Modern Performance Deep Dive: Annelies Husmann, Director of Sales at Mode Analytics, Discusses Hiring, Communication, Delegation and More.
It was her idealism that initially led Annelies Husmann (LinkedIn) to sales. As someone who always considered herself an environmentalist, she had landed a dream job at Opower, a customer engagement platform for utilities. Laying out the benefits of smarter energy consumption was a natural fit for her. But before long, she found that she had fallen in love with selling itself. Since those early days, Annelies has also become attached to startup culture, moving from Opower to Yammer, and then to AdRoll, where she was exposed to management and mentoring. She immediately took to the challenge of helping others develop and grow their careers. In her current role, as director of sales at Mode Analytics, she built out a sales and account management program from the ground up. In a wide-ranging interview, we touch on topics including how she uses her personal work time, winning like you’ve been there before, and why she can’t stand the phrase ‘open-door policy.’
One of the things that sets my hiring style apart is that I don’t have an exact formula for finding a killer performer. Teams and organizations are really great is when they draw people from diverse backgrounds and experiences. That being said, I do look for some key attributes in the interview process.
“When hiring for high performance, I look for some sort of record of having done it before—whether it’s in academia, sports, or a previous role. Then, how is that transferable in some sense to the role we’re interviewing for?”
I want to get at what it took for them to achieve success. Was it something that they really had to work for? Or did it just come naturally to them? If it fell more on the natural side of the spectrum, then I would want to dig in more about whether they have the dedication to grind, learn, and improve.
What exercises, tests and interview questions have you found useful in identifying high performers during hiring?
I don’t personally believe in “gotcha questions.” They ultimately don’t serve the intended purpose and instead only create uncomfortable situations.
“I want candidates to tell me stories about their past performance. In sales it’s important to be engaging as a storyteller, so I begin to test that ability.”
Having candidates walk through their stories demonstrates whether they have the emotional quotient to say, “These are what my struggles were, and these are the ways I overcame them.” Of course it also tells you how they view their successes. Are they humble? Are they not? Are they going to be a great culture fit?
Onboarding should never become stagnant, and one should always be working to improve it. Whether it’s the actual modules, the way you teach people, or what you’re teaching them—your approach should always be changing because you’re selling a product that’s always changing. Assign new hires a partner to help them with the little questions that can be really important. One should also think about the seating schedule.
“New hires should be able to spin their chair around and ask questions. They should be learning not just from one person, but from different people and different departments across the organization.”
It brings people into the culture of the company faster and they feel more at home. You also get to say, “Hey, Ryan, you are are best presenter of our deck. You should definitely be teaching this module to our new sales team. It leans into your strengths.” Then of course you get that tertiary benefit of new hires having a one-on-one relationship with Ryan, who’s really good at this skill set.
Sales culture and sales values should support company culture and company values. Before new hires even arrive for their first day at Mode they all have our values doc. They’ve read through it. I’ve talked them through it. They already have a pretty good feeling of what it’s like to work at Mode and on the sales team. Leading by example is also really important. It’s Management 101, but it’s something that gets overlooked more often than not. In sales we tend to have earlier hours.
“I’m one of the first few in the office every day. For me, personally, it’s one of the ways I like to lead by example.”
I also try to make it fun to be on our sales team. I hold team events. I get new hires in the mix. Making sure they’re getting to know everyone is also really important.
I meet with most of my team on a one-on-one basis each and every week. With new hires we do it maybe twice a week. Then, as they get ramped, we move it down to once a week. I see my more senior team members every other week because their schedules tend to get pretty crazy. In one-on-ones the secret is just being present. I know that will sound a little San Francisco-new-agey, but it goes a long way to have your laptop closed and to take notes. It’s their thirty minutes. You want to commit to that as soon as you walk in that conference room door. It’s important that one-on-ones are consistent and predictable. Do them on a regular cadence, and follow the same agenda so that things don’t fall through the cracks. You have to come prepared. Spend fifteen minutes before each one-on-one reviewing last week’s notes, preparing this week’s notes, and dropping in Salesforce links, so you can have a really great thirty minutes. Set the right expectations from day one. I guide new team members by saying, “These are the topics we might talk about. I can help you choose the first few.” I want to help coach them and get them to the point where they understand the value of it.
“There are two time slots every day that I reserve for personal work time so that I can have some time to come to one-on-ones prepared.”
