm interested. It's that's how I planted pretty much every job since leaving sales for sales force back in two thousand. The four thing I'll say is you don't want to burn bridges and highlight the example...

...that, you know, for people who have worked for me, ten years later, I'm still getting inmail requests for 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 interviewer asked 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 think this is the most important. If there's one thing to take away from this whole experience, and I say this the same thing to our current team where I work, is that if you're in if you're working for a fast growing startup, change is the only constant. If if you're not at the type of individual that can embrace change and roll with it, versus it barreling you over 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 did not look like it does today a year...

...ago and it will not look like it does a year from now, and so just know that you have to embrace that change. Be Flexible, be bold, embrace it, figure out to find your place within, within that and in your still set yourself up for success. I love it. So, just recapping quickly for everybody out there, build your brand, but really focus on your internal brand. What's it like to work with you, and that that place to something we'll talk about in a second. But remember to operate your career like you would a sales cycle. That means finding the decision makers, finding the key influencers and nurturing them. You invest time and energy to grow your professional network. As you 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 the internal brand thing. Play the long game and then, of course, changes the only constant. But again the burning bridges thing. Hersh is saying he still gets feedback requests, back channel feedback request from people that are worked with him ten years ago. So just understand how people perceive. You get the feedback at least, and then you can do something with it. herst this has been awesome. It's been great having...

...you as a guest for salesacer podcast this week. If folks want to reach out to you, what's the best way 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 and answer questions or offer input. So yeah, thank you, Sam. This was a lot of fun and I really appreciate the opportunity to spend some time with you and have a great conversation well, we we loved having you as a lot of fun folks. If you reach out to me, you can. If you want to, you can email me Sam at join Pavilioncom or you 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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