How do you build an irresistible Medical Sales Culture?

In this conversation, host Claire Davis introduces guest Lyndsay Dowd, the chief heartbeat officer at Heartbeat for Hire. They discuss the importance of effective management and creating a supportive and enthusiastic team culture. Lyndsay shares her expertise in building an authentic culture and emphasizes the significance of trust and understanding individual needs. She also highlights the challenges of promoting high-performing sales reps to managerial positions and the importance of recognizing management potential. Ultimately, the conversation underscores the value of investing in people and empowering them to thrive.

AI-Generated Transcript below. There may be errors.

Hey, everybody, and welcome back to today's medical sales leader. I'm your host, Claire Davis. And today I have an incredible guest with me, she is the chief heartbeat officer over at heartbeat for hire, Miss Lyndsay Dowd, and I am so thrilled to bring her to you today. Because if you have been operating in sales and medical sales or in the business industry in general, if you've ever had a manager, this one is for you, because we were just talking about it backstage, that when you become a manager or when you are under a manager, you quickly find out that the whole manage the manager can make or break you is very true. But here's the catch. What if you become a manager and you get promoted to that role? Now, how do you inspire your people? So today I'm here with Lyndsay to talk a lot about this and about how you can infuse and create a culture of support and enthusiasm from your team. That's genuine, not just pool tables and free beer at the end of the week on Friday. So, Lyndsay, thank you so much for being here. Thank you for your time. Welcome to the show.

Speaker 2 1:10

It is my pleasure to be here at Clair and you know, this topic is near and dear to my heart. So I'm happy to do it.

Claire Davis 1:17

Awesome. We're so glad you're here. If you guys haven't met Lyndsay Dowd yet, Lindsey has a 25 gear decorated sales career as an individual contributor, a first line manager, second line manager and sales executives. So this spans her experience spans from software sales channels, leadership management, diversity, and storytelling. And she built this diverse and highly productive team methodology through her 23 years at IBM. And so now she coaches executives on how they can really handle their teams. And they can help to support and build thriving teams with her methods. So she's a graduated graduate of the University of Colorado in Boulder. She's completed sales and management courses with Harvard and Duke and dozens of other sales and management organizations. And she's a wife and mother to a teenage boy and girl twin, and her rescue dog pansy. So we're actually just showing a picture of our new traction resume puppy Rudy here who's rooting for you. So we're just so thrilled to have you here, Lindsey. And she's coming to us from north of Boston. So thank you very much. And I want to jump right into something I heard you talking about with the wonderful Christina Mendonsa the other day on her podcast, and I know she's been on yours as well. Yeah, you guys were talking about how culture, while it's incredibly important, is sometimes tricky for people to understand how to create. And it's not just those pool tables in the break room, the free snack bar and the Friday afternoon beers every week. So can you talk a little bit about what the perception of culture is? And how you build a real authentic one that people thrive out?

Speaker 2 2:57

No, yeah, great question. And then I'll give you a little visual that will help people understand the feeling of culture. And then I'll dig a little deeper. So a dear friend of mine and a leader who I've admired for many, many years. She said to me the other day, she said, Linds, when the phone rings, and it's your boss calling, do the hairs on your neck stand up? Are you happy to take the call. So that should just give you kind of a sense of how do you feel about the place that you work, and culture is a lot about feeling. But as leaders, if you've never had a good leader, and you've never had someone who can inspire greatness in you, you don't know what it looks like. And so I coach leaders and executive leadership teams, and I speak to companies about how to create this irresistible culture that creates a sense of pride of place. And here's the here's a statistic, when people are happy, they're six times more productive six times. So it's in everyone's best interest to figure out ways to get to know their people. And I have a methodology that I apply. And I teach leaders how to do this. And it starts with a really simple question. And all of this goes to the foundation of trust. So the question that I like to start with is how can I be the best manager for you? It's a super humbling question. And first of all, it I've done this before, I've asked my teams this question and you are admitting you don't know everything?

Claire Davis 4:25

Nobody does. Don't tell them.

