How do we educate future Enablement Executives

Yarun Nahar is the Head of Enablement & Learning Solutions at Facebook in the UK.

Yarun and The Collaborator will spent time discussing how to grow the next generation of Enablement execs.  Yarun’s background, across sales, marketing, product marketing, and now to Enablement have provided her visibility into the entire revenue engine and towards how we best enable our customer-facing teams.

Great insights and reminders include:

1️⃣ Enablement is one piece of the business, you must collaborate across all functions to both understand their needs, and help deliver value to all customer-facing roles.

2️⃣ The four pillars of Enablement that Yarun sees are Knowledge, Skills, Processes, and Tools/Content.  Her fifth pillar, activating other teams (aka collaboration).

3️⃣ Enablement leaders must challenge assumptions, and educate, the business on what enablement is and how it can help the business.

and so much more.

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do this hey everybody it’s john moore

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the collaborator and i’m here today with

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yaren

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nahar and she is a lovely person who

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as the rest of us deal with in our real

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jobs too

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runs late every once in a while so

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please apologize

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uh please accept my apologies for not

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making sure there’s enough buffer built

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in

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to urine because we’re all busy people

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so

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i’m just excited you have the time to

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come here and join us for a little bit

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would you mind maybe kicking us off by

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telling us a little bit about who you

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are what you do and all of that

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yeah absolutely so hi everyone um so my

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name is

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yaren um so i head up learning and

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enablement in a small organization

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called facebook which um some of you

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might know i’ve never heard of them

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you’ve never heard of that

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we’ll have we’ll have to tell you

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properly over a drink but yeah okay

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yep a pretty large organization i

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actually working the partnership side of

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the business

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which is primarily focused on supporting

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partners in

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facebook um primarily focused around b2b

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as well

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uh so a a in a fairly sizable portion of

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of facebook and actually i’ve been doing

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that now for about

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four months so still a bit of a newbie i

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joined

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facebook in june uh and still

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ramping and still on boarding uh there’s

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a there’s a lot to learn but it’s um

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it’s exciting

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as an enterprise business as large as

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that

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must take a long time to get comfortable

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with to learn

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everything you have to learn so i bet

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you’re going to be feeling that way for

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a few more months

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i think so i think especially during

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this time

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where we’re all on boarding remotely

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like a hundred percent remotely as well

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um it definitely comes with its

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challenges for sure absolutely

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absolutely now i don’t want to spend a

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lot of time talking about facebook

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because this isn’t about facebook

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where we have a much different

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conversation to talk about and i’m

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excited about it

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but i will ask you this year in terms of

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one of the things i’m always interested

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with understanding if i could just ask

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you one thing is

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when it’s a us company and you’re

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working in a region

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like europe like you are do you have any

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insights you could share with us in

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terms of how

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how companies like yours similar

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can manage best manage the communication

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out to the field

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the translation challenges in a way

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that’s scalable for enablement

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is there anything you could tell us

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there without getting into details

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i i haven’t actually experienced a lot

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of

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challenges myself um well i’m i’m based

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in

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emea we do work globally so we support

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the global

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organization including um including the

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states and

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and and also asia as well so it’s not

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actually been

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a significant challenge and i think

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um i think there’s a there’s an um

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certain level of expectation

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that the programs that we roll out um

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will in in some shape or form uh be

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tuned and customized to specific regions

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if needed but a lot of what we do

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is in english uh universal language and

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and

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goes out to everybody so we haven’t had

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a lot of challenges and actually

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uh using kind of the great tech that we

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have

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uh is made it a lot easier so a lot of

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what we do

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i mean all of what we do now is is

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obviously remote

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um and it’s made it a lot easier to get

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our programs and

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and the enablement initiatives that we

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have rolled out across a global

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organization

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no that helps that helps and that’s what

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i see too a lot of times people

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do stick with they don’t stick with

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english but 80

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of it’s in english 80 of the information

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is broadly useful globally useful and

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then there’s some level of customization

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down beyond it

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i was just curious if there were any

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tips or tricks we could steal from you

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while we had you here

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let me ask you this everyone though

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because you’re urine

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i i’ve been practicing it wrong so i