I spend a few minutes in the late afternoon looking at my meetings for the next morning and a few minutes right after lunch looking at my afternoon meetings. The team has to know, “If I come prepared, if I have questions to ask, then it’s going to help me in my career, with my deals, and with my bottom line,” all of which are important to them.
We do a stand-up once a week. With team meetings one must always evaluate, “Is this worth everyone’s time? Are we providing value to each other and to the company?
“A team meeting is an expensive meeting. If you’re taking all ten, twenty, or thirty people off of the sales floor for half an hour each week, then you want to make sure you’re getting value out of it.”
One of the ways I do that is by having the team help drive the agenda. Before the meeting I’ll give them a half-hour reminder. Team members start putting topics in a doc that we all have access to on Quip. They might want to talk about wins, losses, or anything they think the team could benefit from. Then, I’ll reserve a bullet or two at the very end for housekeeping. A lot of the tips for one-on-ones also are applicable with team meetings, like making them consistent and predictable.
The goals of these meetings are participation and engagement. Each week I think of something that the team might really learn from; that’s how I come prepared. A few of the team members have responsibilities for their portion of the agenda every week. One of my AEs, for example, updates the metrics so that they’re always available the morning of the meeting. We don’t just walk through the metrics. It’s not, “We are at 75% of the goal.” What he does is make all of the data accessible so we can read it, and he tells a story around it. Our account manager does something similar. He always has one good customer story from the previous week to share with the team. That way we all have great use cases on the top of our heads as we kick off the week.
“We report team metrics in our weekly stand-ups. For each role we also have a couple of, what I call, ‘metrics that matter.’”
Whether you’re an inbound SDR, outbound SDR, AE, or account manager we agree at the beginning of the quarter on three metrics that we’re going to manage toward this quarter. Then we do a weekly check-in on how we’re doing, how team members are performing from week to week, and their performance compared to the rest of the team. It can be the same metrics from quarter to quarter, or we could change them once we feel like we’ve gotten to where we want to be with those particular measures.
Obviously, being a data analytics company, we’ve got to put our money where our mouth is. So we also use our own platform to manage toward these metrics. If the team is off track, then that’s on me. I need to go in and figure out if these are the right metrics. Are these goals attainable? Is there an outside factor that I didn’t take into account that’s created a hurdle to meeting goals?
The first thing to do is ask, “Is this a pattern for them, or just a one-off?” If it’s a one-off, then let’s just get back on track, pick up the speed, and make up some ground. If it’s a recurring thing, then that’s when we really have to dig in deeper with them and figure out what’s going on. Is this a mental block? Do they absolutely hate doing outbound prospect emails? Is it that they were stumbling with their demos? Were they were taking too long to prepare? Sometimes it’s something they can’t get over, and that’s a whole different story.
“The crux of all this is communication with your team.”
If you have spent the time to build a great relationship with them and spent the time facilitating open conversations, then it’s going to be a lot easier and faster to identify why they’re not hitting their metrics or why they’re not engaged in their one-on-ones.
It goes back to the values and the culture. We might say to new hires, “We’re a team here. We share best practices. We’re not a culture that tries to hide a great email or hide how we closed something successfully. We have team goals, and holding on to information like that would not get us to where we need to go.” At Mode, we’re still developing in small teams. Luckily we haven’t run into too many communication problems yet. We all sit together.
“We’re much more likely to spin around and just talk to each other rather than type messages into Slack. That also means that anyone else near you can turn around and listen in. What could have been a one-to-one communication has now become a one-to-many communication.”
With Slack there can be this recurring theme of, “It got lost in Slack.” There’s definitely a downfall to this approach because messages are not recorded anywhere. That’s something I’m still trying to work through. We have all these great one-to-one communications and team discussions, now, how do we record them in order to help new hires get up to speed?
I make sure I ask my team for feedback on a whole spectrum of issues, including communication style. You know you’re communicating well when the team can repeat back important items like the goals for the quarter and the metrics that matter.
“I can’t stand the phrase, ‘It’s an open-door policy.’ It’s overused. You need to check in with team members on a daily basis to make sure things are going well, not just wait for them to come to you.”
I also tend to have candy and junk food on my desk to incentivize them to come and talk to me. I have this awesome bowl of chocolate-covered espresso beans that I just brought back from Ecuador that are just dynamite. I also have a poof that sits right next to my chair, so people can come sit on the poof. They don’t have to awkwardly hover above my desk.
