At VTS, the engineering team worked diligently to distill the attributes that define our culture and make work meaningful. The resulting engineering values provide a solid foundation for our team and are a deep source of pride and identity. The process of how we crafted our values is as important as the values themselves; the bottom-up collaborative approach gave the team buy-in and ownership.
How we crafted our values is as important as the values themselves
In this post, I will first present the VTS engineering values. I'll then discuss why values matter and what makes for useful values, both in the context of general values and engineering-focused values. Finally, I'll step through the unique process we adopted and some lessons learned.
The VTS Engineering Values
These values represent us as an engineering team. We adhere to them through storm and clear skies alike. They are intended to help us make decisions as well as to remind ourselves of the team that we wish to be
- We are people first: We foster psychological safety by ensuring everyone feels welcome and encouraged to share their ideas and skills. We provide a space that is accepting and inclusive of all identities and backgrounds.
- We are students and teachers: We make time for learning experiences, and we share them with our teammates and the community. Lunch and learns, group code review, and pairing are all part of our toolbox.
- We are all owners: We think about testing up front. We leave things better than we found them, even if that product, feature, class, test or component is another team's responsibility. We monitor usage, performance, and security to know that our code is working as intended, and see it over the finish line.
- We make mistakes together: Through honest reflection we can turn mistakes into learning experiences and prevent them in the future. This gives us room to experiment and fail in a blameless culture but keeps us accountable for the resolution.
- We ask why a lot: We thoughtfully consider our technical, product, and process decisions from the start and as we go. If they're not helping, they're hurting.
- We strive for simplicity: We aim to build a sustainable platform that we can continue to extend and maintain. Simple solutions aren't easy, but they're worth it.
- We ship product, not code: Our decision making is heavily influenced by business and customer concerns. We're not just building a codebase, we're solving our customers' problems.
- We thrive on feedback: Meaningful feedback is a gift and opportunity to grow. We build strong teams and rely on that trust to deliver it. We speak the plain truth to each other staying genuine, transparent, and straightforward.
Let's Absorb Those for a Moment
I'm blown away by the values that emerged; they're deeply humanistic, they ring true, and they're from engineers for engineers.
I couldn't have written these. My fellow managers would have emphasized different things (sorry, friends!). Many engineers would have gone off in the weeds. This was a true team effort that distilled and sharpened; and it's absolutely inspiring.
Why Values? Why Engineering Values?
Let's take a big step back, and ask: why go through the effort of crafting values? This was a fad that led to the kind of mealy-mouthed statements that we snicker at, right?
While poorly written values may be feel-good drivel, I'd argue that an authentic exercise of seeking a common set of core values and principles lays a bedrock foundation of culture. Values are a tool that informs who is hired and promoted, how to give feedback, and how to communicate. Useful values do the following:
- Express opinions and pick a side. A good value draws a line in the sand and is not universal. Say what you will about its merits, but Facebook's "Move Fast and Break Things" expresses a strong opinion (action matters more than stability) and is specific (e.g. you wouldn't hear this at a medical device company). Meaningful values have real teeth and establish principles that constrain behavior and risk alienating people who disagree.
- Describe the team at its best. Values capture the essential, authentic essence of what a team is most proud of being. There will be a mix of some values that are anchored in current culture ("we already do this good thing, let's do more of that"), and others that are more aspirational ("if we did this thing, we'd be better"). If there are too many aspirational values things may not seem rooted in reality; but there needs to be a push to challenge the status quo and to be better.
- Are worded in a human-friendly way. The specific phrases and language should be used in everyday conversation. They should avoid corporate-speak and sound common-sense.
- Avoid the bland and generic. For example, sentiments like "We Respect Employees" and "Integrity" are pleasant but pointless because everyone ought to be promoting these. You can spot the sad result of watered-down compromises and groupthink a mile away.
You can have both company-wide values and engineering-team values. Engineering values are specific to the daily work of solving problems with software, and get into the details of how we expect to do work. For example:
- How do we think about tech debt?
- What is the testing culture and expectations for who-checks-what?
- How to resolve the tension between shipping quickly vs. shipping quality?
- What are the unusual rituals or processes that make us unique?
- How do we insist on operational excellence while avoiding burn-out?
- Do we promote or reject a hero culture?
- What is our culture for engaging in debate and resolving disagreements?
See the excellent article Make Your Values Mean Something from the Harvard Business Review (2002).