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apologize

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we did we practiced this in advance we

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practiced it in advance and i’m

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still messing it up it’s okay

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you know one of the things i wanted to

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explore with you though is you’ve had

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such an interesting

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career a great career and part of what

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we wanted to talk about was career

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pathing and

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and growing our next round of leaders

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and enablement

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so i wanted to ask you if you could

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share a little bit about what your

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background how your career has evolved

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how it’s been shaped and just give us a

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little background to start there

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yeah absolutely so i would say that it

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wasn’t kind of the um

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i guess anybody in sales in doesn’t have

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a

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classic route to enable them because i

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think

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we see enabling execs and leaders come

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from

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all different areas of the organization

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um so i actually started out in sales

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um you know coach carrying rep uh did

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that for a few years

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and then moved into business development

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where i managed a business development

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team

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um still kind of focused on pipeline

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generation

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right um and and hitting those numbers

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and then i made a bit of a pivot in my

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career

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in that i wanted to start getting

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more insight into marketing and how

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we you know how we kind of drove

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demand in our specific markets the lead

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generation process and being in business

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development we’re focusing a lot on lead

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gen

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and and business development so i

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actually made a bit of a pivot where i

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moved into marketing and specifically

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field

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marketing which is really interesting um

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initially sort of managing

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business development teams but also

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growing into doing marketing campaigns

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events everything around generating

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demand in our key markets

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that’s a wonderful background to have by

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the way

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to understand that aspect of it i

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thoroughly enjoyed it every

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sales organization that you speak to the

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number one challenge that i

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i think everybody will have is is the

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top funnel

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lead generation and getting enough right

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at the top

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um i hear that everywhere so i think

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it’s

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i think it’s been really great to have

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that insight into all the different

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things that

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need to happen and have to happen to

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actually fill

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the top of the funnel to make sure we’re

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having the right qualified leads coming

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in

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um so that um kind of period of my

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career gave me a lot of insight into

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into that aspect and how to do that and

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then i made

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another um another pivot and i moved

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more into um kind of expanded my role

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beyond field marketing to get into more

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product

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marketing um i found it really

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intriguing

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thinking about how we actually

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propose and how we actually present

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value to our customers

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and um the people that we’re actually

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selling to so i really wanted to have

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uh more impact more involvement into how

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we go about creating

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value propositions how we think about we

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position our products in the market

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um so i moved into more of a product

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marketing role which gave me sort of

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another

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um angle another um

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another side to how we actually present

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value to our customers which is

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which is the core of what any sales

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person

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has to do exactly

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so i think it was then um and our great

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uh ceo at that time um

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we had we had a discussion around how

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there was a bit of a gap

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around what we were trying to execute in

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terms of our strategy and what we’re

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actually seeing in the field

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from our sales teams um in terms of

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results

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in terms of direction messaging and so

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on

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and this was what about six to eight

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years ago where sales enablement was

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super new i don’t think enablement was

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even a word then

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um and i i got asked to start looking at

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enablement as as part of my role um

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so like i did with most things it was

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new and exciting so i thought well why

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not

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why not give it a try so i ventured into

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i ventured into the kind of the

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enablement side and and and took that as

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part of my my overall role as well

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um so product marketing and um

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enablement one of the first things that

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i did

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i’m not even sure i should be saying

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this because i didn’t record it

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and i’m sure every enablement exec has

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done this at some point

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and typed in what is sales enablement

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and you found

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37 different definitions and you still

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didn’t know what it was

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what it was but i i i did do that

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and yeah just kind of just researching

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listening

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to what other enabling execs who have

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been in the industry longer than i have

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listening to them

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um kind of grew my interest in sales

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enablement and what it was all about and

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the impact it could have on sales

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organizations in the business

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um so i moved into a fully fledged role

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into sales enablement from there in the

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same company

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where i was the first um sales name and

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executive

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uh and and and yeah i’ve been doing that

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since

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since that role and um absolutely love

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it i think it will probably be

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um the core of my career for at least

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the force of your future

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wonderful no i love that i love that

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urine and

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you know part of what you express there

