The world-class Customer Success Team at BetterWorks has been growing rapidly over the past few months to ensure our growing customer base is wildly successful. Hear from some of our recently joined rock stars sharing their thoughts on one of our core company values, “Excellence.”

Ingrid Cullen: Conditions for Excellence

There’s a certain magic to a team working in sync. People are excited about what they’re doing, and with the support of the team, anything seems possible. Audacious dreams become the next reality and people find satisfaction in seeing the impact of their work.

I’ve worked on teams where everyone worked together seamlessly and teams where I felt like a cog in a broken machine. I’ve found that the magic of a good team comes down to the operational processes that determine how work gets done. Are there clear channels of communication? Does everyone know how her work contributes to the big picture? Do people know who’s responsible for each aspect of the project? This transparency and alignment make excellence possible.

When I joined BetterWorks, I immediately saw how this team creates conditions for excellence. Our research shows that setting aspirational goals with clear milestones is key to making real progress, and we’ve built our platform to set teams up for success. Excellence doesn’t happen by chance, it requires focused work and dedication, not just from one person, but from an entire team.

At BetterWorks, we’re obsessed with taking the ingredients of operational excellence, both what we’ve learned from our research and from our own experience as a growing company, and sharing the tools for success with our customers. Strong teams may seem like magic, but excellence is something any team can achieve with the right approach. I’m proud to say I’ve found a team that knows how to define excellence and make it happen.

Reid Koster: Open and Honest Conversations

When I think of excellence and what it means to me, I think back to a former colleague who used to say, “excellent leaders do what they say they will do, every time.” Seems like an easy bar to reach, but it’s surprisingly difficult without the right level of commitment to organization and accountability. I’ve strived to reach this level on my own without expecting others to be committed to the same platitude, but at BetterWorks, this expectation is woven into our operational fabric.

At BetterWorks, we set quarterly goals, have weekly 1:1s, encourage open conversations and share information all the time. Even if we occasionally fall short on a goal , we communicate why, and that is still “doing what you say you will do.” When you commit, organization wide, to openness and honest conversations, a couple of excellent things happen.

First, a commitment to openness and honesty guarantees an environment of safety for teams to take bigger risks, work through mistakes, and bring their personality to their work. Second, feeling completely safe psychologically, people dedicate themselves twice as hard to doing what they say they will do. The trust bestowed on us here makes us want to pay that trust back with excellent work.

It makes it easy, also, that we build products that support this culture of excellence, so our customers have access to the same platform to build this trust.

Gloria Liou: Focus is your Vehicle Towards Excellence

I used to be a Multitasker. Even though I would always be working, I still felt one step behind. I knew I had to change, and the main change I needed to make was to focus. Focus was my path towards excellence, and the first thing I latched onto when learning about the OKR methodology.

Here at BetterWorks, we know that every day is a “go” day: your schedule is packed with calls, and it is easy to get lost in the tasks riddled throughout the day. The best way to weed out the noise is to take a step back and focus on the vital few. For me as a Customer Success Manager, that’s (1) building up my customers and (2) contributing to my team.

By maintaining focus on those vital few and communicating that with your team, you are given the agency to dedicate the time necessary to drive excellence in each. In meeting thereafter, the focus is then driving progress made towards these agreed upon goals. No longer are individuals or teams distracted by one-off tasks, but they can finally drive each goal to completion.

The next step is continuing this process quarter after quarter. Your North Star will likely not change (unless you change roles), but you will need to revisit your goals each quarter to make sure you’re still focused on the right few to build excellence. You can only build excellence if you’re focused on the right priorities for you and your team.

By using focus as the driving force, which then drives the need for communication and iteration, your team will be one step closer to building excellence.

The Ongoing Journey to Excellence

While excellence might look different at every organization, the discipline and commitment required to get there remain critical no matter the size or type of organization. Achieving excellence is an ongoing journey — remember to define the vital few, focus and re-focus, and create a culture of trust in which people can thrive.

When you need a sounding board, coaching, or just a little bit of inspiration to get you started, remember our world-class Customer Success team is right by your side!

And if you’re interested in joining our Customer Success team, we’re hiring!