Zocdoc Leadership & Management

How do your managers coach and support sales team members to reach their goals?

Our managers are very hands-on in the best way. There’s structure — clear expectations, role-specific competencies and goals tied to the bigger business picture — but coaching shouldn’t feel rigid or one-size-fits-all.

A lot of the real coaching happens in regular one-on-ones and is just as much led by the customer success manager. Those conversations go beyond asking, “How’s your number?” and dig into pipeline health, skill development against core competencies, and what might be getting in a CSM’s way. Managers spend time listening, giving practical feedback, and even reviewing call recordings together to sharpen things like discovery, objection-handling and how we show value to customers.

Wins are shared and celebrated, and misses are treated as learning moments. The overall culture we are building on the enterprise customer success team is supportive but accountable: You know what you’re working toward, you feel backed along the way, and you’re constantly getting better while staying connected to why we do this work at Zocdoc.

What practices or programs empower your salespeople to take ownership of their growth?

We put a lot of emphasis on making growth feel clear and achievable. Everyone knows what’s expected at each level because we use a competency-based framework that shows what good looks like for the role — and what it takes to get to the next one.

That framework shows up everywhere: coaching conversations, feedback, performance reviews and promotion decisions. This allows CSMs to really own their development by identifying gaps, asking for targeted feedback, and working intentionally on the skills that matter most.

We also believe growth starts with mastering the role you’re in. When CSMs know exactly how success is defined, it’s much easier for them to take initiative, partner with their manager, and map out what’s next for them at Zocdoc and beyond.

How do you balance accountability with autonomy across your sales organization?

We’re very clear about the “what” — goals, activity expectations and the experience we want to deliver to customers — but we give reps a lot of freedom in the “how.”

CSMs are trusted to run their book of business, manage their time, and tailor their approach to their customers and their own strengths. Managers hold the team accountable for inputs and outcomes, but they’re not micromanaging every tactic or interaction.

That trust goes a long way. People feel empowered to make smart decisions, take ownership of results, and stay engaged, while still knowing there’s accountability and support behind them. It creates strong performance and ultimately helps grow our amazing network of providers so patients have ample options and can access great care.