Speaker 2 4:29

But when you say that, you're gonna get different answers from everyone that you ask. And some people are going to say, Lenz, I just need someone to roleplay with Can you help me with that? I just need an escalation point. I need you to help me manage some executive relationships at the client. But otherwise, I'm good. You know, I don't even know what I'm doing. I don't my job doesn't make sense to me. Everyone's coming at it from a different place based on age tenure experience, what their career aspirations are, and it's your job as a leader to understand where your team is at? Here's the other benefit. When you do that, if you're in the C suite, you can call on any one of your managers around your company and say, Tell me what's going on on your team who's a flight risk? Who do we have to get more training for who's happy, who's disengaged? And they're going to know, because they're having those conversations, and in sales, you know, the one thing I hate is when I hear a leader saying, I don't have time to talk to my people. Really, okay, well, then, are you are you in the right job. And here's, here's the real scary thing that happens in sales. This happens a lot. They take take someone who has crushed it, absolutely, you know, absolutely killed their number. They're, they're absolutely doing amazing. And the company says we need to magnify that we need to make them a manager. I don't know about you. But the best reps that I've ever come across are absolute tigers, sharks, dynamos, because they're interested in their pocket, they're interested in doing it for themselves, they don't necessarily care about the team, they don't necessarily care about other people. So putting that person in charge of other people knowing that they don't really care about anyone else is a recipe for disaster. And here's what else happens, those same people manage up very well, they know how to cover their butts. So the people above them don't know how everyone below them is suffering. Not saying this is the case for every rep, that becomes. But it's certainly a pattern I see a lot of, and because they manage up well. And they're not afraid to step on people along the way. The culture keeps getting chipped away at so that was a very long answer to every single question in our culture, but I wanted to kind of identify some of the hotspots and the the real gotchas that people need to be aware of?

Claire Davis 6:49

Yeah, well, you know, and I think it's a testament to I mean, you know, long answer or not, I think that culture, I think that management, there is no short answer, right? There's so many variables. And you know, we, of course, heard of the Peter Principle of like, if you are a really great rep, and then you get promoted to manager, that might not be your zone of genius. So, you know, in your opinion, just to kind of dive into that a little bit more, when you've seen reps go into management have is there like a litmus test? Or is there sort of a marker that you see to say, okay, they do have management potential, like I see these things, and those maybe who should stay in sales, because that's their sweet spot? What's that look like?

Speaker 2 7:34

I actually will do this with another story. Because I, you know, I'm a storyteller. So I had, I was running a really big organization at IBM, and I had this woman on my team, I had inherited a whole bunch of teams from a bunch of acquisitions, these people didn't know each other. They didn't know what the other one sold, they really weren't interested in each other. And I had to kind of create this environment to make them care about each other. Because if they didn't, we were just the land of misfit toys, and we were never going to be productive. And this one woman said to me, she said limbs. We've got a couple of people on our team. I don't think they know what they're doing. Would you be okay, if I coach them, she's an individual contributor. She's just stepping up and she says, I want to help I see a spot here that needs some help. She goes and calls one of the reps and she calls me back and she says, Okay, we've got a problem. What's that? She goes, PJ doesn't know what she's doing. She doesn't know what her job is. She was moved over here from marketing. It was a reorg. We inherited her she's totally lost. And so phone with her, and let's find out what's going on. We had a chat, we talked about, you know, this is the purpose of your job. Do you get that? She goes, Yeah, I go. But more than that, do you understand? We have your back. And she's like, what? And we said, yeah, no, no, we've got you. And these are the kinds of things you can ask. These are the kinds of things you can say I need to your clients, to your partners, whatever, we've got you if something goes sideways, we've got you. And so Emma, the the other woman is sitting there listening, and she's like, Lindsey, I just loved what you said, that was awesome. I want to go do this again with someone else. So I'm watching her volunteering to coach these people. And I pulled her aside at one point and I said, Emma, has anyone ever asked you if you want to be a manager? She said, No, no one's ever asked me. She said, I would love to be a manager. And I said, No, when I have an open wreck, you're gonna get that job, because I think you've got greatness. Now. Emma also was a phenomenal seller, and she wasn't afraid of a challenge. But she became a brilliant, brilliant manager. And she was very humble and always took notes and always would say, I want to run this by you. I think I know what I want to do. But check me on this. Is this how you would do it. And when you have that kind of open relationship where she knew I trusted her implicitly and I said use your instincts. You got them. You know what you're doing? You don't need me, but you can check yourself anytime. She felt it supported, she felt empowered, and she was ready to fly. Now I'll contrast that with a totally different story. I had a rep, Rockstar rep was getting million dollar paychecks, I mean, million dollar commission checks, not paychecks, she was crushing it. And she, someone told her that her resume looks stale. And that she's been doing the same thing for 10 years. And I said, Who told you that? She told me as well, don't ever listen to that person, because a million dollar commission checks, I think you're doing just fine. And the fact that they think that you need a career change is their problem, not your problem. Your problem is not that you've got other problems that we got to work on. But that's not she, she was one of those people that knew she should never go into management. She didn't want to she didn't want to manage other people, she only cared about herself. And she was fully self aware and could admit that. So just two very different characters, two brilliant women. And that's a really important conversation to have with both of them. But if I hadn't taken the time to really kind of get under what makes you tick, what makes you happy? I wouldn't know. And I might promote the wrong rep. So you just got to really kind of understand where people are, and asking those questions about like, what do you want to be when you grow up? Do some people just say I want to go into management, because they think that means progress, they think that means I'm doing something right? But they might not understand that. That takes a lot of work. And it's really hard. And you've got to invest in your people.