Delegating is something you can forget about doing because it’s so easy to decide, “I can do it faster,” or “I already know what I want.”
“First and foremost, make sure that you are aligning projects or tasks that you delegate with the person’s interests if you want to draw out their best efforts.”
Communicate the value of the project to them and why you’ve chosen them, so that they know what’s at stake and that you’re entrusting something to them that has real effects on the team and the company. Definitely make an effort the first time around to sit with the person who you’re delegating to, so that you set them up for success moving forward. They can run on their own from there. That way you don’t have to keep sending work back with corrections or edits.
If I’m doing a recurring task, then I ask myself, “Is this the best way that I could be spending my time, or would I have more impact shadowing a phone call or even getting on the phone with a client?” If the answer is that I could be using my time better elsewhere, then I try to delegate that task.
“Once someone is ramped, they’re doing well, and they have their core role on lockdown, then that’s a great time for them to start getting cool projects outside of just hitting quota.”
Make sure they have one or two recurring projects a quarter that they can participate in.
“To set effective goals you have to have buy-in first. The easiest way to get buy-in is to set goals together.”
We can definitely guide team members toward goals that support team and company initiatives, but when you create goals together that’s when I’ve seen the most success in actually hitting those goals. Once you’ve done that take a step back and say, “Alright, are these realistic? Is there a quantitative way to measure our progress toward these goals?” Every quarter I have my team pull together their personal and professional goals and I try to support them, or I reach out into my network to get them help.
“Team goals require you to take a more active role because they’ll be giving the team direction.”
You’re steering them toward a number they’ll be pushing for this quarter or a strategic project that the team will be working on. Still, everyone needs to feel like they have some skin in the game and that they’re able to contribute to the goals. With four distinct roles under me, setting these team goals can be a little tricky. How can one create goals in a such a way that everyone feels as if they can move us toward success? That’s something that, as a sales leader, you need to figure out. In this current role I receive a number from above, and the rest is up for me to solve.
Goals should be clear and concise. You should consistently check in on progress, which is one of the things I make sure is on the agenda for each of our team meetings.
“It’s not just reading off performance metrics; what are the stories behind them? How are the numbers changing from week to week?”
Are we having a really great week for outbound, which will help us kill our number? Or, if we are having a really crappy week, then why is that and what can we do to fix it? It’s also crucial that team members can access the info whenever they want and check progress toward goals. Depending on what the metrics are they either live in dashboards in Salesforce, or they live in Mode. We have a couple key goals or metrics that will always sit at the top of our weekly Quip doc, and they’ll match the first couple modules on the top of the dashboard. We’re a data company. We’d be in a world of hurt if we weren’t making good use of our own platform. Our chief analyst does some pretty killer stuff for me in Mode that supports all of this, so I’m really lucky. As a sales leader, that has made my life so much easier in so many ways.
For SDRs, we use Outlook to tag positive reply rates. That’s something we’ve found effective in tracking outbound SDRs.
“We don’t just track how many replies you got, but how many positive replies because that’s really what’s going to drive the needle for SDRs toward their quota.”
Once we have that number we ask, “How many emails or accounts do you need to touch in order to hit quota?” We always try to move that number up because that’s one of the easiest numbers to increase.
For account executives, we focus on driving deal size, or Annual Contract Value (ACV). As you become more senior, build a better pipeline, and get to know the industry more I want you to be focused on driving your ACV, on a per-seat basis, in the deals you land. I want my team to sell bigger contract values from earlier on. If they can grow their deal size by ten, twenty, or thirty percent, then that means that they’ll hit quota that much faster.
For account managers, the number we want to look at is touch points per quarter for VIP clients. The goal there is defending our relationships and making sure big clients feel loved and cared after.
“Whether it’s for SDRs, AEs, or account managers the number one metric to track is progress toward quota. All these other metrics and goals that we talk about just need to support that.”
From there, for the team as a whole, we can look at how many meetings we set. How many of them were inbound versus outbound? How many of those are we closing? What’s our close rate? What’s our deal size? That supports the account executive’s quota. What’s our return rate? How many people are renewing and by how much are those accounts growing every year? That supports account manager renewals. We present those metrics in team meetings and ask, “What are the themes? What are the trends? What’s the story around these and what can we learn from it?”
