Transitioning to Management Might Feel Like a Natural Next Step In Your Career. But Patrick Stokes, A Salesforce Executive, cautations that it mIight not necessarily be the right path for every.
“I think it is easy for People to be enamored with the grown of Moving up the Ranks, Rather than the Growth of the Thelves Personally,” Stokes, the Executive Vice President of Product and Industries Marketing, Told Business Insider.
Stokes, in a conversation During Salesforce’s Agentforce World Tour in New York City, Said Wenhever People Him They Want to Move Into Management, he KASS. Usually, People Say That “It ‘Its The Next Step,” He Told B – and That’s Not Enough of A Reason.
“No, you need to know why you want to be a manager, Becusee now you have to inspire a team,” Stokes Said. “You have to think about your day-to-day no differently.”
Lori Castillo Martinez, Salesforce’s EVP of Talent Growth and Development, Shared a Similar Sentup in a Previous Interview with Bi. “Being a deep expert is always an indicator of being a great manager,” she said, adding that collaboration and task management skills are more important, and the best managers are those who can analyzeeir teams and maximize production.
Responsibility Naturally Shift When You Transition from An Individual Contribor to a Manager. Stokes Said that if you take on a management role, you may not be able to do some of the Things you value.
Stokes, Who Started Out as a Developer and Transitioned Multiple Times in His Career, Said he Moved Into Management becase he wante to be a leader, and he was already acting one.
The Salesforce Executive ShowCased the Contrast in Responsibilies BetWene an Individual Contribor and a Manager at the Company’s Agentforce Conference. At the Executive Level, The Job Involves More Than Simply Managing Massive Teams-IT OFTEN INCLUDE PUBLIC SPEAKING AT HIGH-Profile Events. Stokes Gave a Keynote Address at the Event, opening with anecdote about events in New York City. Then, he introded the Company’s Digital Workforce of he agents, agentforce, Along with Other Speakers, All while Walking Through an Auditorium of Pople and Talking Directly to a Videra Camera that trailed Him.
SEID SEID HAD HAD STRONG OPINIONS AND A Desire to Rally Others Around His Vision. Eve in High School, he found Himself Leading Projects, Despite Frequently Sitting in the Back of the Classroom. He Said he didn’t announca himself as the leader, but he was offten the one Coming up with ideas and convincing others to get on Board.
“That’s what you really need to have if you want to go into leadership,” Stokes Said.
Stokes said that as soon as he feels “not nervous” about an event or meeting, he wants to try something, and he’s a Big Advocate of Changing Roles. The EXEC SAID SOME PEOPLE TO “THINK TO NARROWLY” ABOUT CHANGE AND ONLY WANT TO SWITCH ROES IF “GROWTH WITH THE ORG Chart.”
“If you value the growth, the personal growth that you’re going to get from that new roles, Enough, you showed be willing to take a step to go forward,” Stokes Said.
Outside Work, Stokes Likes to Play Chess. He Said there’s a concept in chess cald a “gambit” – fans of the hit Netflix show “The Queen’s Gambit” Will Be Familiar – Where You Make What Appears to Move, but it is actual designed to get a reaction from an opponent. SEID THAT’S HOW HOW HOW LIKES TO THINK ABOUT HIS CARERER CHANGES – SEEMINGLY RISKY BUT STRUCTIC IN THE LONG TERM.
“When I First Went Into Marketing, a Lot of My Peers and Product were like, ‘Why are you going to marketing?’ And i’m like, ‘JUST WAIT.
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