The Engineering Values Process at VTS
In 2015, VTS went through a deliberate engineering team feedback process to dig into "what qualities make a good engineer at VTS?" The resulting values were solid; but they became a bit out-of-date.
We decided to take a stab at updating our engineering values, as 5–10 short phrases with a bit of explanation text. While this process was kicked off by engineering management, we were well aware at the outset that:
- The values won't be seen as legitimate unless they come from all of engineering (programmers, QA, and managers). Everyone is a stakeholder and has an opportunity for meaningful input.
- The process must not get stalled by endless meetings.
- We want to capture "sharp" opinions, and not land in the gray middle ground of averaging out everyone's ideas.
That's a tough set of criteria! True consensus with a large group can take forever. A democratic voting process moves quickly, but often favors the loudest voice or lands in the middle. We landed on a weird hybrid democratic-consensus model that just happened to work. I won't lie; this took a ton of quiet background coordination, and we relied heavily on the fact that everyone brought so much goodwill and positive energy to the table. This could easily have been disrupted if folks had been cynical or political.
Step 1: Engineering Breakout Groups (Democratic; Dot-voting)
We assigned all engineers (including QA) to breakout groups of 5–6 people. Managers were assigned to their own, separate breakout group.
People were given plenty of heads-up and encouragement to think about values ahead of time, and to come to the meeting prepared. For each group, we tapped one person on the shoulder and asked them to run their session as the logistical time-keeper and secretary. The format was:
- Discuss engineering values and how these will be used.
- Everyone writes down values they find important as raw, short phrases.
- Each person shares the 2 values they thought are most important.
- Put all values on a board, with grouping of common themes.
- Dot-vote to pick the top-10 values from the group.
At the end of the meeting, the group choose person as their delegate to the follow-up "Engineering Values Working Group."
Step 2: Working Group Draft (Consensus)
The working group (Alex W.; the other Alex W.; Dan; Ian; and Maddie — you rock!) met multiple times over a 3 week period to discuss the raw inputs, and discern common themes to distill into a set of 5–10 values. They engaged deeply to find common themes, without diluting the original intent.
Did I say "deeply?". This group dug in and committed completely.
They tackled this in multiple passes. In the first sessions, they grouped values and fleshed them out until they could agree that they had found broad but specific coverage. Later, they word-smithed these into clear phrases. For this later phase, their approach was to have everyone try their hand at writing independently, then when they met they would and pick-and-choose the phasing that seemed most apropos.
Note that engineering management had one person (Dan — thanks a ton!) who was a delegate. It was critical to include the manager perspective, too; not to drive the process, but because management has a point of view in the what matters for team values that ought to be included, and is a stakeholder too.
In one fascinating exchange, Dan was asked to bring higher-level leadership feedback the group. While the working group was open to the general idea of receiving input, they vigorously maintained ownership, and molded those ideas into a form everyone could agree on.
Lesson learned: once you have set smart and committed people on a path, honor that path and trust them to do the right thing.
Step 3: Team Feedback (Advisory)
The ultimate result of the working group sessions was a short, rich Google doc. This was shared with the entire engineering team as a "request for comments" with suggestion-mode enabled. People had a week to give their feedback, and then it was presented at the engineering all-hands.
The group received a ton of feedback. The comment threads allowed discussions that helped to flush some hard topics out into the open. One that stood out to me was a discussion of our testing culture, and test driven development (TDD) in particular. We want to say it's a value, but tests can be inconsistent and this seems more aspirational than actual. Is there enough leadership support for engineers to give testing the attention we say it deserves? This discussion is values at work, because it was forcing us to face some hard questions that we'd been sweeping under the rug. (For the record, where we landed is: yes, leadership should do a better job supporting teams in giving them the time they need to do upfront testing and TDD, and it's absolutely where we'd want folks to go).
Step 4: Final Version (Allows for Future Updates)
The working group met for a final time to incorporate the feedback into the working version that we're using today. We were careful to set the expectation with the team that this is a living document, and we'll update it regularly going forward. It's better to get something good out there than struggle to be absolutely perfect.
Some Lessons Learned
- Trust that earnest and hard-working people will land at a good place.
- The values that emerge from a bottoms-up process may be different than anyone will predict, but they'll be authentic to the team.
- The engineering values process may take a lot more work than anyone anticipates — especially on the mundane logistical and getting-the-ball-rolling side of things.
- Allow leadership visibility and input, but let the group retain ownership.
Now that we have our values… what do we do with them?
As it turns out, values are tremendously useful!
- We are revising our engineering jobs ladder using these values.