Claire Davis 11:38

Yeah. And it's almost got to be a part of you before you even take it it sounds like so, you know, I really love this first story, especially that you shared because being in the resume business, a lot of times before we have a before we position the candidate on paper, to take a new job, say they want to career pivot, and they do want to get promoted or try something new. I think there's really something important about hearing from that person that they want to go try it first or they want to go see if they can jump in and do some project management or gratis, just to see what I can see it that's a great fit. I mean, that woman, she may or may not have recognized that she was doing management sounds like she didn't recognize it until you tapped her on the shoulder and said, Hey, this is what management is. It's it's you deeply investing in your people, it's you making yourself available. And I think that it's there's no wrong way. Like you said, No,

Speaker 2 12:35

you know, there's but you know what, to that point, Claire, as a leader, delegating is a really important leadership act to do. And when you delegate, and I don't mean like, I have to do this horrible thing you want to do it for me? I'm not talking about that. I'm talking about when you're having those conversations, and someone says, Lindsey, I love to speak in front of people. So next opportunity, you know, could I deliver a pitch? Could I do something? Yeah, in fact, we've got an all hands call coming up. And I have to give a presentation on this, why don't you do some of it. And you know, you could help me with the slides. Or maybe I could even give you a couple of slides to present on yourself. And when you can give people those opportunities to shine, or well, they ballistics Can I work on a report? Sure can. But when you when you phrase it the right way, and you and you present it the right way, they're going to be so excited at the opportunity to shine. And I know when I've given people those moments and those actions to take, they take them really seriously because they want to make me proud. And that's, that's a sign of a really good leader. It's something everyone can do.

Claire Davis 13:47

That's awesome. You know, so often, I work with a lot of executives when they're putting their greatness on paper, right? So we're creating resumes for a lot of folks in leadership. And I have to say that the questions about motivating their team really didn't crop up as often as they are now. And I think it's because now they have to do a majority of their management outside the office. So over zoom. So a question I have for you is, you know, giving people those kinds of opportunities and, you know, to shine on like an all hands call. That's a great way to get them motivated. So what are other ways that managers who primarily, you know, speak to their team in a group over zoom that can get their people excited again,

