Thomas Hansen

As a leader, me personally, I have a lot of conviction and courage. And very quickly, I'm able to express an opinion on a matter. And given the role I have, my opinion typically carries weight. And one of the things I keep on iterating with all of my colleagues, however senior or junior they may be, is let's have a conversation and let's discuss.

As a leader, me personally, I have a lot of conviction and courage. And very quickly, I'm able to express an opinion on a matter. And given the role I have, my opinion typically carries weight. And one of the things I keep on iterating with all of my colleagues, however senior or junior they may be, is let's have a conversation and let's discuss.

So just because I may have expressed a point of view on a matter, push back on me. As much as I may have strong opinions and a lot of conviction and courage on a given matter, I'm also very quick to eat my own words and turn 180 and go a different direction based on an intelligent discussion. So just as late as yesterday, I was talking with one of my incredible leaders in marketing.

So just because I may have expressed a point of view on a matter, push back on me. As much as I may have strong opinions and a lot of conviction and courage on a given matter, I'm also very quick to eat my own words and turn 180 and go a different direction based on an intelligent discussion. So just as late as yesterday, I was talking with one of my incredible leaders in marketing.

So just because I may have expressed a point of view on a matter, push back on me. As much as I may have strong opinions and a lot of conviction and courage on a given matter, I'm also very quick to eat my own words and turn 180 and go a different direction based on an intelligent discussion. So just as late as yesterday, I was talking with one of my incredible leaders in marketing.

We were discussing some naming convention for a product we're going to launch in the first week of February. And after, frankly, a good intelligent discussion, I accepted her point of view because it was the right one. And I went 180 on my original idea. So you've got to be humble. You've got to be open. You have to listen carefully and invite people to have a conversation and to push back on you.

We were discussing some naming convention for a product we're going to launch in the first week of February. And after, frankly, a good intelligent discussion, I accepted her point of view because it was the right one. And I went 180 on my original idea. So you've got to be humble. You've got to be open. You have to listen carefully and invite people to have a conversation and to push back on you.

We were discussing some naming convention for a product we're going to launch in the first week of February. And after, frankly, a good intelligent discussion, I accepted her point of view because it was the right one. And I went 180 on my original idea. So you've got to be humble. You've got to be open. You have to listen carefully and invite people to have a conversation and to push back on you.

If you don't do that, then you often end up with very costly mistakes. I will add on one more story. So this is also quite a personal story. This is from my early days in my career. I started my career as an SDR, then I became a seller, and then eventually I got my first sales manager role. And that was for Dell in South Africa. So this goes back to, gosh, you know, 96, 97, 97.

If you don't do that, then you often end up with very costly mistakes. I will add on one more story. So this is also quite a personal story. This is from my early days in my career. I started my career as an SDR, then I became a seller, and then eventually I got my first sales manager role. And that was for Dell in South Africa. So this goes back to, gosh, you know, 96, 97, 97.

If you don't do that, then you often end up with very costly mistakes. I will add on one more story. So this is also quite a personal story. This is from my early days in my career. I started my career as an SDR, then I became a seller, and then eventually I got my first sales manager role. And that was for Dell in South Africa. So this goes back to, gosh, you know, 96, 97, 97.

And so I'm in my first role as a front-line sales manager in South Africa. One day, one of my colleagues who worked for me as a seller, he pulled me aside and he was late at career and had a lot of experience. And he basically said to me, hey, Thomas, I just want to give you some feedback. I'm finding that your style is very one-dimensional.

And so I'm in my first role as a front-line sales manager in South Africa. One day, one of my colleagues who worked for me as a seller, he pulled me aside and he was late at career and had a lot of experience. And he basically said to me, hey, Thomas, I just want to give you some feedback. I'm finding that your style is very one-dimensional.

And so I'm in my first role as a front-line sales manager in South Africa. One day, one of my colleagues who worked for me as a seller, he pulled me aside and he was late at career and had a lot of experience. And he basically said to me, hey, Thomas, I just want to give you some feedback. I'm finding that your style is very one-dimensional.

And it's all about you and the way you want things to get done. My experience of working with you, Thomas, is it doesn't empower me. And it doesn't really put me in a place where I want to go out and push the envelope and be creative. And I think you're missing different perspectives. And I think you need to be open to there's many different paths to getting through.

And it's all about you and the way you want things to get done. My experience of working with you, Thomas, is it doesn't empower me. And it doesn't really put me in a place where I want to go out and push the envelope and be creative. And I think you're missing different perspectives. And I think you need to be open to there's many different paths to getting through.

And it's all about you and the way you want things to get done. My experience of working with you, Thomas, is it doesn't empower me. And it doesn't really put me in a place where I want to go out and push the envelope and be creative. And I think you're missing different perspectives. And I think you need to be open to there's many different paths to getting through.

There's many different ways of getting things done. I realized that I hadn't really fully made the transition from being an individual contributor to being a manager. I realized that I was trying to tell people how to do things as opposed to trying to coach and enable my team to get to the desired end results.

There's many different ways of getting things done. I realized that I hadn't really fully made the transition from being an individual contributor to being a manager. I realized that I was trying to tell people how to do things as opposed to trying to coach and enable my team to get to the desired end results.

There's many different ways of getting things done. I realized that I hadn't really fully made the transition from being an individual contributor to being a manager. I realized that I was trying to tell people how to do things as opposed to trying to coach and enable my team to get to the desired end results.