- Engineers are citing values on a daily basis to give constructive criticism to one another, in pull requests, and (gulp) to push feedback upwards to their managers.
- Recruiting is sharing these values with candidates as a tool to convey our DNA, and candidates are loving it.
- HR will use these values as the framework for our semi-annual 360 review process.
Katie Dillon has many hobbies. During the pandemic, she picked up candle and jewelry making, opened an Etsy shop, learned new watercolor techniques, and poured hours into maintaining her vegetable garden.
And recently, her interest in the lindy hop community has been resparked. “Swing dancing is something I enjoy doing,” she shares. “I used to travel for dance every other weekend. It was a huge part of my life. And I recently got inspired to get back into it.”
Whether through crafting or dancing, Katie enjoys harnessing her creativity — a skill she also uses for her work as a Software Engineer at SeatGeek. We sat down with Katie to learn how producing effective code involves creativity and design thinking.
Following Her Interest in Design
Katie grew up within a family of software engineers. “My dad is a software engineer and my younger brother has always wanted to be a software engineer,” she shares.
Katie, on the other hand, wanted to carve her own path. “I wanted to do the absolute farthest thing that I could think of from software engineering. There was no way that I was going to code.”
In an effort to find her own voice, she joined a filmmaking program in high school. “It was film, design, and English,” she explains.
After two years in the program, her mind was set on filmmaking and she applied to several university filmmaking programs. Although she was accepted to some reputable schools, she started having second thoughts.
"I thought I didn't know exactly what I wanted to do, so I wanted to go to a school that allowed me the flexibility to change my mind. I ended up applying to some design schools and then going to the University of Michigan," she says.
There, she pursued an art and design major and started on her career journey.
“I [ended up] doing graphic design, UI/UX stuff,” she explains. “I was doing a lot of freelance design work and consulting for small businesses. I was full design and felt pretty good about that for my future.”
Katie had regular clients and a full schedule with her design work, however, she felt inclined to take an intro to coding class to stay current—and keep up with her family’s dinner table conversations about machine learning.
“[I thought to myself], ‘I'd like to understand what this chaos is when my dad talks about it,’” she admits with a smile.
And after that first class, she was hooked.
Merging Creative Design With Coding
“I took one class and I [knew] this was for me,” Katie shares.
“It opened my eyes to the fact that engineering can feel like adult Legos, where it's highly creative, but in a way that also tickles my organization brain,” she explains.
Because of her newfound interest, Katie decided to finish her design degree with a minor in computer science. While working to achieve this, she got a first glimpse at what a career in tech could look like. This glimpse came from an internship for a company she was previously doing design work for. “It was a local company in Ann Arbor. [I told them] I wanted to code and it worked out great,” she shares. She went on to describe the invaluable mentorship and support she received during her transition from design to code. “That internship really helped me envision what it would look like to work as a software engineer,” she adds. “Something I’m still grateful for.”
Because of her design background, Katie was able to draw similarities between designing and coding. From a design perspective, coding is “designing how a system is going to work or designing the flow of information,” she explains.
She has always thought of design as a form of creative problem solving; understanding a problem or a pain point that needs to be solved, ideating different possible solutions, and then realizing those solutions.
Similarly, coding involves designing creative solutions to problems. In both cases, these problems often have many solutions. “With coding, we're not outputting something visual, but designing how information moves through a system,” she explains.
The key is being able to design code that helps reach goals; and design thinking plays a crucial role in that. “There are so many different design choices that make good code.”
Using Creativity to Code at Seatgeek
After her first experience with coding, Katie decided to expand her career and found SeatGeek through a job search. What caught her attention was the staff.
“Something that resonated with me was that there were these people in all different walks of life who, I felt, SeatGeek honored and encouraged to be their whole [selves] both inside and outside of work,” Katie says.
SeatGeek is the live entertainment platform that’s rethinking ticketing by caring more about fans, teams, and venues. With their technological savvy and fan-first attitude, they’re simplifying and modernizing the ticketing industry.
Now as a Software Engineer, Katie uses creativity and design work in her coding process. “I use creativity more when I’m thinking about and planning code,” she adds.
“[On my team] we try to think about these big problems and break down those problems into smaller chunks and that process is so creative to me. We’re figuring out what needs to be solved and then designing some sort of solution.”
Advice on Using Creativity to Power Your Code
Creativity is a beneficial skill — one that Katie uses on a regular basis.
