The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Linda Page on The Power of Coaching

ABOUT THIS EPISODE

Good coaching empowers individuals, inspires teams and drives results. But it’s often undervalued because it's not always accessible and its importance may not be obvious.

To help tackle to topic we sat down with Linda Page, AVP Global Field Enablement at Splunk, a company that makes machine data accessible to everyone. Driving productivity across all customer-facing roles, Linda’s role is to help the company scale to the next level.

Were listening to the BTB revenueexecutive experience, a podcast, dedicated EW executives, train theirsales and marketing teams to optimize growth, whether you're looking fortechniques and strategies wore tools and resources, you come to the rightplace. Let's accelerate your growth in tree to one: Welcome everyone to the Btobe revenue executive experience. I'm your host Chat Sanderson. Today we'retalking about the power and importance of coaching in your organization. Howoitd empowers individuals inspires teams and drives results to help totackle the topic. Today we have with us, Linda page abp of glomal fieldenablement for SPLUNK TENTA. Thank you for taking the time to be on the showtoday, thanks for having me Tad lookingforward to the conversation, so let's start with the obvious for those thatdon't know how about just a quick overview of blunk in your role there sure happy to sa spot mission is reallyto make machine data an accessible usable and valuable to everyone. It'sit's a great company. It's a growing company we've got over fourteen Zenocut of customers. Headquartered in San Francisco has thot three tousand, plusemployees worldwide and really focuse across a lot of different core verticalsolutions and it infrastructur operations, security and compliance asthe analytics and Internet of CIS. An industrial data so grown company justjust hit over the one billion dollar mark,which is a unique group for O soutwhole company, so ve're excited to beworkants Bok. As my role to answer the question onrole, I'm reading the globel field, evavlment team, which is responsiblefor driving predictivity, really across all of poks cusfer faceand role. So, asI mentioned, Yot out, spuck is in this uniquely good. The texh soffwere COMDISthat crossed over the billion dollar mark and part of my job is Youealy tohelp the company scale to the next level and we're y know. We believe thatevery company out there bet spot for security, Ori t operations andeventually for the other areas that I mentioned. So my charter is really Goinsure that the workforce sales, tech, consulting customer succept teams areempowered to help our pustumers on that journey. That's a that's a bigdesciption for the company and that's a big role: TBIG Ol and it's exciting wall, and I'mvery fortunate that Ur Co and our head of sales, both fel that entheablemented critical to the business. So I'm really connected and Hav a SPEEC atthe table, which is a bit of a holy grail for someone in my space yeah. Inorder Ford to be successful, that's definitely where you want to be, butI'm curious. So how did we end up in the enablement field? Was it a goal orjust someplace that you kind of found yourself hawing? How did that happen? Well, I'm guessing like many of us, I'man actidental enablement professionalid. I did not know that this was even a jobbut n him. It was something I could havestudied, but I had an early crew outside of tech and had my firstopportunity to get into this industry at Macrimidia a number of years ago,but I came in on that product, international, resition andlocalization side, but that what they did is that gave me access to our wo tefield. Organizations that were you know, obviously time yeraly sell focused, soI started with that win and then it's very quick to you know you can get veryquickly to the point o thet ofinterest around how to ensure that those Arteferent lines with custueare actually able to be successful. So I had beingthat the company was, you know at the size and you know size at that time Iwas able to jump into the enablement. worldreally start Acertn acareer there.You know that kind of almost startup mentality,right, wher people get opportunities to take job, but they haven't really had aback Earan before yeah, most people in enablement insales. When you ask them, you know, when you were a kid and you wereplaying with your toys, Wat did you S, say: Hey, I'm going to go into anableman or sales and the answers always know...

