“Because of Kapable, I realised what I was doing wrong, where I could improve, and how to approach difficult conversations with greater awareness.”

My role sits at the intersection of customers, sales, delivery, and technology. I work closely with customers to understand the problems they are trying to solve, while also collaborating with internal sales and alliances teams to determine how Salesforce can help address those needs because the role is highly relationship-driven, being technically capable is only one part of the job. I also need to take ownership of conversations, build credibility with customers, understand different perspectives, and move discussions towards clear outcomes.
Earlier, I focused heavily on getting the job done and doing the right thing from a consulting perspective. I was comfortable taking ownership of customer discussions and solving problems, but I did not always pay enough attention to how my communication was landing. My pace was faster, I could get into the details too quickly, and difficult conversations sometimes became more about solving the immediate problem than managing the relationship around it.
Kapable helped me become much more conscious of those moments.
One of the first changes I noticed was in my pace. I started slowing down, giving myself more time to think, and becoming more deliberate about what I wanted to communicate. Instead of trying to cover everything, I now focus on the core message and build the conversation around it.
That shift has also changed how I approach problem-solving conversations. If a customer comes to me with several concerns, I am more likely to identify the immediate problem, focus on solving it, and establish the next steps before moving on to everything else. This has made my conversations more structured and purposeful.
Another important shift has been learning to pause before responding. I often paraphrase a question first. It acknowledges what the other person is asking, while also giving me a moment to process my response rather than reacting immediately.
The biggest area of growth for me, however, has been difficult conversations and boundaries. My role sits between sales, delivery, and the customer, so responsibilities can sometimes overlap. Earlier, setting boundaries could feel challenging because I wanted to maintain the relationship while still ensuring the work got done.
I now think about both sides of the conversation. I can make the problem visible, understand what caused it, communicate what needs to change, and still keep the conversation collaborative. The distinction between being firm and being aggressive has become much clearer to me.
What stood out most throughout the 14 sessions was finally understanding what I was doing wrong. I had received feedback before that I needed to communicate differently, but I did not always know exactly where the gap was. The sessions helped me identify those moments and understand what I could do differently.
I know there is still practice ahead, but I now have a much clearer sense of what effective communication looks like for me and how I can keep building it into my everyday interactions.