“In my job, I end up wearing many hats and playing designer when writing frontend code,” she explains. “It's always great when I'm able to collaborate with someone and have explicitly asked for design input on bigger projects, but when that's not possible, my design background allows me to still be effective and create user-friendly interfaces through conversations with stakeholders and an iterative design process.”
Katie emphasizes that everyone should identify their own creative processes and harness those when designing and writing code, but she offers this advice for those searching to vary that creative spark:
- When in doubt, draw it out. “This may not work for everyone but it works for me to have a physical pen to paper and be able to draw my ideas,” says Katie. “Whether you’re drawing a diagram or a doodle, it doesn’t have to be perfect. This process can reveal the weak points and help you focus and iterate on your ideas.”
- Be open to collaboration. Having open and casual meetings with other engineers can create the space for innovation. “I think that some of the most effective and groundbreaking meetings don't really have a plan other than ‘let's talk about this big idea and think about it,’” Katie shares. “Talking to other engineers during that unstructured design time is really helpful.”
- Do the big design work first. “Doing enough of the planning and design work ahead of time, I feel, lays the base to be more creative with the small things,” shares Katie. “Once you have the structural pieces in place, you can utilize creativity by getting feedback and bouncing ideas off of other colleagues to fill in the missing components.”
If you’re ready to apply creativity and design to solve big problems, check out the open positions at SeatGeek.
We all have our favorite websites– the ones we frequent, bookmark, and recommend to others. You might even enjoy some website features so much that you’ve found yourself wondering why they aren’t more popular. Or maybe you’ve experienced times where you were frustrated with a website and wished you could add features or even design your own!
If you’ve ever found yourself intrigued at the prospect of designing and developing your own websites, then a career as a web developer might be just for you!
As a web developer you would be responsible for coding, designing, optimizing, and maintaining websites. Today, there are over 1.7 billion websites in the world and, in turn, the demand for web developers is on the rise. In order to figure out what kind of web development work best suits you let’s start with an introduction to the three main roles in web development that you can choose from.
The Three Types of Web Development Jobs
Front-End Web Development: The Creative Side
In addition to programming skills, front-end developers need to be detail oriented, creative, willing to keep up with the latest trends in web development, cyber security conscious, and geared toward user-friendly designs. The median salary for a front-end developer can reach well into the $90,000 to $100,000 range.
Back-End Web Development: The Logical Counterpart
While a house can be beautifully decorated, it’s incomplete without a solid foundation and efficient infrastructure. Similarly, a well-designed website depends on logical and functional code to power the features of that website. Back-end web development is code-heavy and focused on the specifics of how a website works. If you enjoy the analytical challenge of creating the behind-the-scenes code that powers a website, then back-end development is for you.
Full-Stack Web Development: A Little Bit of Everything
A full-stack developer is essentially the Jack (or Jill)-of-all-trades in web development. Full-stack developers need to be knowledgeable about both front-end and back-end roles. This does not necessarily imply that you would need to be an expert in both roles, but you should fully understand the different applications and synergies they each imply. In order to work in this position, you will need to know the programming languages used by front-end and back-end developers. In addition to these languages, full-stack developers also specialize in databases, storage, HTTP, REST, and web architecture.
Full-stack developers are often required to act as liaisons between front-end and back-end developers. Full-stack developers need to be both problem solvers and great communicators. The end goal for a full-stack developer is to ensure that the user’s experience is seamless, both on the front-end and on the back-end. In return, you can expect to earn a median salary of $100,000 – $115,000 a year for this role.
Taking the Next Step
Web development is both in-demand and lucrative! All three roles described above contribute to specific aspects of web development and the scope of each one can be customized to the industries and positions you feel best suit you. Regardless of which role you choose, all of them need a foundation in programming.
To gain the programming skills needed in each role, you can enroll in courses or learn independently. Coding bootcamps are a great way to boost your skillset quickly and efficiently.
Click here for some of our highly rated programming bootcamp options! Make sure to check out the discounts available to PowerToFly members.
Editor’s note: The following post is by Shweta B., Vertical Head for Financial Services, Media, Travel and Professional Services, in India. In her own words, she describes four core characteristics that empower client partners and client solution managers on the Global Business Group team to succeed.