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is part is

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is the reason why i do these interviews

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in the first place is

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people look at enablement and they

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wonder what it is

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and you find 37 different definitions so

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you’re equally confused so i’m hoping we

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can expose

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people to you know the journeys people

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like you have gone on

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let me ask you this though what you did

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so many different things

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do you think that made you better

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prepared for the enablement career

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and was there one step or another that

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that you feel like if anybody if you can

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make a recommendation

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people should try to do this in their

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career uh as well

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i definitely think it did because i

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think it gave me a rounded view

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of everything that’s involved to make

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enablement work

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so when we look at enablement one of the

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things that i always say this to my team

0:10:22.399,0:10:26.240
and we are just one piece of the puzzle

0:10:24.640,0:10:28.800
to really

0:10:26.240,0:10:30.240
go all the way and enable sales to drive

0:10:28.800,0:10:32.079
results

0:10:30.240,0:10:34.160
to hit their numbers drive business

0:10:32.079,0:10:34.880
objectives it takes more than just our

0:10:34.160,0:10:36.160
function

0:10:34.880,0:10:38.000
and one of the things that we as

0:10:36.160,0:10:40.800
enablement have to

0:10:38.000,0:10:43.200
know and understand is how we activate

0:10:40.800,0:10:46.079
and how we leverage the different teams

0:10:43.200,0:10:47.519
around the organization to make

0:10:46.079,0:10:51.279
important really work

0:10:47.519,0:10:52.800
amen amen sister sorry

0:10:51.279,0:10:55.680
sorry you were preaching i was getting

0:10:52.800,0:10:56.399
excited i agreed though yeah yeah keep

0:10:55.680,0:10:57.839
going i mean

0:10:56.399,0:10:59.760
you’re right we have to collaborate

0:10:57.839,0:11:01.760
across the entire business

0:10:59.760,0:11:04.160
to facilitate you know all of those

0:11:01.760,0:11:05.839
activities

0:11:04.160,0:11:07.200
we’re the orchestrators right we’re the

0:11:05.839,0:11:08.800
orchestrators so we

0:11:07.200,0:11:10.399
you know we need to work closely with

0:11:08.800,0:11:11.200
operations to understand the mechanics

0:11:10.399,0:11:12.800
of the business

0:11:11.200,0:11:15.279
you know how we’re trending how we’re

0:11:12.800,0:11:17.200
doing where we’re not doing so well

0:11:15.279,0:11:18.399
we need to work with our sales managers

0:11:17.200,0:11:20.320
and our leadership team

0:11:18.399,0:11:22.000
to understand you know why we’re having

0:11:20.320,0:11:22.640
those challenges where we need to focus

0:11:22.000,0:11:24.000