...yeah exactly ot exebut, it's gooed, Ogreat excellent. So as we're preparing for this conversation, we talked aboutwanted to focus on creating a coaching culture. So I'm help our audienceunderstand why you feel this is such a critical topic for organizations sure so I'm pretty passionate about it,because I believe that you know the moment of truth really happenessbetween the first plint manager in the REP or the individual. If they're theResponsbil, an you know to manage so the opportunity to motivate Tho change,to improve really happens with that interaction. It's not that we can't.You know help that along in other way that, but it really to me, that'sthat's jat sweet spot. You know from a company perspective the also you know Imentioned my charter earlier. Really. The only way I can see the scale is toignite that personlil manager and you K W at's Funki'm trying to frame it ascreating a movement along coaching which really translates to getting morethan just the enablement team involved. Ind evicing the idea t tha coaching inthis idea of Continu hous morning an imprisment. So you know the otherpoints of interest. I think for Ron. Coaching to me is how do we anticipateinproactively address leading indicators of successversus just magical, measuring the wagging indicators which are reallyless actionable, and for me you know that I want something that I can maybedirectly correlate success around for my Tan. So it's you know it's reallydifficult to do something once trouble starts or once you start seeing thingsshow up with her forwird Cin of Yo wait. But if you start looking at coaching tocompitencies, that's really more in our control thing can help us predict theteams ability to hit the numbers in the future, and you know it's also in termsof the idea of denovating. You know all companies have you know they have seltteam performance gools, but not all have improvement goals or coachingquotas. So you know that we can then look to that and say hey. You know howdo we see an increase in our revenue but but aften skills and knowledge thatlead to revenue and Tesouu success as well as, I believe, O know, empoytenetention. So I guess Long Way, saying good coaching can really create holmoments and make knowledge sticky and ultimately help an probram tons, fomthe employees as well as revults, but it's interesting to me to get ahead ofSaime REVERSOS, that being on the back end of that well, the proactivecoaching is so critical. I mean think we're come from the same cloth when itcomes to that the challenge becomes at least that I've seen is there's,definitely a difference between coaching and feedback. A lot ofmanagers struggle right with that, and so I'm curious how you you know. How doyou work to make sure that the behaviors, the people that are coaching,are actually doing coaching instead of just giving feedback? Yeah I mean that's an interesting oneright, because I think you Bot to start by being clear on the differencebetween the two so and when you really should use both, because you need bothand they're usedful but O. I think toaching is more around to walkingsomeone. You Know Longyou know longterm potential, so youknow there may be real need for that: Situational type forecasting, iype customer meeting, aninstant foodback, but really the developmental coaching, peceand unlocking that long erterm pieces is, you know a place where you can havemore of a forward focus. So I think that's that's. The first step is justunderstanding. Tho keeback is timed place for feedback time and place forcoaching and and then from there. I think you have to help fild it into theexisting cadents right. So you know frontline managers. Don't really wantyou to add something new to their play during ou a little bit of most to thatright. So, but but they they do usually their ointo, maybemaking something already scheduled, easier and more effective and and ifthey can see the connection to performance, improvement and revenue,then they might consider it, and you know you know, be willing to Conga toso you wan to CASS. You know conversation on how we can do do thingsbetter, so I think the other pieces that stillleaders don't typicallysee themselves...

...in the learning business. So it'sreally upsitting eneablement camto partner, effectively right and providethe tools in portpolio coaching portfolio for them to remove thosebarriers, but you know really helping kind of empower them to do what theyneed to do. Well, it's extremely empoweringi thing for managers whenthey're taught how to be effective coaches, it makes them more successful.It makes you know, there's a lot of intrinsic reward, not just the businessvalue that comes out of it, but there's a lot of intrinsic group war that comesfrom that, but we're not you know we don't just wake up one day and all of aSuden we're a great coat to takes. It takes a lot of coaching, the coach ortraining, the train or whatever you want to call it and a lot of frontline managers that Iknow and if you ask Hamd, they probably said their jobs, hurting cats and sothat putting something new in a way that is going to provide them value, Ithink, is, is critical, but you have to start with, and you mention this kindof in e. In the back and fourth H T we had before this about a coaching,baseline or a profile of excellence, I as hoping you could expand on that alittle bit. Yeah happy to you know. I think, when I think about a baseline, itreally means well. I started calling it I mwinting around what good looks likeour head and a filsenchallenge me around that she said we're notinterested in good we're underestood. We want to be more interested, I whatgreat looks like so what great looks like and taking thetime to really define what experts means for that wile that the aspirationfor that profile- and I think you once again- people don't always take the time to reallydefine that all the way fomit starting from the hiring profile and then how dowe want to? You know to Amon to that once you have that with. If you have areally clear, you know idea of that of that profile of excellence. Then it'sabout determining Focus Wecans. You know what's really important to tackle.First, you guy to break down that profile into acrievable steps to thatgoal and an maybe take bysides things to coach to and then obviously, thenthat would lead to another element which is measurement and and how willwe measure progress against those things that we forlect you to go afterand we're just really Thaing that up its fun? But you episode Tho, startingpoint that you know measure the before and after and Ni coul be things like.You know a stand of the liver right where you'R you're seying AF, someonecan do something before after or it could be kind of things like you know,really trying to diagnose. I'm storty looking at metrics like you know,pipling maturity, how how is the pipeline composition maturing and howcan we maybe act to you know? How is this changing our ability toes it sortof make that more the bust, and then you kno that we talke. I think we kindof mentioned this littl bit earlier thing, but but it's good, if we can, Ican it can make this more than them. Just you know giving some feedback or thatkind of thing where, if you dignose the problem, what's the action that we wantto take and how co respond, wih, training or support after that coachingmoment so link those are the elements, if you think kind of you know, profile,focus measurement and then ability toit, sort of that diagnoseandprescribed thates, your that's on how I think about the elements in in terms of creatingthat Baselyn and profil and acting on it. Okay. So this is, I don't mean tocatch up Gard. I've got a question that wasn't in the in the prep list. Anybodywho's been on. The podcastle will know that I send out the question so that wecan stan point. But I have one pop in I've got to ask when you, when you lookat the Impact Thet coaching as had. Is there a a story or an example that youcan give where maybe somebody was a little bit? You know reticent to EngageIn that type of coaching behavior, but all of a sudden something happened,wheth a light bulb went on yeah I mean, I think I think the wite Bolb happens a lot oftimes where I think we have a lot of people who ar probably very confidentthat in Deth and Sel dols right so some sometimes the wite Wi wob go goes on.When you say, can you do that and you're like yeah? Absolutely I can dothat ighbecause. That's that that's...

