Carilu Dietrich: recommendation

Transcript context

…I know there's this backlash against working really hard that happened for a while, but I'm on the same boat as you have of success will come from working really hard. And sometimes that sucks, but that's usually how it goes. I think there's ebbs and flows in your life. You're going to have a baby here soon, congratulations. Thank you. And so maybe you take your foot off the gas for a little bit. But really, there's no shortcuts. There's no shortcuts to knowing a lot. One of the people I admire most is Tomasz Tunguz, who was with Redpoint and now started his own VC firm. And I was talking to him about his blog and he was like, "I'd just wake up 5:00 or 6:00 AM every morning and write three to four blogs a week for 10 years." Damn. That is self-discipline and insight and drive. So yeah, no shortcuts. I think. You look at Denise Persson at Snowflake, and she's worked really hard to get there. So the five things I think you need to do to get to the C-suite that are not personal side are you need to think about how your responsibilities tie to revenue. You need to think and talk in the terms of the CEO and the board. And that can be tricky when you're junior because you don't have exposure to it. But getting a strong handle on finance, and how the finances of the business work, and how the revenue of the business works. I went on a tour of the Tesla factory with my daughter's field trip a couple weeks ago. And the guy who was giving us the tour was like, "So I delivered and stocked all these different parts at the plant and then I would take a list. And after work every night, I'd go to each part of the plant and try to figure out what they were working on and what the challenges and opportunities were. And that's how I moved up." So it's just understanding how the whole thing works together. Because if you want to be in the C-suite, it's a job about how the system works. So I really encourage tours of duty between different departments. I told you about my tour of duty and product. I thought CMOs had to do every function, so I took a tour of duty in every function in marketing, but really getting a sense for other departments. The next thing is the relationships. So building really strong relationships with people by doing good work and helping them. And then the last thing I think is the quality of the companies you work for. So your career and your ability to transcend, which is really moving faster than other people to get bigger jobs, is fairly dependent on the momentum of your company. So I was a leader at Oracle for five years, and my team grew from five to seven over five years. And I was a leader at Atlassian for four years, and my team grew from 15 to 100. And so if you pick the right company with the right momentum, you have a better chance of getting higher level experiences and accelerated career growth. And then I guess one little footnote. If you pick great companies, great people work for those companies, and go out and work at other companies and also give you opportunities. So I ended up at Atlassian kind of in a stroke of good luck because I had worked for Jay Simons, the president, at two companies before. ut and work at other companies and also give you opportunities. So I ended up at Atlassian kind of in a stroke of good luck because I had worked for Jay Simons, the president, at two companies before. So the quality of the first company, Plumtree, really helped propel my whole career.…

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