Speaker 2 14:33

I love that question. For me, recognition is one of the most underused things that managers have. Most managers have a budget, they have dollars that they can throw at things they have things they can give out. But aside from the prizes, the simplest stuff of okay, we're having a team call. I'm going to invite Sally from this other team onto the call because she killed it with helping support our team on the A project and we all need to recognize her. So she doesn't know that we're doing this, but we're going to have her on, we're going to celebrate her. Like, that's doesn't cost anything, it makes her feel so great. And you know what, next time we need her, she'll be right there. And, you know, giving someone the spotlight on your own team to say, Okay, this wasn't the biggest deal of the quarter. But you know what, it was so important. And here's why. And I want to give the floor to you. And what happens is, you create this friendly competition, and they want an opportunity to shine. So recognition is an easy one. And yes, you can do all the typical management things, prizes, and trips, and you know, all that stuff. And, of course, if you're in sales, you earn that stuff anyway. But that is just an underutilized one. The other thing is language. And I'll give you another story. And this is a horribly true story. So I had a manager say to me once, Lindsey, I don't like how you handled yourself on that call. You didn't represent the company? Well, you didn't represent us. Well, it really wasn't good. You write the next time. Well, how do you think I did? The next time? Right? I was so anxious, I was so nervous. I was so stressed. And I wasn't relying on my personality, my sense of humor, my instincts, I can read people. And I couldn't do any of that, because I was so consumed with screwing up. And had she just said, how do you think that call went? Well, I didn't like how I said this. And maybe I could have done that a little differently. And I think I forgot the point here. Okay, what do you need to do? Great. Next time? Do you want to roleplay? Do you need more information? What What can I do to help make you be successful? Because you got this, you are hired for this job, and you know what you're doing, we're getting to the same goal, just a completely different way of saying, and you know, what, if somebody says to me, how do you think that went? First of all, they're asking me, to be honest, now I can lie, I'd be lying to myself, you know, if I did a poor job, but all of a sudden, I have an opportunity to build some trust, and somebody's taking an interest in me, they're investing in me. So I'm gonna step up and be honest. Now, if you're gonna lie to yourself, then you're just gonna sit in your delusions, and nobody's gonna get any better. But the truth of the matter is, language choice, and communication matters. Your words matter. And whether you're a leader or a colleague, you have to think about how it's going to be received, especially if you are a senior leader, a C suite person. I had a GM say to me on a call once I asked a question, and he screamed at me in front of like 14 people, and it was totally unnecessary. And it wasn't even directed at me, it was directed at someone who wanted to fire. But I didn't know that. And I was crushed. Because this is a guy who was trying to impress, I was running a whole business for him. And I talked to one of his direct reports afterwards, of course, I was a puddle. I was like, God, he dressed me down in front of everyone. It was awful. And livid. She was so angry that he did that. And a few leaders called him out. And he had to call and apologize to me. But the reality was, I never trusted him again. So irresponsible, and so hurtful. And so it's just your words matter. And the way you show up matters. And that's really important.

Claire Davis 18:29

That's amazing. And, you know, what, first, I'm glad he called and apologized. But I'm sure that you know, when when emotions run high, I mean, look, we're talking to salespeople here, like in my case, I work with medical salespeople, you work with salespeople, managers of all kinds. The stakes are high. Our course emotion is part of this conversation. And so I think that's a really valid point on our words do matter. And it's a reminder that what we do say affects the bottom line, in a direct way, is how we how we help manage and help to bring forth the mindset of the people who are managing.

Speaker 2 19:08

Yeah, I mean, you hear all this talk about quiet quitting, which, yeah, I was quitting. They're just disengaged, right? That's the buzzword because they needed one. But the truth of the matter is, they're quietly quitting because they're uninspired. They're and leaders are really meant to provide three things connection, collaboration and purpose. Not enough leaders provide purpose and purpose is explaining to your team how your contribution matters to our bottom line. When your team understands that they're like, oh, wow, that is important work that I'm doing. feels different. You weren't there versus mailing it in day after day doing my CRM, whatever it is doing to just try and get people off my back. You know, know if I act with her This, I might really put my heart into this. And that's good. And the connection, you know, leaders have to provide that if you go back to my team that was, you know, from all the different parts, they didn't know each other, I had to this was during the Pandy. So I had all these people I had never met. And I don't know when I was going to meet them, because we were going to be locked down for a while. And I was like, how am I going to make these people like want to be invested in each other? So we did a Kahoot. And I asked everybody to send me one fact that they didn't know that nobody knew about them. So I wrote this multiple choice quiz. And it's, you know, music and pictures. And and I'll give you an example. One of the questions it was this person has visited every major ballpark in North America except one and three men and one woman as the answer is, and everyone picked the men, and the answer pops up, and it's Marsha and everyone's like Marsha. So now, anybody that was interested in baseball is all of a sudden really intrigued by Marsha and they remembered all 40 plus of those, you know, questions because they were interesting. And now all of a sudden, there was inside jokes, there was ways to talk to each other, hey, pickleball champion, or Hey, show dog show dog. All of a sudden had something more than just, I don't know a thing about them, but I see their face. And they always look really bored on these calls. So now all of a sudden, there's camaraderie, there's, there's community, there's things that we didn't have before. And it's hard knowing that people are really working from, you know, from home or remotely, most now. And the only time you see each other is at conferences, or if you're lucky, you know, on a sales call or something. But you have to kind of provide that connection. And when you do it, the payback is huge.