...kind of person you want in these the asure. So I think one example use it more froma. This is actually focused on the manager of versus the individual, but I'm going to use an example of of adealer view ind this actually Tistod the mort we you know we were dospecifically withwith the with one of Thour partnerswith exterlise. So if you, you know, you gotsomeoneone like Dou, do doing it, you D, absolutely okay! Well then, let's,let's say show you a Lono. What good looks like okay? Now you do it and thenyou know that Die Tonge, quite so cluidly, and so at the end of th, the call yea. I thinkthat the the acknowledgement was okay. I thought I could do this right, so youstart there and then showing what good looks like right, showing that prosothat kind of thers what we ellor mean by an extensive delwe Yeu os all of thedifferent spectiums. You know you caught that righ. We could have PAUTTDOWN at this deal at this point in time and then the alha moment was so Idon't I cover you, know halsing this or I reequarters of it. I know when Ithink of a deal review, I'm really focusing in on one or two areas, so Isaw you know, be the light: Go OPF, okay, I'm going to start doing this andthen that the real indicator was a couple quirpers later when WEU start tosee that it really actually the the personidentified that they were not getting spect. It self tag in the same way,because nine times like a lot of the issues that was coming up later in theselflicle, would have been caught in in in a good deal orviou. So without goinginto the specific person. That's an example of where I think you knowsometime. You know it s USI for someone. I think they're good at something,because we haven't really. You know that cow. They know they are, but untilyou weally define it, then they can say: Okay well 'm. I am good at hard of this,but not all of it, and then they gos to the challenge and and started coveringal the bases and so to make that coaching really part of the culture Ihave. No doubt you have to work, you know with a lot of different areas inthe organization. How do you work with them to make surethat it's you know coaching? Is I just another box that shows up on a on alist to gets checked somewhere yeah I mean, I think it has to be seenas essential cant be separate. It can't be a separate thing that an ablementdoes. I would just say you know: Data Os, Eur friends sell up to theirfriends. You know how sells is being measuredand how people want to lead, and the DASHBORDS and inspection tactises areall part of this right, so sefrom. For me, it can't be seen as a obteckive boxthing that enablement is pushing out. It has to be owned by WANs geting, thepeople on the front line they have to tee value in it, and then we have toyou know party, with all the organizations to bold it into a day inthe wife, because if it's something that's seprate and distinct, it's really hard to create thatmovement. I was talking about earlier, okay, so let's pay thit a little bithere and just we talk on some of our podcast a lot about the enablementfunction, how it impacts, sales, individuals and caus hat so for contextand just kind of give people a little bit more focusd. Can you describe theway you've kind of structured the team had splunk and how you're, how you'recoaching your coaches to be effective in the organization yeah? So remember, I've been at spint forjust over a wopping two months. We're gonna GIVE THE VISION, we'regoing to get people that listen, thot th will give them a sneak peak into thevision of what's coming, yeah exactly and that found a little steet PA,because I didn have tone my initial readout but buts. This is ad,definitely a workin progress, but I consure a couple things a you know,like, I think, like many inammentand learning organizations we're reallymaking a shift from just being that training in content, development or and Shiftinto a peativity organization.So that's something that's not specificat tosporcom in topic on many people C. Yes, tiys! Thatdoesn't mean we don't you know, enable on train, but it does't mean that we'reinvesting in a CREDIIV. What I you know? U, Guet, tocall a craditivity practice, which...

