Matt Best

joints is a responsibility of the entire business to make our customers successful and that really aligns to that same we talk about here commercial alignment which is understanding the need for everyone to have that sort of commit to look at things through a commercial lens but it really starts with that client centricity so yeah johnny share with us that quote that you shared with me just before our recording here today would you and then i'd love to hear your perspective and your take on a commercial alignment

joints is a responsibility of the entire business to make our customers successful and that really aligns to that same we talk about here commercial alignment which is understanding the need for everyone to have that sort of commit to look at things through a commercial lens but it really starts with that client centricity so yeah johnny share with us that quote that you shared with me just before our recording here today would you and then i'd love to hear your perspective and your take on a commercial alignment

I 100% support that. I've been in business. And actually, it's one of those things, I think, where... and this isn't university true by any means, but the examples I've seen of where that really comes true is you look at those sort of challenger startup markets and there's a team of a dozen people and they are all rowing in the same direction. They are all 100% focused on the goal.

I 100% support that. I've been in business. And actually, it's one of those things, I think, where... and this isn't university true by any means, but the examples I've seen of where that really comes true is you look at those sort of challenger startup markets and there's a team of a dozen people and they are all rowing in the same direction. They are all 100% focused on the goal.

As that business grows and develops, things start to creak and you get this, my priority is going left and you're telling me your priority is going right. And we get that sort of, we start to veer off down different sort of streams that lead off the river. That's a terrible analogy, but to try and extend the rowing analogy there.

As that business grows and develops, things start to creak and you get this, my priority is going left and you're telling me your priority is going right. And we get that sort of, we start to veer off down different sort of streams that lead off the river. That's a terrible analogy, but to try and extend the rowing analogy there.

But I think the interesting thing is how to exactly, as Patrick says, how do you maintain that? But more importantly, how do you maintain that as your business grows? And I think, as you said, in the Roots & Shoots paper that we've co-authored with one of our marketing partners, It talks to the marketing and sales collaboration.

But I think the interesting thing is how to exactly, as Patrick says, how do you maintain that? But more importantly, how do you maintain that as your business grows? And I think, as you said, in the Roots & Shoots paper that we've co-authored with one of our marketing partners, It talks to the marketing and sales collaboration.

But for me, it's also really important as you go into when you look at the sales, account management, customer success to operations alignment and how those parts of the business work together as well.

But for me, it's also really important as you go into when you look at the sales, account management, customer success to operations alignment and how those parts of the business work together as well.

And Johnny, I'd argue it's more than a marginal gain. I think it's a significant gain and a significant improvement looking at your business top down, Anne. Bottom up. Thank you. And then our last principle of coaching culture, and this for me is what sort of wraps around all of the four principles, but indeed any principle that you adopt in leadership. And that's

And Johnny, I'd argue it's more than a marginal gain. I think it's a significant gain and a significant improvement looking at your business top down, Anne. Bottom up. Thank you. And then our last principle of coaching culture, and this for me is what sort of wraps around all of the four principles, but indeed any principle that you adopt in leadership. And that's

Really talking to how to develop a rich coaching culture, a culture of support, providing a clear track to run on for your team, aligning to that data principle that we mentioned earlier. Is it really clear what your team needs? How are you supporting your teams? Johnny, you mentioned spending sufficient time with coaches. the team in shadowing, in coaching one-to-ones, so important.

Really talking to how to develop a rich coaching culture, a culture of support, providing a clear track to run on for your team, aligning to that data principle that we mentioned earlier. Is it really clear what your team needs? How are you supporting your teams? Johnny, you mentioned spending sufficient time with coaches. the team in shadowing, in coaching one-to-ones, so important.

And just having that culture of support rather... And I differentiate this when we think about management versus leadership. And management is... We've all seen those little cartoons on LinkedIn where the manager's shouting and pushing everyone up the hill first and the leader's at the top of the hill dragging everyone up after them. And I think...

And just having that culture of support rather... And I differentiate this when we think about management versus leadership. And management is... We've all seen those little cartoons on LinkedIn where the manager's shouting and pushing everyone up the hill first and the leader's at the top of the hill dragging everyone up after them. And I think...

That's a really important thing to think about when we think about that coaching culture. You want to be able to sit down with your leader and have a conversation, be a bit vulnerable, ask for support and for help without the fear of being berated or the fear of the fact that you maybe have failed or not done as well in something.

That's a really important thing to think about when we think about that coaching culture. You want to be able to sit down with your leader and have a conversation, be a bit vulnerable, ask for support and for help without the fear of being berated or the fear of the fact that you maybe have failed or not done as well in something.

That means that your managers or your leader is going to look at you differently and not support you in the way you need it. I think that for me is really what a coaching culture is trying to do.

That means that your managers or your leader is going to look at you differently and not support you in the way you need it. I think that for me is really what a coaching culture is trying to do.