Jason M. Lemkin, a former Salesforce executive, explains why revenue leaders fail after leaving big companies. They focus only on hitting the number, but miss the "game within the game": how you present yourself to the board, manage executive relationships, and navigate internal politics.
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Yeah, so I left Salesforce 6 years ago, and I think that one of the things I've seen where my friends have left a place like Salesforce, and many of us maybe stumbled on our first role. I did after I came out, and I would take that job again. I would do some things differently, but I made some mistakes there. And the mistake that I made, that's the classic mistake that a lot of, I think, revenue leaders make when they leave a big successful company like Salesforce, is what I refer to as the game and the game within the game. So the game that we are playing as revenue leaders is to deliver the number. It's real simple. It's a very binary job that we have. Either you're successful or you're not. But when I've seen people not do well in that first job after leaving a place like Salesforce is generally what I call the game within the game, which is the way we show up as a part of the executive team, the way we interact with the board.