Described as "absolutely unflappable," CMO Laura Kneebush reveals her method is a deliberate process, not just a personality trait. When faced with a crisis, she intentionally pauses, listens to understand all perspectives, thinks about the big picture, and only then creates a path forward.

In a crisis, the instinct is to shout louder and match escalating chaos. True leadership involves 'energetic jujitsu': deliberately slowing down and bringing calmness to the situation. This rare skill is more powerful than simply increasing intensity.

When giving challenging news, leaders cannot just "drop the bombshell and walk out." A successful approach requires three steps: 1) be clear and direct with the news, 2) provide the context and rationale behind it, and 3) stay to connect with the team, showing commitment and outlining next steps.

Beyond not competing with partners, genuine trust is built by preventing "extreme favoritism to the bigger partner." Partners watch to see if you provide a level playing field for everyone, regardless of size. Trust is also solidified by how you act when things go wrong; a vendor that "shows up" during a crisis builds loyalty.

When internal teams like operations or IT make critical errors that impact a client, the salesperson must bear the full force of the customer's frustration. Despite being blameless, the rep is the face of the company and is held responsible for managing the crisis.

Your ability to serve clients depends on your internal team. Sales pro Steve Munn built strong relationships with his distribution center staff, treating them with respect ("more with sugar than you do with salt"). This rapport ensured they would go the extra mile for his clients during critical moments.

In a crisis, the public knows no one has all the answers. Attempting to project absolute certainty backfires. A more effective strategy is "confident humility": transparently sharing information gaps and explaining that plans will evolve as new data emerges, which builds credibility.

When facing an existential business threat, the most effective response is to suppress emotional panic and adopt a calm, methodical mindset, like a pilot running through an emergency checklist. This allows for clear, logical decision-making when stakes are highest and prevents paralysis from fear.

When hypergrowth causes you to fail internal stakeholders (like Operations), apologies are insufficient. Rebuild trust by going to the CEO and board *together* with the slighted team to advocate for a drastic roadmap pivot that prioritizes their needs, demonstrating true commitment to their success.