Every Day Matters

One Positive Event Each Day

[masslaxer]

Say things better at work

[masslaxer]

I asked a practical pilot-success question: “Can we set up bidding AI in month 1 instead of late?”

Becca’s “not for a lack of trying” could be interpreted as cross-functional finger pointing if retold badly.

How I should have worded my question to Becca: “What is the plan for AI setup timing for future pilot clients?” or “Who owns that step?”

Even if you are objectively correct, your manager’s concern may be political: she may want to control how feedback lands cross-functionally so Sales does not look like it is criticizing CS or Onboarding.

So: not necessarily toast, but you should act like this is a credibility repair moment. Own the pattern, do not relitigate the facts, and make a concrete behavior change immediately.

She is asking you to route risk in a way that preserves trust. In cross-functional work, being right is only half the job. The other half is making the truth easy for other people to accept.

A phrase to keep in your head: “My job is not to prove the mistake. My job is to reduce the risk.”

[masslaxer]

My Dad wouldn’t ever write any constructive feedback to any colleagues (especially those with job titles above them). He would only write positive.

Dad recommends to never puts any constructive feedback in writing. He says it’s so easy to forward to others.

He would hate having to bite his tongue, but knew he had to.

Dad says no one likes constructive criticism.

Dad says if it was a good call, maybe I’m being nit-picky.

Krystin doesn’t want to cause waves internally because she’s the VP of Sales now. She wants to look good with other departments.

She doesn’t want any negative feedback about any of her teammates (can reflect negatively on her).

If Krystin brings this up to me, I should say: “You’re right to call that out. I was focused on the pilot outcome, but I understand the broader pattern you’ve flagged: even when my intent is constructive, it can land as me correcting another team or creating tension. I need to be more disciplined about routing process feedback through you. For future cross-functional calls, I’ll keep my comments to immediate execution needs and bring any broader observations to you separately.”

Also, be careful with the internal narrative you’re carrying. Calling the onboarding lead’s misunderstanding a “rookie mistake,” even privately, may leak into your tone. A safer framing is:

“There was ambiguity around platform capability and ownership.”

That sounds operational. “Rookie mistake” sounds accusatory, even if accurate.

[masslaxer]

Small company= Director & Senior Director of Sales job titles

Larger, more established company= Senior Enterprise Account Executive job titles

[masslaxer]

Tech company Sales Director & Senior Sales Director pay

[masslaxer]

I still don’t know how to achieve this

[masslaxer]

The conductor didn’t check my LIRR from Jamaica—> Massapequa Park station. She just took the paper from my seat

[masslaxer]

The conductor doesn’t check for tickets when going from Jamaica—> Penn if you sit with others who had tickets already checked

[masslaxer]

Pacvue AE sales comp

[masslaxer]

Placements.io sales comp

[masslaxer]

Vidmob AE sales comp (2x OTE)

[masslaxer]

AppsFlyer sales comp

[masslaxer]

Innovid sales comp

[masslaxer]

Anthropic Enterprise AE Comp

[masslaxer]

Pacvue Senior Account Executive: $275K- $280K OTE

[masslaxer]

Fav Bachelorette Contestants:

1. Drew

2. Jake Pavelka

[masslaxer]

I went through a strange experience. I told my new manager about a partner colleague who didn’t come prepared to a big prospective client demo call. I shared what I had asked him to bring to the call that wasn’t prepared.

I asked if I could lead demos going forward and she said I had to work with him. I had said I was uncomfortable doing so due to my experience. She seemed angry that I brought up my experience because other salespeople haven’t had issues with him even though she and her team doesn’t use him. I explained that his manager told me he had some things going on in his personal life & I’m new working with him so I’m not sure if this is a more recent miss.

She does have an abrasive personality in general. She says how he gets paid to lead demos, but I am confused why she won’t let me lead my own demos if I think I can be more prepared and persuasive during them, even if he’s the technical expert. Isn’t the whole point of sales to close business, no matter how you do it?