One of the things I’m working on with some of my account executives right now is competitive positioning. That’s more of a soft skill. It’s not something that’s easy to track with numbers like one can with emails, calls, or demos. You have to keep an eye on how AEs conduct themselves on those emails, calls, and demos. You have ask each team member, “How did you position yourself and mode against our competitors? Is your ability to do this improving?” We all know what our win rate is, but not all things are equal in those situations. So it’s important to go deeper, to make sure that they are demonstrating industry knowledge and are always improving at competitive positioning. If you go to head to head with a competitor and swing and miss every single time, then it doesn’t matter how many at-bats you have because you’re still not going to do well.
“People will tell you that sales is an art. What they mean by ‘art’ is having skills in competitive positioning, product and industry knowledge, knowing when to push, and when to pull back.”
Those are the types of things you need to try to get at, even if they are hard to track.
In my current role it’s definitely a lot easier since we’re a small team of ten. My primary approach to inspecting work is to track the performance metrics that relate most closely to the goals we have set for each team member. One could inspect emails or record calls. One could shadow calls. One could conduct full deal reviews with the team and start pinpointing areas for coaching. That’s something that goes over really well in one-on-ones.
“It’s best when it’s both you inspecting their work and them bringing it to you for inspection. It should go both ways.”
It’s not always mom looking over my homework, but the team member also saying, “Hey, can you help me out?” Those situations are the ones that are a lot more fun. Have the team provide peer coaching and peer feedback. Last summer the SDR team read the book Spin together. We chatted about it over lunch, identifying key skills from what we had read. Then we would have SDRs shadow each other to provide feedback on the one skill that we decided to work on that week. It was really great to have them collaborating with each other to get better at their work. Having these sort of exercises built into our regular routine also really helps support open communication and an open culture.
One of the phrases that I say to my team a lot is, “Don’t stop.” Look, you’re ahead. You’re in the bonus round. Keep going.
“If a team member has a great win, then I’ll say, ‘Great, you’re on a high. Go call those three people who’ve been avoiding your phone calls.’”
I want them to use that positive energy to keep driving toward their goals. I try to figure out what motivates them and how to get them even more jazzed, whether it’s money or praise in public. And I say, “Don’t stop.” I will reiterate that over and over. In a sales role, you’re not done when you close the deal. If you’re getting positive feedback that means you probably did something great or you mastered a skill set. Great. You’ve now hit quota three times in a row. Here’s what else you need to do before you get your promotion. Make sure they know what the next step is in the march toward whatever goals they have. Don’t stop. Get here earlier tomorrow.
“First of all, with negative feedback, or constructive feedback, team members need to know that it will be coming their way.”
I establish on day one of the working relationship that it’s part of my job to give them feedback. Once they know that negative feedback is received a little bit better. Build that relationship, that trust, with your team. They should know that you wouldn’t be doing your job if you didn’t provide feedback. You also have to provide very, very specific examples of the behavior you’re trying to change. Walk through alternative choices that could have been made. This is where role playing becomes important. For instance, you’re having a conversation with a prospect and they ask about pricing or discounts, and you whiff on how to respond to that. There are very easy ways to say, “Okay, that was not a great response. Let’s walk through it. Let’s role-play it and hash out a better outcome.” That’s sales coaching.
How do you give feedback where the answer is measurable (“fewer bugs in the code, please”) versus less measurable (“You come off as aggressive, Pete”)?
It should be done in private, in one-on-ones. Make sure you provide clear examples of either the behavior or the metric that’s being missed. For situations where the feedback is more measurable dig into why we’re missing those metrics. What else is going on? Are you spending more time in other places where we can offer help? How does this relate to your career path? Let’s get back on track and find next steps. Those tend to be easier conversations because they’re more black and white.
In terms of less measurable feedback, that’s a soft skill conversation. Make people walk through what their next set of actions will be in a role-play type of situation. If you can have the parties that are experiencing friction have a discussion about it one-on-one, then I would always encourage that first. We’re all adults. We’re here in a professional work environment. It would benefit their relationship to chat about it and get through it on one-on-one basis. If you have to intervene, then it’s more powerful—if you were able to observe the behavior—to walk them through those examples. After you give this feedback, especially if it is around soft skills, it’s really important to follow up with them a day or two later. For example I might say, “Hey, I know we had a one-on-one, which had some tough feedback, and I just want to check in on you and see how things are going.” Make sure that it’s not just a one-and-done conversation. Make sure that they know that you are there to support them and keep them on a path to improvement.
