Fighting outdated tribal knowledge in sales and support teams

When businesses start out, support and sales teams (like any other team) are closely knit. The teams are small and most folks know the ins and outs of the product being sold. Everyone stays on top of new product updates by playing with the latest features, reading documentation or just being quizzed in the hallway by another team member.

When these team members work together, they create knowledge that’s shared within their tribe. They know what works really well in the product and what doesn’t, what pitch to use when on a sales call and what’s the best solution to provide when a certain problem is reported by customers. Even if someone doesn’t know the direct answer, they’d most certainly know an expert in the tribe who can help them out.

This is tribal knowledge. In most companies, tribal knowledge is not written down. It’s created every day. People acquire tribal knowledge by working together, talking about problems, sharing insights and know-how when solving those problems together.

Continue reading “Fighting outdated tribal knowledge in sales and support teams”

On team reorganizations

Businesses default to re-organizing their teams when they want to do things differently. While this does solve certain problems, it’s not always the silver bullet.

I’ve been part of several changes in teams, and I’ve seen people move teams. I’ve seen re-orgs happen so many times that I’ve gotten tired of them. The people doing the re-orgs see them as a panacea to everything, but they often miss the details.

Continue reading “On team reorganizations”