Through the Leader's Lens: Interview with Gonen Gershuni, VP Sales at 1MRobotoics

Step into the realm of extraordinary leadership as we present the latest edition of “Through the Leader’s Lens.” Today, we have the distinct privilege of delving into the world of visionary leadership with Gonen Gershuni, the VP Sales of 1Mrobotics. In this interview, Gonen Gershuni sheds light on his approach to leadership and shares his insights and strategies that he’s collected over a decade.

Join us as we explore the insights and strategies that have propelled 1Mrobotics to the forefront of the industry under Gonen’s sharp guidance.

What is your leadership philosophy when it comes to creating and maintaining a collaborative and aligned team environment?
 

My leadership philosophy is centered around the “servant leader” approach, which prioritizes the needs and development of team members and colleagues, and creates a collaborative and welcoming environment. I believe in leading by example, being transparent, and being open to learning from anyone, at any level in the organization. I strive to foster a culture of trust, respect, and open communication, where everyone feels encouraged to contribute their unique skills and perspectives. This, to me, is the winning approach to collectively achieving our goals and making a positive impact while ensuring a strong sense of accountability and “walking the talk”.
 
 

How do you manage conflicts or disagreements within the team to ensure that everyone is working together effectively?
 

My approach to conflict resolution is to listen actively to all parties involved, understand their perspectives and concerns, and facilitate open and respectful communication. I encourage team members to express their thoughts and feelings in a supportive environment, and I work collaboratively with them to find mutually beneficial solutions. We all make mistakes, and it’s imperative to keep an open and flexible mind. I prioritize the needs of the team as a whole, while also respecting the individual needs and goals of each team member. At the end of the day, we can turn conflicts and disagreements into opportunities for growth and learning, and ultimately strengthen our team’s collaboration and effectiveness.
 
 

 

How do you promote team building/bonding?
 

Seeing as ours is a hybrid work setting, I prioritize creating opportunities for team building and bonding, despite physical distance. I aim to organize regular team meetings and 1:1s, both virtual and in-person, where we can connect and collaborate on projects. I encourage open and respectful communication and prioritize active listening to team members’ ideas and concerns. From time to time I also try to organize team-building activities, such as team dinners, to connect beyond the office environment.
 
 

As a manager, how do you decide which tasks, projects or initiatives to prioritize on?
 

My decision-making process for task prioritization is centered around the needs and resources of the team and the company’s senior leadership strategic focus areas and goals. I work collaboratively with team members to identify high-impact tasks or projects that align with our strategic priorities. To manage my own workload, I use task management tools (I recommend the Microsoft To Do app which syncs across Mac and iPhone) and block off focus time in my schedule in order to allocate the required time and attention to various tasks. I also aim to leave my early mornings open to get the urgent things out of the way before the office gets too full and busy. I think that we always know how are days start but our agendas can change a thousand times as each day progresses, so it’s key to always keep track of things, monitor progress, and have that alignment with company strategy.

What are some of the key challenges you have faced in leading a team, and how did you overcome them?
 

As a senior leader in a rather horizontal organization that is rapidly growing, one of the key challenges I faced was in learning to delegate tasks effectively, trust my team members, and give them space to develop their own solutions. Additionally, managing team dynamics and addressing conflicts required strong communication and interpersonal skills. To overcome some of these challenges, prioritizing the needs and development of my team members, while also holding them accountable for their work has been key. I am also a strong believer in getting feedback and guidance from additional supporting sources, such as experienced leaders and mentors that are external to the company. This, I believe, is a strong enabler to embracing a growth mindset and remaining open to learning.
 
 

And that’s a wrap! A big thank you to Gonen for taking the time to share his remarkable leadership journey with us. Through effective communication, a customer-centric approach, and a passion for innovation, Gonen has undoubtedly played a pivotal role in 1Mrobotics’ success.
 

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