"I think building repeatable and scalable processes that allow people to access the right materials at the right time allows people to stay in the Zone of Genius without breaking it to go find an essential piece of knowledge (whether that’s content, people, or process). They can self-serve the knowledge they need and carry on."

"Some of the biggest challenges to having more selling time is a lack of cohesion on who can tap the seller’s shoulder. Product wants time to show off a new feature. Marketing wants them to know about a new campaign. Finance wants them to follow proper process for billing and account receivable. When everyone believes that their item/topic is the most important. Unless Enablement steps in to help direct traffic to manage the flow of information, sellers are constantly being lost in emails and chats which leads to less time selling."

"Enablement should look at their role as being the snowplough to keep the road clear for their sellers to do what they do best– which is to sell. We have the charter, support, and tenacity to protect our sellers from being inundated with constant noise. Enablement must take the noise, organize it, and make it a beautiful symphony that sellers will want to hear and enjoy."

"I want my reps to be confident in what they're doing. And I think all of that noise makes them less confident. Because they second guess what they're using. They don't know if it's valid. They second guess the methodology or the resources. Remember that we've hired them to be salespeople. Give them the confidence to be the salespeople that they are. It's not that the other things aren't important. You've still got to have your deals up to date. But we need to acknowledge and define what are the areas that you're gonna drive value for yourself, for the company, for customers."

"Think of all the internal meetings that sellers have to be put in, or the trainings. All of that noise takes them right out of their zone. Small things like trying to find documents. And I'd say half a day every day is taken away from them. It adds up."

"Where is this document? How do I respond to this customer question? There needs to be immediacy in how they can solve that and access the stuff that they use all of the time. And I think that word immediacy is really really important. A solution like Workbounce is one way to provide that."

"Sales managers need to fully support and protect dedicated selling time for reps. Sales managers have to buy in. Leave me alone, let me do the job. Don't ask me about updating this field or pull me into a marketing meeting. Let me do what I'm here to do, which is bring deals in so I can get paid. It's giving them permission to block the time they need to be focused on the activities that build pipeline and advance deals. Not sending emails or doing administrative work."

"Incentives must align with goals. When you build comp plans, salespeople will go after the types of things that make them money. If you tell them their entire comp plan is based on net new logos, give them the tools to go sell net new logos. If the goal is new revenue, commissions and SPIFFs need to reward new business generation. Everything in the sales process should point reps towards pipeline velocity - technology, training, enablement and especially comp."

"More tools and tech don't necessarily improve productivity. You can enable all day long, it doesn't mean reps will utilize it. I think reps get so tool overloaded because companies buy a tool but don't teach anyone to use it or operationalize it. Then they realize no one's using it so they buy another tool. Stop buying all these tools! Companies think they need all these tools and layers to enable sales teams. But reps get overwhelmed and it becomes noise. Start with a simple stack - CRM, dialer, zoom. Don't overload them. Nail the fundamentals first."