our efforts

0:11:22.640,0:11:26.240
we need to work with marketing to

0:11:24.000,0:11:27.200
understand okay well what programs are

0:11:26.240,0:11:29.839
coming in that

0:11:27.200,0:11:30.959
that we need to also ensure our sales

0:11:29.839,0:11:32.480
teams are ready for

0:11:30.959,0:11:35.440
how do we collaborate to make sure that

0:11:32.480,0:11:37.680
we’re all working the same direction

0:11:35.440,0:11:38.640
and i really feel like we as enabling

0:11:37.680,0:11:42.240
execs have

0:11:38.640,0:11:43.680
a huge role in making that happen so we

0:11:42.240,0:11:44.560
usually think about four different

0:11:43.680,0:11:46.640
pillars

0:11:44.560,0:11:48.079
yeah and there’s different variations of

0:11:46.640,0:11:49.360
these pillars right but i’m just gonna

0:11:48.079,0:11:52.399
i’m just gonna go with

0:11:49.360,0:11:53.600
knowledge skills processes and tools

0:11:52.399,0:11:56.160
dash content

0:11:53.600,0:11:58.560
but one of the other pillars that i will

0:11:56.160,0:12:00.959
speak to my teams about is activating

0:11:58.560,0:12:02.079
teams across the organization because i

0:12:00.959,0:12:03.360
really feel that that

0:12:02.079,0:12:05.200
is part of our role to make any

0:12:03.360,0:12:07.760
enablement program successful

0:12:05.200,0:12:09.040
is who else needs to be involved and who

0:12:07.760,0:12:12.639
do we need to

0:12:09.040,0:12:15.680
put to work as well nobody’s right

0:12:12.639,0:12:17.680
like yeah no i love that perspective i

0:12:15.680,0:12:19.600
love that respect that perspective

0:12:17.680,0:12:20.880
erin and i think that’s one that people

0:12:19.600,0:12:24.079
need to really

0:12:20.880,0:12:24.639
embrace because you as enablement are

0:12:24.079,0:12:26.880
not

0:12:24.639,0:12:28.639
the subject matter experts necessarily

0:12:26.880,0:12:29.279
you’re not the people who can do all the

0:12:28.639,0:12:31.279
work

0:12:29.279,0:12:33.519
it’s about finding all the sources of

0:12:31.279,0:12:35.200
information bringing people together

0:12:33.519,0:12:37.600
and making sure that ship is headed in

0:12:35.200,0:12:40.880
the right direction i love that

0:12:37.600,0:12:42.880
now you’ve had tremendous experience

0:12:40.880,0:12:44.160
and i love the background that you have

0:12:42.880,0:12:45.600
that you brought forth

0:12:44.160,0:12:47.839
and you’ve had experience leading

0:12:45.600,0:12:49.680
enablement multiple times

0:12:47.839,0:12:52.480
in your opinion what does it take to be

0:12:49.680,0:12:55.440
a successful enablement leader in

0:12:52.480,0:12:55.440
businesses today

0:12:55.600,0:12:59.600
that’s a great one um and i’m still um

0:12:58.399,0:13:02.639
working out myself

0:12:59.600,0:13:05.680
i know we all are we all are

0:13:02.639,0:13:06.720
but i think one of the first things and

0:13:05.680,0:13:08.720
this is something that

0:13:06.720,0:13:09.760
um i’ve definitely had to do in all of

0:13:08.720,0:13:11.600
my roles

0:13:09.760,0:13:13.680
um i think it’s more of an attribute you

0:13:11.600,0:13:16.160
have to be ready to challenge

0:13:13.680,0:13:17.760
you really have to be ready to challenge

0:13:16.160,0:13:19.680
on all levels

0:13:17.760,0:13:21.600
um one of the first things i would say

0:13:19.680,0:13:23.920
is challenge the assumptions of what an

0:13:21.600,0:13:25.920
enablement team is here to do

0:13:23.920,0:13:27.440
um i often find when i join a new

0:13:25.920,0:13:29.360
company the first

0:13:27.440,0:13:31.680
part of my role is to educate is to

0:13:29.360,0:13:33.760
educate in the organization on

0:13:31.680,0:13:35.120
what it is we actually do and how we

0:13:33.760,0:13:37.839
drive value

0:13:35.120,0:13:39.199
um i’ve been in organizations where um

0:13:37.839,0:13:42.639
enablement was seen as

0:13:39.199,0:13:44.160
uh deck churners so we um you know we we

