-: I like the autonomy.
I'm given a lot of latitude to do my job.
Obviously, a lot of that comes with experience.
You have to be self-motivated.
You have to be self-directed.
You can't be somebody who needs
to be micromanaged in this job.
Yes, you're going to answer to those above you.
Yes, you're going to be responsible for the outcomes
that come from your function and from your department.
But this is not a job for somebody who does not
have the ability to just go and do,
and be able to think for themselves,
and function independently.
If you need to be directed at every turn,
you're not going to survive in this business
and in this environment.
You need to be able to say hey, what do I need to do today?
And then figure out for yourself
how you're going to get there.
I think that's really the toughest thing,
is when you've had success in any job, any business,
and then you are expected to meet or exceed that,
and really it's usually exceed that,
that's where the challenge comes in,
is how do I do better than I did yesterday?
How do I get better outcomes?
How am I more successful?
How do I get more wins for the people I represent?
How do I help this organization grow?
How do I bring more revenue in?
How do I do this?
How do I do that?
You are always a victim of your own success.
And I think that's universal.
The more successful you are,
the more that's going to be expected of you.
And I think the most truly successful
among us understand that,
understand how to manage those expectations,
understand how to let people know and maybe that expectation
is going to be unrealistic in a certain circumstance,
or with a certain issue,
just depending on who's involved, what's involved,
and what the timeframes look like.
So I think that's sort of the biggest challenge
is dealing with managing expectations
and recognizing that the longer that you do something
and the better that you do it,
the more that it's going to be expected of you.