Soumya Murthy

Thing over here in context switching, emotional hygiene, and lonely at the top.

So what we did was we didn't want to mess with our existing revenue, so we kept that team as closely formationed as possible.

I know that's not a word.

So digital channel, we said we needed to show the market, and if we're

going to go into acquisition needed to show that we could grow the small side of the business.

So we hired a coach.

We got some more people into the mix so we could actually train.

And we did hit good numbers there.

We had a goal of eight new buyers.

We'd reduce the sales cycle and set ourselves up in a good way.

and we didn't burn these people out because they needed to hold our revenue steady.

And from an emotional hygiene perspective, I'll just bring your eyes to this piece.

When we are in a survival mode, there are natural empaths who begin to do therapy and resolve the interpersonal and start regulating that doesn't serve anybody else around.

So we started to create, and especially on the customer team zone, right?

That's their natural empath.

So we started to create, we could have, of course, done a much better job, but we created how to normalize emotional hygiene in a company of really regulated engineers.

How do we create more emotional language and expression?

So it becomes more normalized in a team of leadership that was over-indexed towards metrics.

And finally...

Leadership at the top, it gets pretty lonely on some of these downturns and curves.