AMA: HubSpot Director, Sales Strategy & Operations (APAC), Azim Mitha on Stakeholder Management

The RevOps team is structured to operate as a strategic function to bridge the gap between sales, marketing and customer success teams. Within APAC, the RevOps team is structured by various countries within which HubSpot operates (for eg, there is a RevOps team for Japan), to build relevant expertise & in-depth knowledge of the micro & macro drivers of each country to drive impact. This APAC RevOps team structure follows the same structure as how other teams in APAC are structured. Underpinning this structure is strong collaboration within the local & global RevOps team to share best practices and build a culture of learning from each other. By optimizing strategy, operations and processes, the success of RevOps team is measured through the role played in accelerating revenue growth (relative to planned revenue growth) and consequently growing % revenue contribution of APAC business to the global HubSpot business. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further.

To build effective relationships (and partnerships), I am a huge believer in a framework called the "Trust Equation". The Trust Equation outlines the elements that contribute to building trust in a relationship. The Trust Equation framework is: Trust = (Credibility + Reliability + Intimacy) / Self-orientation Credibility + Reliability + Intimacy ==> Increases trust Self-orientation ==> Reduces trust The above items mean the following: 1. Credibility is the perception of competence, expertise, and knowledge that others have of you. When you demonstrate a strong understanding of your field and deliver high-quality work, it will increase your credibility as an individual (and improve the trust that others have in you). 2. Reliability is about being dependable and trustworthy in your actions. For eg, delivering work on agreed-upon deadlines, and being proactive in your communication on projects/deliverables. When people see you as reliable, their trust in you increases. 3. Intimacy is an emotional connection (ie. active listening, empathy, and understanding), and operating with honesty & openness. When you create a space for others to feel comfortable, it will help to increase trust. 4. No one likes individuals who push their self-agenda forward or prioritize their self-interest. If you are primarily focused on your own goals and objectives, it can be difficult to build trust with others. On the other hand, if you are genuinely interested in helping others succeed, it can be easier to build strong relationships. By being aware of the above, this has helped me build strong partnerships with various functions, or to work through situations / relationships where there has been tension. Building trust takes time and effort, but the rewards of strong relationships and partnerships are well worth it. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further.

Improving a historically tense relationship between functions requires a deliberate effort and a willingness to work collaboratively towards a common goal. The first item that I like to spend time on is understanding the root causes of the tense relationship (which could have stemmed from miscommunication, conflict of goals/objectives, lack of trust etc). Once there is clarity on the root causes, here are some things I think about in rebuilding the relationship: * Have open and honest communication between the parties involved, and make sure that everyone feels heard and understood. * Tensions can arise because each function may have different goals and priorities. Finding a common ground and fostering a shared sense of purpose. * Tensions can also arise when there is ambiguity around roles and responsibilities. Establishing clear expectations for each function, and making sure that everyone understands their role in the overall process. * When functions compete with each other, tensions can quickly escalate. Instead, I focus on collaboration and finding ways to work together. * Celebrating wins (small or big) of each other teams/functions to build a positive culture. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further. 

Alignment of internal stakeholders for a specific project/initiative is important to ensure that everyone is working towards the same objectives & goals. Here are a few ways I drive stakeholder alignment: * Define what are you solving for (ie. what are the goals & objectives of a specific initiative). Ensure that your stakeholders understand the goals & objectives, and what success looks like. * Identify the role of each stakeholder in the project/initiative, and align on the roles & responsibilities with each stakeholder. Explain how the contribution of each stakeholder ladders up to the overall project/initiative goals & objectives. This will help to remove confusion or friction. * Align with each stakeholder on timelines and deliverables. * Develop a clear project plan that outlines key deliverables, timelines, and scope. Conduct proactive & regular communication with all stakeholders to ensure everyone is on the same page about progress on key workstreams. * Regularly meet with each of the key stakeholders to understand their feedback, what blockers & challenges are they facing, and what actions you will take as the next steps based on the feedback shared. * Foster collaboration among stakeholders (for eg, using a shared project workspace). The above are steps that I take when aligning internal stakeholders. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further.