...would mean you know, a focus group of people that are thinking aboutDoding, stuff and coaching and building exgoin our managers and I'm a bigbeliever in having that sit within the Bigeton region so that they can reallybe sun. Part of the cortoon so we'll be putting that in place and trying tofind a balnce between supporting and developint managers. Oso that you canscale because these school individuals don't really they can't ultimately dothe manager stop for them. Mi the, but what they can do is developand supportand help him. You know call walk run to to the goal that we have in place andwe mad baries Yo da. So that's a big thing that we're putting in place theideas that those Cha weterge ar gobal programs right so to tink. You knowthat profile of excellence and on boarding and the in the postcortpolias.Those are really things that we want to pluy in play fom. So we have a teamfocused around you, know the god of programs and that content in a corcurriculuat you wenl and then concurrentlywe're, really focusing our you know: o R conten, an infrastructureTam Bon on driving and I'pre bone experience. It. You know,across the Bor, really working to impute things like discoverability. Theway we have deliverd justin time learning performance support that idehave democratizing. You know wording for the for the field so that it's Bosta Apush Mus motion, but I ever you por my ship well, which is quike a lot ofinfect er tecer, a lot of the kinds o think about ther right now, so yeah. So that's our structure,definitely in a gorbal gobal programs, organization, productivity, practice in region, andthen you know our core, a Co corointad. That is there a way that theorganization yeah you're familiar with, of course, the Voy selling framework.So I'm going to use some terminology that you would obviously know, but isthere a core way that your teams going to be measured, kemetrics that theyhave to hit? How does that roll up into the organization? So the investmentennableentment and all of that is justified, eer e Gomes. Yes, this wasworth it or there kemetrics that you see either, and maybe you don't need toget some specific at point, but just in general May, what are the some of thoseky metrics that enable ment as an organization should be focused onachieving yeah? You know so yeah I'll talk aboutit, an Anbroadstrep, the it's always tricky right, because theconnecting to the. Why why people want to go to the enablement? You reallyhave to have the same objective that the company has. So you know it's. Youknow you Wa people understand that what you're doing is impacting it. You knowthey the focus on that you think that was Tertainmech or you knw scaling orCoptum, or success. Yo everall. You know the UPRAL mettic for the companythat think what you're alluding to, as, of course, we can't enablement, takefol credit for any of those things Ha. We can't say that, because we totsomebody into our programs, they made your number, and so you know we can't go that straight lineback to Ranti. So so, where I see you know where I think every organizationis is looking and you can't really just look at complation Os, a a lot ofcompanies have been doing hat over time right, that's just the ther. They gothrough the program and you know it's Ametric. It's probably not a compellingmetric. It's necessary that not necessarily themost important, I think. Looking at things like thinking about Pori, acontent more like Companis said about their content like consumption, youshould Mus tage adoption, those kinds of metrics. I think it's very importantfor us to think about in terms of engaging loarners and that type ofthing and then going back to the coaching team, really the measure, themeasurement. That's what what' makes me also very interested in coaching,because, while I can't say I you know directly into impacted revenue, what Ican do is emember that before and after piece right, we had ten people whocould do an excellent Il review. We had five peo really couldn't, and then wehad two people that were terrible. If I can move somebody from you know thatmiddle category of the top category from a before and after Om that that'sdirectly mageable to the programs that...