Claire Davis 21:53

So that's what I was going to ask next. So you see, you know, these teams, because first of all, I mean, salespeople as a breed, we are competitive, right? That is why we are hired into sales, right? To compete. But when you have turned it into camaraderie, I mean, what a game changer. So what does it look like when a team has gone and made that switch? What's the what's the possibility for them? Well, so

Speaker 2 22:17

salespeople by nature, like to bust each other's balls, so something to talk about, otherwise, you don't like all we have to talk about is, oh, I think I'm gonna get shafted on my commission check. Or, you know, are we going to have a conference? Are we not going to I mean, there's not a whole lot or it's like, Hey, you got that? When can you talk to me about that? When So creating those opportunities for laughter and creating the opportunities for ballbusting. And, you know, making that place a more fun spot to work? It increases the competition, it makes it you know, Oh, I see you up at the top. I'll come in for you. I am. I love that. I love that spirit. And yeah, no, there's, to me, it's always really disconcerting when we find people that were once very engaged, and now they're not. And if they're real quiet on the team calls, like, you know, as a manager, when you're losing people, not like they're quitting, but they're not engaged. And that is a great opportunity for you to call them and say, hey, something going on at home. Are you all right? Like, what's what's happening? Because I noticed you were really disengaged on the call. No, actually, I'm pissed at you. Okay, well, let's unpack that. But like, you're you're getting somewhere and you're building that trust. So that trust is is really, really paramount. And for leaders that have been kind of jerks. It's much harder to build. But even starting from that, that same question. It's a starting point. It's a trust building activity. And those leaders that have been jerks. Listen, I've talked to like, five people in the last two weeks who've confessed to me, I wasn't total aihole leader like I was a jerk, and I have evolved. So it is possible. I'm telling you, it is possible. I know these people and it is a joy when you actually see their evolution and they can look back on it and say I was doing it wrong. So there is hope for lots of people. This is not like a set in stone. You are forevermore adjure Definitely not. But

Claire Davis 24:28

it can be taught, right? I mean, joking backstage, everybody that there's not like a management fairy that comes down and poof, turns you into a beautifully capable manager. I mean, very, unless you talk with Lyndsay and she is the actual management very hard. But I mean, beyond that, I heard a really interesting story about the CEO of thumbtack the other day, and he was talking about how, you know, as we all sort of get that hot under the collar and sweaty when we hear about performance review use, and but he and his team came around to the idea that, hey, I think we might do performance reviews because I'm not getting the true story from my people, and we're having a poor quarter. So he did these reviews. And once the entire management team also did their reviews, he shared them after some deliberation with the rest of the company. And he said that the the, the ripple effect that that had within his company, by sharing his vulnerability, right in some areas where he needed to improve united the company in a way that like no other, you know, no other TED Talk could write. I mean, like, truly people then felt comfortable with

Speaker 2 25:49

Eau Claire, that that is such a tenant of great leadership. And I always tell my kids, it's not how you fall down. It's how you get back up. And I, I, I'll give you another story. I was this is horribly true story. But I'm being vulnerable. I met a guy on LinkedIn, really lovely human, we're having our first coffee chat conversation. And towards the end, I said something about another leader. And I was describing him and I was saying, Oh, I think he probably had some kind of a disorder. And as the words came out of my mouth, I went, Oh, my God, I could see it on his face. He was disengaging. He was offended. And I we hung up the phone, and I immediately sent him a note. And I said, Sam, I'm pretty sure I offended you with what I said. And I really regret that I said that I never should have. And I'm deeply sorry. If you never want to speak to me again. I understand. But I just want you to know, I won't be sleeping tonight because I feel really terribly about what I did. Well, he came right back. And he's like, I love you even more. And yes, I was offended. But you are totally redeemed, and you know, you are good. And we're fine here. And listen, I'm like telling that story because I was a jerk, and I did something really dumb. But I learned from it, I owned it. And I won't make that mistake again. And the reality is, everyone's capable of that everyone's capable of saying, I wasn't I wasn't good at this, guys. I've learned a few things, and I can do better. And I plan on doing that with you. Everybody wants a comeback story. Everybody likes to pay for that evolution. And that, you know, I was laid off and I was homeless. And now look at me. I'm a million dollar coach. Like, I love the success story. So you can do it to not use but yeah, everyone listening? Well, I'm