0:13:42.639,0:13:46.079
take a deck and we make it look really

0:13:44.160,0:13:48.959
good and really fancy and then we put

0:13:46.079,0:13:52.720
that out somewhere dad

0:13:48.959,0:13:55.040
pretty needed i like pretty decks

0:13:52.720,0:13:56.079
but we go way beyond that so i think you

0:13:55.040,0:13:58.880
know we really need to

0:13:56.079,0:13:59.839
challenge assumptions i think we need to

0:13:58.880,0:14:02.959
challenge

0:13:59.839,0:14:05.279
our leaders as well and our sales vps

0:14:02.959,0:14:06.560
um you know i’ve had a lot of um i’ve

0:14:05.279,0:14:09.680
worked with a lot of great

0:14:06.560,0:14:10.880
sales vps um but i think part of our

0:14:09.680,0:14:13.279
responsibility is

0:14:10.880,0:14:15.040
is is to challenge some of the

0:14:13.279,0:14:16.160
assumptions they have of their own sales

0:14:15.040,0:14:19.040
organizations

0:14:16.160,0:14:21.040
and the reason why we can do that is

0:14:19.040,0:14:22.720
because we have an ear to the ground we

0:14:21.040,0:14:24.160
speak to sales managers we speak to

0:14:22.720,0:14:26.959
sales people

0:14:24.160,0:14:28.959
um every day in corridor conversations

0:14:26.959,0:14:30.880
and we really know what’s going on

0:14:28.959,0:14:32.480
in the field as well so i think part of

0:14:30.880,0:14:34.000
our role is to challenge

0:14:32.480,0:14:35.519
you know what you’re what you’re hearing

0:14:34.000,0:14:37.519
or what we what we think

0:14:35.519,0:14:38.639
we need to do and say right is that

0:14:37.519,0:14:40.959
really what we need to do

0:14:38.639,0:14:42.320
do we really need more product training

0:14:40.959,0:14:44.399
or is it something else

0:14:42.320,0:14:46.639
so i think you really need to challenge

0:14:44.399,0:14:50.399
and i’ve i’ve been in sticky situations

0:14:46.639,0:14:53.519
myself where you know um

0:14:50.399,0:14:55.680
previous teams have have said yes to

0:14:53.519,0:14:56.959
projects because a sales leader said we

0:14:55.680,0:14:58.800
need this

0:14:56.959,0:15:00.480
and a few months down the line it’s like

0:14:58.800,0:15:02.000
sorry why are we doing this again

0:15:00.480,0:15:03.920
how does it actually drive value what’s

0:15:02.000,0:15:06.320
the impact why aren’t we doing this

0:15:03.920,0:15:07.680
yes part of our role is to challenge

0:15:06.320,0:15:08.480
that and make sure that everything we’re

0:15:07.680,0:15:10.800
doing

0:15:08.480,0:15:13.040
keeps us kind of honest and keeps us on

0:15:10.800,0:15:15.920
point with driving value and impact

0:15:13.040,0:15:16.320
i love that i i can’t reinforce that

0:15:15.920,0:15:18.000
enough

0:15:16.320,0:15:20.320
i was having a great conversation with

0:15:18.000,0:15:21.920
this gentleman this morning

0:15:20.320,0:15:24.399
and he was talking about his sales

0:15:21.920,0:15:26.720
kickoff and his his ceo said

0:15:24.399,0:15:27.839
okay get started on the sales kickoff

0:15:26.720,0:15:29.600
and

0:15:27.839,0:15:31.920
the first question was why are we doing

0:15:29.600,0:15:33.120
it sales kickoff what are we trying to

0:15:31.920,0:15:34.959
accomplish

0:15:33.120,0:15:36.160
not not against the sales kickoff but

0:15:34.959,0:15:37.920
challenging why

0:15:36.160,0:15:39.839
what are we trying to accomplish so

0:15:37.920,0:15:41.040
thank you for emphasizing that yarn it’s

0:15:39.839,0:15:43.519
so important

0:15:41.040,0:15:44.880
you know as as people are cut growing in

0:15:43.519,0:15:46.959
their careers

0:15:44.880,0:15:49.279
and they’re thinking about taking on

0:15:46.959,0:15:52.160
leadership roles and enablement

0:15:49.279,0:15:54.399
how can we as leaders or even just

0:15:52.160,0:15:57.040
practitioners in the field

0:15:54.399,0:15:58.720
both identify those high potentials how

0:15:57.040,0:16:00.959
can we mentor them

0:15:58.720,0:16:02.000
and nurture them so that they can