...were running. U, I think, a lot more on that Ond ofthat you know, demonstrated knowledge pide of the House. Shifting more tothat person, you know just yea and then you know we were also looking at somethings like how d you would tie that to sort of how once again, the thehighpine post and call that pipepoint, not just the quantity but the qualityesPilaso Shat pipeline right. The Mix, and I think there are some activitiesyou can drive. So, for example, say you want to so increase in partnercontribution to your Py. You know you get through when you youse, you have a problem in certain places, certain agens of Ar certainteam. You run a drill. You run an exercise, you see if that starts it tochange, that the results in the pipe ten just a few ideas of maybe someplaces that the tos are looking to go. Actually, I appreciate that insight,and so what is it that you find the most rewarding about enablement? You know it's kind of Corny, but I there was a Guy Headod, the Boston, Ormona Ben Andithink it his name that, had this metaphor about had a moment of truthwhere he realized he's standing in front of an orchestra and his sobis tomake other people powerful and and orchestrating that is actually com ofan art. then. So I'm not claiming that I'm as artistic as that, but I do likethe the idea of being able to empower Jamsto to achieve greater result, andyou know I mentione this earlier as well. It's very rewarding when you canget a seet at the tables for yourself into the team and when people ce thisstrategic part of the business- and you feel that you have you know you reallycan impact the success of the company so thees. Those are probably the twomain things for me, excellent excellent. So I ask our guest two standardquestions towards the end of each interview. First is simply as a revenueexecutive, AVP for a very well known and growing company. That makes you aprospect for many people out there and there's often we spend a lot of time inthe sales profession. Talking about you know, what's effective prospecting, soI like to ask executives what is it that would capture your attention ifsomebody were to reach out to you not a referral kind of like not like how youWan I met, but just as somebody cold Wyou really thought they had a solutionfor you. What would capture your attention and help them buildcredibility? I well. I wish I had something: Surelyyou maks, I'm sure you sensin IAREA, but for me it comes down to relevantand understanding. My business ill add a little bit of a an enof that verybodtet. So I Dan' a little bit. I think one thing that you can never end ofundervalue h importance of is is timing, so timing is everything, soyou know- and some of that is to accudent, but some of it can be beplaned by understanding what what people are doing. Andso that you knowif they can articulatey an issue that I'm in the process of dealing with inthat moment, even if I don't know them oftentimes, I will talk to them or havesomeone in my team talk to them. So this this is, it is still the you knowthe leader piece about. It is understand my business, but you know,given that I'm a new person, you know at a company right thinking about that.You know h. What might I be dealing with F on that point in time? How? Howmight thes be certain things that are happening with the company translatinginto my Nech Harter are ther things that they know that youknow they cankind o do do dooters around figure out what Wem ecyfically working on. That isthat hinly thing, probably for me, as the biggest on perfect perfect, thelast question: We call it our acceleration insight there. As onething you could tell sales, marketing or marketing professionals or anyprofessional that if they listened- and I alwaysd saw that in there, if theyactually listened in a Platte, that you believe would help them hit theirtargets. Crush quota be more successful. What would that be? My well, I say: want stain, probably a little bit MNOfirst time to person to say this, but...

...do the work. There's there's a lot ofgood practices out there, but there's not a silver biller foyon during thework onsal about planning being prepared and then being able to ask homthe opportunity present ouself. So I'm I'm a big believer that preparationallows acceleration and that, if you know Selfdivorce focussan gettingbetter at what they do and not just on the revelue number, then Theyre Botgoing to come. So that would be that would be Lyke, celebation INTIR. Ithink you calle excellence, excellent, much appreciateit, Linda velisis interested. I in talking more about the topics we toucheon today. Is there a preferred way to get in touch with you? Linkd in emailphone call, yeah, I'm a fan of later, and so Idefinitely reach out on Lincon and IIN o Wat you in Restis and I'll I'llrespond that way a pretty quickly, okay, excellently. I can't think oenough fortaking the time today whom great havingyou on the show thanks. Thank you. It's fun. It'salways fun during these things really fun, because it's it pot to do the podand really think about what you're trying to accomplish an on the top ofyourself Tso. It's always the learning experience oput, something like this todierent. Thanks for that. Oh No! Thank you. Thank you all right, everyone thatdoes it for this episode. Please check us out of btob revizecom. You know thedrill. Ask It all the time! Sare friends share this with friends, familycoworkers FEEU, like what you hear leave, is review and keep in mind untilnext time. We aevalue prime solutions with you all nothing, but the greatestsuccess you've been listening to the BTBrevenue executive experience to ensure that you never miss an episodesubscribe to the show in Itunes for your favorite podcast player. Thank youso much for listening until next time.

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