Both at AdRoll and Mode I have noticed that this is a top priority for many of my team members. It comes with the territory if you’re hiring high performers. You expect them to be looking for opportunities to learn, grow, take on more responsibility, and eventually move up the ladder. Professional development is about giving them the tools and the skill set to do just that. If you have ways to engage team members it’s going to benefit the company as well. They’ll perform better and stick around longer because they know you’re invested in them. They’ll invest time and effort back into the company. I include professional goals in ongoing conversations. Quarterly check-ins are great mileposts around those goals.
“To put career development goals into action start at the highest level and begin breaking them down into smaller and smaller chunks, until you get good, bite-size chunks—which translate into quarterly goals.”
Sometimes I can help with development in a direct way, whether it’s moral support or financial support. Perhaps I can get them a budget to buy some books or go to a conference. Or we get lunch off campus once a quarter to talk about broader professional goals. Other times, to really support team members, you have to look outside of your own company, go into your network, and set them up in mentoring relationships.
Whenever we do a review or have a one-on-one my team member should never be caught off-guard. What I mean by that is that they know their metrics; they know how they’re progressing. So we never have a one-on-one where I say that they’re not meeting expectations and they reply, “Oh, I thought I was doing great.” If that ever did happen, then I would consider that to be on me, not on them. You always want to make sure that you know exactly where you are with each other.
“The best advice I received when I first became a manager was that, at the end of the day, if it’s not a good fit—for whatever reason—then it’s best to move quickly.”
Work out a conclusion that’s best for the situation, whether that’s a new role within the company or just parting ways. But, if it’s someone that’s consistently not up to snuff, then you’re doing a disservice to the rest of the team by not addressing it.
From a management point of view, promoting someone is the best part of my job. Hands down. Bar none. First off, you want the high performer to demonstrate consistency and predictability. Are they hitting quota over and over? Are they already performing to some level above the role they’re currently in?
“If a high-performing SDR is trying to figure out what the AE’s next steps are after he or she hands them a lead, then that’s great! Because that’s what they’re going to be doing soon.”
Someone is likely to be ready for promotion if they are already showing some of the characteristics found in the job that’s a level above them.
There’s a bigger conversation around whether this type of person is a culture fit for your company. Some companies might deal with that type of behavior, but a good leader should make sure team members fully understand that one can be the best rep, but they still need to click with the values of the company and the culture. Otherwise the relationship may not work out, to be very blunt. But it’s important to define prima donna. What types of behaviors are we seeing? Is this just an ongoing coaching thing? Or is this more ingrained?
“I played lacrosse growing up. I learned that when you score you don’t celebrate. Act like you’ve been there before, and act like you’re going back.”
To me, that’s what really highly-skilled people do. They might take a high-five, but at the end of the day they’ve been there before and they’re going back. It’s just a Tuesday.
“On a sales team bad morale really poisons the well, and that’s big because a happy sales team is so vital to the success of the company.”
You absolutely can’t allow someone to affect the morale of the entire team. What’s important is to figure out what happened. What changed? If you can pinpoint that, then you can identify how to get out of it. It might be personal, professional, or something in-between. Maybe they’ll tell you that they’ve begun to hate selling. Okay, well if you’re an all-star, high performer, then is there another role here at the company that could be better suited for you? If not, then can we turn this around? Otherwise I will be a great letter of recommendation. But I’m pretty bullish on not having bad apples around.
Find out what drives them and whether your incentives and goals are aligned. Some people aren’t as motivated by money, but they might be motivated by leadership opportunities. For whatever reason they may have determined that leadership opportunities weren’t there for them. If you figure that out, then you might be able to put the incentives in place for them and hopefully increase their drive.
“People assume all salespeople are coin-operated and that’s definitely not true.”
We’re not all praise-operated either. We’re driven by a lot of different things. Figuring out what makes your team members operate at their very best is really important for driving success at the team level.
First of all you have to mutually define success is in their current role. It’s really important to set clear goals and expectations.
“If team members don’t buy into shared goals and expectations, then you may be butting heads every step of the way.”
Make sure that you’ve clearly identified and outlined expectations, and that you’ve both bought in. Hopefully that will close the gap between their performance and their self-assessment. In the sales and account executive world it’s an easier conversation because so much of the job is quantitative. These conversations get harder in the account management world because a lot of that role is qualitative—centered around relationship building and adding value to the customer.
