own world as much as I could. 2nd personal example: “A successful team is made up of successful individuals…” which meant I cultivated the mindset that I worked for them, rather than that they worked for me. By focusing on making every individual successful, the team succeeded. 4. OBSTACLES: What Is Or Could Be In The Way? Identify landmines ahead of time to plan for and avoid. Corporate: “IT and corporate fear of having data outside the firewall.” Team: “It’s‘easier’ to work harder than to work smarter.” Putting in longer and longer hours is a crutch for people who don’t know how to redesign their work or process to make it easier to get results. In our culture, it’s easy to backslide into two habits to solve problems: “throw hours at it” and “throw money at it.” Individual: “Size of team heading to 17 direct reports.” The number of my direct reports was a challenge. When a team is growing, people need more attention and coaching. I found it very difficult to give each person the individual coaching and attention they needed once the team grew past 10 people. It was this kind of growth that kept me pushing the boundaries of creating self-managing systems, to find ways for peers to help and coach each other. 5. METRICS: How Will You Measure Success? Corporate: Revenue, adoption rates, etc. Team: We never measured daily dials or calls. Our method focused more on a series of results-based metrics such as Conversations Per Day, Qualified Opportunities Per Month, New Pipeline Per Month, and Total Closed Bookings. Individual: I had some key life-and Salesforce.com-related career goals here, such as “Make $170,000+ per year starting next year”; “Gain Asia and EMEA operating experience”; and “Complete Hawaii Half-Ironman in June 2005.”