0:16:00.959,0:16:06.000
actually achieve

0:16:02.000,0:16:07.360
that that career step and be successful

0:16:06.000,0:16:10.240
so we’re actually going through that

0:16:07.360,0:16:12.399
process um right now so

0:16:10.240,0:16:13.440
i’m hiring for anybody out there who

0:16:12.399,0:16:16.880
would be hiring for it

0:16:13.440,0:16:20.320
one more a sales and even executive

0:16:16.880,0:16:22.240
wonderful okay i’m so really excited um

0:16:20.320,0:16:24.399
about that um but when we look at sort

0:16:22.240,0:16:26.399
of how we identify

0:16:24.399,0:16:28.160
potential amazing sales executives i

0:16:26.399,0:16:29.360
think one of the first things and the

0:16:28.160,0:16:31.120
common kind of

0:16:29.360,0:16:32.399
denominators that i’m seeing in great

0:16:31.120,0:16:35.199
sales and even execs

0:16:32.399,0:16:36.560
is a real understanding of the sales

0:16:35.199,0:16:39.199
motion

0:16:36.560,0:16:40.240
now um i’m not going to say that they

0:16:39.199,0:16:42.399
need to have

0:16:40.240,0:16:44.399
years and years of experience in sales

0:16:42.399,0:16:46.240
but i think having exposure

0:16:44.399,0:16:48.160
to the selling motion whether that’s in

0:16:46.240,0:16:50.079
a business development role

0:16:48.160,0:16:51.519
whether that’s in a field marketing role

0:16:50.079,0:16:52.959
where you really have to be close with

0:16:51.519,0:16:55.839
the sales teams or actually in a

0:16:52.959,0:16:57.440
in a quarter carrying role um it’s

0:16:55.839,0:16:58.560
really important from an experienced

0:16:57.440,0:17:00.000
perspective

0:16:58.560,0:17:02.480
because it allows you to really

0:17:00.000,0:17:04.640
understand what sellers go through

0:17:02.480,0:17:06.880
and and and the motions and the stages

0:17:04.640,0:17:09.760
that they need to go through to make and

0:17:06.880,0:17:11.439
a deal happen um i think that’s that’s

0:17:09.760,0:17:12.880
that’s one of the key things

0:17:11.439,0:17:14.799
um that i look at is exposure and

0:17:12.880,0:17:17.839
understanding of the sales

0:17:14.799,0:17:19.360
process and what goes on um i think

0:17:17.839,0:17:22.640
that’s that’s key

0:17:19.360,0:17:25.439
um other things that i look at um

0:17:22.640,0:17:27.039
specific skills like communication

0:17:25.439,0:17:27.520
skills one of the things that we have to

0:17:27.039,0:17:29.919
do as

0:17:27.520,0:17:32.320
enablement execs and we spoke about this

0:17:29.919,0:17:34.080
already we have to collaborate and we’re

0:17:32.320,0:17:34.880
collaborating on so many different

0:17:34.080,0:17:36.880
levels

0:17:34.880,0:17:38.400
um so i have conversations with senior

0:17:36.880,0:17:41.440
leaders to

0:17:38.400,0:17:42.799
field execs to business development reps

0:17:41.440,0:17:44.960
and i think because we have to

0:17:42.799,0:17:46.880
communicate on so many different levels

0:17:44.960,0:17:48.320
and through so many different channels i

0:17:46.880,0:17:50.000
think it’s really important to have

0:17:48.320,0:17:51.400
great skills in doing that because a lot

0:17:50.000,0:17:54.640
of what we do is about

0:17:51.400,0:17:56.880
articulating um you know specific

0:17:54.640,0:17:58.559
concepts whether that’s

0:17:56.880,0:18:00.400
product messaging whether that’s how we

0:17:58.559,0:18:01.760
differentiate from competitors

0:18:00.400,0:18:04.480
a lot of that is being able to

0:18:01.760,0:18:06.000
articulate that effectively to our

0:18:04.480,0:18:07.280
sellers so they can understand it they

0:18:06.000,0:18:10.960
can process and use it

0:18:07.280,0:18:14.240
i think communication is absolutely key

0:18:10.960,0:18:15.200
um other things i would say uh project

0:18:14.240,0:18:18.320
management

0:18:15.200,0:18:19.600
you know we execute a lot so keeping on

0:18:18.320,0:18:21.280
top of things

0:18:19.600,0:18:23.280