When I’m asked about the last two years of my career journey, the first thing that comes to mind is the people I’ve worked with and the impactful change we’ve made together. After four years in business operations at another tech company, I started thinking about how I could apply my leadership skills to a new challenge. After exploring a few different opportunities, I was introduced to a position with the Global Business Group team in India that aligned with my experience and interests in developing a team of client partners and client solution managers. I was struck by something else I discovered through my interactions with my Meta colleagues as well: an incredibly inclusive culture where it was clear that the team was intentional about empowering one another to grow. Collaborating with a diverse group of people from unique backgrounds has been one of the most rewarding parts of my experience over the last two years with the company. I’ve also been inspired by observing how, despite the different paths people on my team have taken throughout their career journeys, we all share several key traits and skills: empathy, curiosity, authenticity, and the ability to think ahead. Looking back, I’ve reflected on how each of these characteristics are helping to power our collective success.
Empathy not only helps me connect with my team, but it empowers us to build relationships with one another, the cross-functional partners we work with internally, and our clients - advertisers across the travel, financial, media, and professional services industries. Strong relationships enable us to establish a foundation of trust, facilitate open and honest conversations, and see things from a perspective outside of our own. This is especially important for my team. Our clients depend on us to advise on their advertising strategy, and in order to help them meet their goals, it’s critical that we understand who they are, what they’re doing, and what matters most to their customers. With this, we must also recognize that there isn’t a “one-size-fits-all” approach. What works for one client won’t necessarily work for another, and solving problems often means working together to think about a creative idea we haven’t tried before. Having deep care for the end-user and being empathetic about their needs is a north star that helps us continuously strive for building the best experience possible.
Shweta and the GBG In Market team enjoying time together at the Meta office in Gurgaon, India.
At Meta, we’re on the frontier of inventing cutting-edge ways to develop new advertising solutions—and with that, we’re implementing methods we haven’t tried before. Innovation is a key element of our team and company culture, and introducing new ideas calls for deep curiosity. Rather than doing things as they’ve always been done, people who thrive on my team challenge each other to be bold, think bigger and share outside-of-the-box ideas. We ask ourselves questions like, “What can we do for the client if we think beyond product or bandwidth constraints”, “What could this look like in the long-term?”, and “We might not have the skills internally to answer all of our client’s questions, but who can we partner with cross-functionally—or globally—to solve this problem?” As the first point of contact for clients, bringing our curiosity to our cross-functional teammates is incredibly valuable. We ask questions to introduce new ideas, and we collaborate closely to solve challenges.” Curiosity also means being open to change, and it’s a trait I look for when meeting with potential team members. Outside the questions focused on skills, I usually ask potential candidates for their honest view on Meta technologies, what do we do exceptionally well, and where we could do better as a company from their perspective. While we hire for specific roles, we leave space for people to help redefine their roles and take on new challenges as our work evolves. This not only empowers team members to employ their curiosity to explore different interests and possibilities, but to think more broadly about how to make the most meaningful impact.
Authenticity—bringing your full self to work—makes it possible to be open, transparent, and vulnerable. In turn, we can communicate more effectively, foster strong relationships and lead by example. Having these capabilities is like having superpowers when collaborating cross-functionally, developing a team, and working with clients. Despite the incredible benefits of being authentic, I wasn’t always certain how to balance being my full self and showing up as a strong leader. I initially felt hesitant to share details about my life or talk about what mattered to me outside of work—and that prevented my team from being more open with me. At Meta, being authentic is at the heart of our culture. Leaders embrace transparency and demonstrate what it means to be open. Experiencing this has inspired me to rethink my own approach and grow. “When we’re comfortable being our authentic selves, we’re most empowered to put our best foot forward.” Now, one of my favorite parts of the week is the first 15 minutes of our weekly team meeting. We talk about anything and everything—as long as it’s not work-related! This bonding time helps us learn more about one another. I’m proud of the relationship we’ve formed together, and they know I truly care about each of them. This comfort and connection extends to our work with clients as well, helping us bring a transparent, people-first approach to our work. We won’t suggest a product that doesn’t align with their goals just to fulfill ours, and we’ll be realistic when we need to think about changing course. While these authentic interactions may seem small, they make a big impact.
No two days are the same here, and we’re constantly thinking about what’s next. No matter a team member’s experience or role, having the ability to look ahead enables us to keep the big picture in mind and work toward longer-term goals. It also inspires us to be creative and start conversations about how small decisions today can contribute to what happens tomorrow.Right now, we have a massive opportunity to shape the future and make an impact across India in the travel, financial, media, and professional services industries. I often think about how this is the first time that India’s digital advertising industry has surpassed the TV industry, and how WhatsApp and Instagram have exploded in popularity over the last few years. The work we do with our clients is part of this shift in the way people consume advertising and media, and everyone on the team is able to drive change for the community. While we’ve already accomplished so much together, there’s still limitless opportunity to look forward to!