Claire Davis 27:46

certainly no, I'm with you. We've I think everybody, you know, certainly everybody listening, you know, let us know, if we're not the only ones who has definitely put stuck her foot in her own mouth, like I know for sure I have been in business, for myself at work for somebody else, and certainly with my kids. So it's just being a human. And what really, what really inspires me about that story is that I think because you are so willing to be vulnerable and be real with people. They are comfortable to do that as well. I mean, I've you know, you and I were talking a little bit before this about. So I was laid off four times, and almost five. And of those times, there were only two scenarios where I felt comfortable enough to go to my manager ahead of time and say, hey, if things aren't cracking, like they should, I really need help. I'd love to hear what you think I should do, because you are here, the leader of the ship. And, and it wasn't because they were this sort of like on a pedestal leader that like everybody aspired to be like certainly maybe after this because they were just so darn genuine. But they were the type of people you could really get to know it was the type of guy who I remember I went to a bachelorette party. When I was working for this one company and my manager brought me into his office. And we'd always had a really nice like jovial relationship, but he brought me in and he closed the door. And he, he he was really selling for a minute. And he said, All right, Claire, I want you to have a great time out there. But there's two rules. Number one, you have to come back. And number two, no neck tattoos. And I laughed so hard. For a minute, my heart was beating so fast. Oh, my God was the kind of I mean, but he knew what he knew where I was going. He knew how excited I was to see my girlfriends. And it was that type of leader that I was, you know, I felt a kinship with. And if I could actually be

Speaker 2 29:47

that kind of leader you die on the vine for like every every leader that I've had, I had one leader and she said to me, she said girl, I've got your back now fly. When someone says that to you, you're like you Okay, okay, I'm gonna do something different. I'm going to try something new. I'm going to show everybody I can do this. And that kind of confidence is free to give that that that inspiration is free to give to everyone and the leaders that do that inspire greatness in their people.

Claire Davis 30:21

Yeah, that's so awesome. Okay, so I have I love that mentality of we've got your back. And I have one more question for you. Because today's medical sales leader is really built on, you know, what was working yesterday? What was everybody doing? 10 years ago? Sure. But now what's working today? And maybe, can you share with us a little bit about like, the methods you use to help leaders be really effective? And what is different today that people are doing and seeing success with?