“If there’s no more progress to be made in the career ladder for the time being, then team members will still have professional development areas or goals, and I can support them in that.”
For example, it could be owning a piece of a project outside of their core role. That gives them a breath of fresh air in their daily routine, keeps them engaged, and enables them to use a different part of their brain throughout the day. A project could be developing training modules, or, if someone is the best at delivering a demo, working on improving the team’s demo skills. Figure out what excites a high performer outside of their core role and find a task or a project that aligns with that.
I’ve done some 360 and skip-level reviews, which were helpful, but I’ve never done an official internal survey, score system, or anything like that.
“To get a handle on morale: it’s best, and easiest, to ask honestly, ‘How are things going?’ Do it when you’re off campus.”
People tend to let their guard down, open up, and be a little more ‘themselves’ when off campus. Go for coffee or lunch, grab a beer with them, and check in with them.
It depends on the severity of the setback. Without a doubt we need to talk through it. “What happened? Is it something we can avoid in the future?” It’s really important to acknowledge that we’ve all made mistakes.
“We’ve all had setbacks and we’ve all had things blow up in our face before. What’s important is the ‘what’s next.’”
If it’s a company setback, you need to get ahead of it, address it, and develop an action plan before the rumor mills starts. Depending on the severity of the setback it can be really unsettling for people, especially if they’re newer in their career. Communicating about it in a transparent and thoughtful way is really important in these cases. If we lost a big deal or a big client, then let them know that you’re bummed too. You don’t need to put up a facade that everything is fine and peachy. Setbacks happen and they aren’t fun. What’s important is how we are going to handle it; what’s the next step?
The best way to celebrate a team win is to do it together in an inclusive way.
“When it’s a big team win don’t just celebrate it with the sales team, bring everyone into the celebration.”
More often than not when you have big team wins, or just team wins in general, those are all-hands-on-deck efforts. You most likely had people from marketing helping you out with a new proposal. I’m sure engineering had to help troubleshoot issues. The product team updated the road map, or whatever it may be. The win should be felt across the whole company.
Praising and celebrating team members is something that should always be done in a public space, whether it’s on Slack or in an email. Anywhere where more than one person can hear about it because it’s a great way to motivate your team and to share how someone won so that others can learn from it. It can also be as easy as bringing them into the office, and saying, “Hey, I appreciate your time. I appreciate your efforts.” Then buying them a beer after work. If you want to do a staff prize every once in a while, that’s fine too.
“In most instances I’ve found praise in public tends to be a better motivator than buying someone a beer.”
There are two types of setbacks to discuss: personal ones and professional ones. Especially on the personal side you just have to offer support. I’ve had people lose parents or grandparents. There are awful personal setbacks that are part of everyday life.
“When someone has had an awful personal setback, that’s where, as a manager, you just have to give them the coverage they need—even if they’re not asking for it.”
At the end of the day we have to keep our personal lives together. I’m very dedicated to working, but we have to make sure we take care of each other.
For professional setbacks, whether it’s a mistake or just a bad break, you have to ask what was learned. How can we move on? I’m hard-pressed to think of an instance where a professional setback was career eliminating or anything like that. Acknowledge it as a mistake or a setback and then move forward.
This is the worst part of the job. The best way to discipline someone is to make sure they understand where you’re coming from. It shouldn’t come as a surprise. It’s really important to walk through the scenario, the logic behind the discipline, and the reason why you’re in this situation. Make sure you’re both on the same page and in agreement that someone stepped out of bounds, that that’s why you’re having a conversation.
“When you discipline someone you also need to check back in with them as well.”
It’s important that you don’t have a tough conversation with someone and then never address it again.
I don’t want them to always come to mom. I’m not here to be a referee.
“I would rather have team members handle conflicts themselves. I want them to use their communication skills to work through it.”
If they’re fighting over a lead and come to me because they can’t figure it out on their own, then nine times out of ten neither of them are going to get the lead. I want them to be mature. If it goes beyond that, then we have a little mediation group. I’ll talk to one person, to the other person, and then we’ll all come together and try to come to an agreement about what happened, where things went wrong, and what we can do in the future to prevent it from happening again.
For more Modern Performance Profiles subscribe to our newsletter and follow us on Twitter.