Tiffany Witwer from Elastic is a proud mom of three.
“I enjoy being a parent because it teaches me patience and it gives me a different perspective,” she shares. “It allows me to be more present, laugh more, and appreciate the small things.”
In between her duties as a mom, she keeps herself mentally and physically healthy by running, biking, swimming, or doing yoga — all activities that help her start the day with gratitude. "It gives me the right perspective and attitude to go into the day,” she says.
With an overall positive outlook on life, Tiffany brings that same energy to her customers at work as the Head of Customer Service for Elastic.
We sat down with Tiffany, who shared with us her career journey from civil engineering to customer service. Keep reading to learn top tips for creating happy customers.
Starting a Career in Engineering
Tiffany pursued an undergraduate degree in biological engineering.
“I was always really good at math and science, especially chemistry. And I love being outside in nature and learning about it,” she shares.
It was a college professor’s research on stormwater runoff that motivated her to pursue her master's degree in biological and civil engineering. “I liked his energy and attitude toward learning. It was contagious,” she describes.
While working alongside this professor at North Carolina State University, she presented her work at a conference that helped lay the groundwork for her career. “I met a man who liked my presentation," she says, "and was hiring a civil engineer for a consulting company.”
Taking on this new opportunity, she moved to New York City where she discovered her love of being surrounded by diverse people and cultures, in addition to her new job.
“I enjoyed doing the design work and meeting the customers,” she explains. "I was always the one on the proposals, winning the design work, and building relationships with customers.”
While emerging in the complex realm of storm waste engineering, Tiffany saw how the world was progressing and thought that knowing software and technology would be beneficial.
“So I learned to code, networked, and got a job at a business analytics and software company as a pre-sales systems engineer,” Tiffany says.
Pivoting into a Customer Success Role
As she dedicated more time to customers, her interest in working with them soon began to increase. “What I loved most was that I was using my mind to solve problems, but I also got to interface with customers. I got to meet customers and hear what they were doing and hear how we could help them.”
Tiffany spent 10 years in pre-sales engineering and sales. She then took a job in a different company where she helped build out their advisory services business.
It was there that she built a successful team with coworkers who would lead her to her position at Elastic.
Elastic is the leading platform for search-powered solutions. They help enhance customer and employee search experiences, keep mission-critical applications running smoothly, and protect against cyber threats.
As the Head of Customer Service, Tiffany is responsible for making sure customers are getting the most value out of their software. "It's not only about how customers are using the technology," she explains. "It’s, ‘how is a customer's experience with Elastic? Are we meeting their need for technology?’ And, ‘are we meeting their needs from a support and empathy standpoint?’”
In order to meet her customers’ complex needs, she emphasizes how crucial communication is.
The Importance of Communication in Customer Success
Quality communication is a skill that can often be undervalued. “I think people underestimate how much time is needed for clear communication,” she points out. “Just because you put a message out there, it doesn't mean it’s clearly understood. You need to think through how people are going to respond to the information.”
With the complexities of communication, Tiffany relies on setting clear intentions when communicating in meetings. “I always ask at the beginning, ‘what is your goal for this meeting and what does success look like for you?’" she explains.
Communicating clearly what success looks like for both parties allows for a better outcome. “I think for communications, it's making a lot of time and clearly defining what you want to get out of the interaction.”
Advice for Clear Communication with Customers
Tiffany’s career journey has been a mixture of understanding technology and building relationships with people — learning how to explain the technology to customers and problem solve in an empathic way. This has led to overall customer success. To create clear communication, Tiffany offers this advice.
- Be empathetic and listen to your customers: “If you think about it, you've been trained in your technology, you know it inside and out,” she explains. "But when you meet with a customer, the technology may only be a small part of their job.” Taking this perspective can help you to communicate with more empathy. “It's understanding people's vantage point and then using that to communicate to them.”
- Defining success and clearly communicating it: “I'm a strong believer in getting on calls and confirming the goals and what people want to get out of the call," Tiffany shares. "This way, you know, you are aligned on what success is no matter what type of call.”
- Be genuine: “At the end of the day, people will remember how you made them feel," she shares. "I think for me, it's about being a good human and making the world a better place. And if you can do that in your job as well, that's a win-win.”
- Get to know people: “Getting to know people, their perspectives, and growing with them is what has led me to customer success and to where I am in my career,” Tiffany advises.