Speaker 2 30:51

Yeah, I mean, the the easiest place to start is the great resignation, really forced a lot of leaders hands, and people weren't leaving, because they weren't getting paid. Well, they were leaving, because they were fed up. And the reality is, I know so many people that left jobs with no jobs to go to, they're just like, Oh, I'm out. I don't want to be treated this way anymore. So all of a sudden, you have all these leaders, their hands have been forced there. They're all of a sudden going, Oh, my God, these people aren't loyal to me anymore. Well, loyalty is a thing of the past. And there is no such thing anymore as job security. So what you have to do as an individual is create your own career security. Now, career security is about building your personal brand. And corporate doesn't teach this. Very few. There's a couple. But the truth of the matter is, a good leader will say, Hey, guys, I want to invest in you. I want to hire somebody to help you build your personal brand. Because if you're doing that, and you're talking about the things that inspire you, hopefully they're coming from this space. Hopefully, they're coming from this company, and you'll have things to say and things to share. So that's smart, right there. Now, could they leave? Yeah, sure, they could. And they could take those skills with them. But they could also stay. And they can look at it as an investment. So leaders are faced with this obvious shift of they're no longer, you know, looking down at the interviewer, there is just as many questions coming back at them. And I teach people all the time. So when you're looking for a new job, you want to be asking questions about talking about your culture? And if they answer with oh, well, we've got the diversity groups and the women's group and the, you know, the African American, great, that's basic, I expect that every company should have that. What else? What do you do when things are difficult? How do you lead? Can I talk to some people on your team? Because I want to know if they're happy? Now how they answer those questions, is going to tell you how secure that leader is. But leaders have to be able to inspire they have to be able to offer those things community collaboration and purpose. And these are real things that a lot of leaders have been focused on in the past, you know, you have these guys who've been around the fossils, and I've been doing it this way for 20 years. Well, you probably been fairly successful, but that old, good, good old boy mantra of like, you're out. We're gonna do it. We're a family. It's a family. It's more like a mob unless like a family asked you to do unnatural things. Because to do that, like you're gonna hire my son, right? Okay. The Circus but sure. So you know, it, those kinds of things are all warning signs. But the truth of the matter is, people have options. And I don't think there's really a lot of people like me that stayed at companies for long times anymore. Like you see them bouncing, you know, every couple of years or every three years or even every one year and it's no longer frowned upon. So it's incumbent on these leaders to find ways to keep their people and they have to come up with ways of building that sense of joy, that sense of camaraderie and inspiration. And I'll tell you, there's the CEO of zoom. He's an interesting guy. He has a fun squad. And I think it's super cool. He also tells everyone on all of his all hands calls that he loves them which that is not for every leader. He does have this fun squad and the fun squad is there to infuse fun wherever possible. So it could be a virtual background. It can be a challenge. It could be anything. And I just love that sense of you're here. For more than 50% of your life, let's make it a great place. And I think that's a challenge that leaders have not really had to address until now. And a lot of people are finding themselves behind. And so they're hiring these chief people, officers, they're hiring, well, being officers, they're hiring workplace wellbeing officers. And we're learning that that soft skill terminology is the thing of the past. It's just traits. So those are kind of the big, big spots. I think that leaders really have to focus and of course, all the regular stuff is still there. You know, your sales goals, your KPIs all that's still there. But how do you surround yourself with diverse thinkers to get you to be able to get the best out of people? That's really what they need to be thinking about?

Claire Davis 35:49

Yeah. And I'm really encouraged. I mean, I know Okay, first of all, there's a lot in there, right? There's a lot to unpack. But what I also really love about what you shared today is that when you are talking about culture, Lindsey, you are sharing stories and examples of how it's done. I think that there is there, you know, gone are the days when we have that motivational poster of courage. Culture, oh, my gosh. So basically, we're done, we get a couple of posters, and then we're complete for our entire culture session. But when it comes to culture, this is something also that a colleague of mine mount Don talks about a lot is that instead of just having pillars, words, things that anybody could say, it's having those stories that embody what those mission statements actually mean, what those values actually are on the website. So like you shared about the widget, Martha, who had all this isn't all of the Martian who visited all of the stadiums, except one that's in an incredible testament to how you're building a culture of valuing the individual, you know, like really supporting and really building that camaraderie. That's where it's at. So I hope that more leaders take, take the initiative to to work with you and to learn from you because I think this new way of managing this new way of leading people from the heart is really important. And I think it's here to stay for so for people who are who are really wanting to do smart management.

Speaker 2 37:25

I think it is too. And I think if you're not thinking about it, you better hire someone who is because it's, it's so important to like unveil Yeah.

Claire Davis 37:40

Okay, so for everybody here who isn't inspired as I am, by your story and what you're doing for for exceptional leaders today. Can you tell them where they would connect with you where you'd like them to reach out?

Speaker 2 37:52

Yeah, you bet. So easiest place to find me is my website, which is heartbeat for hire.com. But I am on all the socials. So I'm on LinkedIn. I'm on Twitter. Not I'm not I'm not the only one. I'm not on Insta Facebook, and all my podcasts are on YouTube as well. So yeah, you can find everything you need at any of those spots. Lindsey doubt each for each.

Claire Davis 38:15

Awesome, Lindsey, thank you so so much for your time today. It's such a pleasure. Every time I get to talk to you, I leave with a smile on my face. You're just one of those people who gives me like the butterflies. And, and I really believe in the work that you're doing. So thank you so much for spending time today. And thank you for using your talent to really help medical sales professionals, healthcare executives and people all over the place, derive and lead better, more fulfilling career. So thanks for what you do. You are definitely today's medical sales leader and I appreciate your time.

Unknown Speaker 38:46

Eau Claire is my pleasure. Thanks for having me.

Claire Davis 38:50

All right. Until next time, thanks so much. Check out Lyndsay Dowd and stay tuned for next week when we speak with coordinator

Transcribed by https://otter.ai