uh making sure that things happen in a

0:18:21.280,0:18:25.679
timely manner so we don’t miss the boat

0:18:23.280,0:18:27.360
i think is really important and then

0:18:25.679,0:18:28.160
just from a personal attributes

0:18:27.360,0:18:29.840
perspective

0:18:28.160,0:18:31.679
this is the number one thing that i look

0:18:29.840,0:18:32.960
at when i’m recruiting because i don’t

0:18:31.679,0:18:34.799
i think those things you just can’t

0:18:32.960,0:18:36.400
teach you can’t teach

0:18:34.799,0:18:37.840
personal attributes and some of the

0:18:36.400,0:18:41.919
things i look for

0:18:37.840,0:18:43.520
in um um yeah anybody that i hire are

0:18:41.919,0:18:43.919
things like you know how inquisitive are

0:18:43.520,0:18:46.400
they

0:18:43.919,0:18:47.679
are they curious do they want to learn

0:18:46.400,0:18:49.760
more do they want to

0:18:47.679,0:18:50.799
really get to the bottom of your

0:18:49.760,0:18:53.039
background

0:18:50.799,0:18:54.880
and understand yeah i love that how do

0:18:53.039,0:18:57.039
you figure out if they have that

0:18:54.880,0:18:59.280
because i think it’s hard to teach and

0:18:57.039,0:19:01.280
maybe impossible i’m not sure if i agree

0:18:59.280,0:19:02.799
that it’s impossible but it’s hard

0:19:01.280,0:19:06.240
how do you figure out if they have it

0:19:02.799,0:19:09.679
urine there hasn’t been a system

0:19:06.240,0:19:11.360
um i haven’t had a system so far

0:19:09.679,0:19:12.880
gauging through the process but actually

0:19:11.360,0:19:15.840
while we’re going through

0:19:12.880,0:19:16.799
um this process of of hiring um someone

0:19:15.840,0:19:19.679
we’re actually going to be looking at

0:19:16.799,0:19:21.919
that so how do we actually go about

0:19:19.679,0:19:23.919
learning whether this person has those

0:19:21.919,0:19:25.600
personal attributes as well so again

0:19:23.919,0:19:27.039
anybody who might be applying this is

0:19:25.600,0:19:28.640
basically what the interview process is

0:19:27.039,0:19:30.559
going to be about

0:19:28.640,0:19:32.160
it’s so important john i cannot

0:19:30.559,0:19:33.120
emphasize enough because you can teach

0:19:32.160,0:19:34.559
skills

0:19:33.120,0:19:36.240
and you can give somebody enough

0:19:34.559,0:19:37.600
exposure to a sales org so they really

0:19:36.240,0:19:40.320
understand what it’s about

0:19:37.600,0:19:41.039
you can’t teach attributes um so those

0:19:40.320,0:19:43.360
things are

0:19:41.039,0:19:44.880
super important to me i love that and

0:19:43.360,0:19:47.840
that really reinforces

0:19:44.880,0:19:49.520
what what everybody i talk to says you

0:19:47.840,0:19:51.440
know when you think about your hiring

0:19:49.520,0:19:52.240
process understand what you need to hire

0:19:51.440,0:19:54.559
for

0:19:52.240,0:19:56.320
understand what you can teach and

0:19:54.559,0:19:58.320
understand sort of culturally what they

0:19:56.320,0:19:59.200
can absorb around how you sell and all

0:19:58.320,0:20:00.799
of that so

0:19:59.200,0:20:03.039
just great reinforcement of that

0:20:00.799,0:20:04.240
messaging i was curious to get your

0:20:03.039,0:20:07.440
thoughts on this though

0:20:04.240,0:20:09.840
i was chatting with uh mary to fury who

0:20:07.440,0:20:11.280
runs she’s the chief sales enablement

0:20:09.840,0:20:13.039
officer over at ibm

0:20:11.280,0:20:14.480
for a lot of their cloud products i was

0:20:13.039,0:20:17.440
talking to her this week

0:20:14.480,0:20:19.360
and she said that what she believes is

0:20:17.440,0:20:21.840
that a lot of enablement teams should

0:20:19.360,0:20:24.159
rotate through the business

0:20:21.840,0:20:25.679
selling roles product marketing roles

0:20:24.159,0:20:27.440
and so on and so forth

0:20:25.679,0:20:29.039
have you thought about or do you

0:20:27.440,0:20:31.039
recommend that

0:20:29.039,0:20:33.360
if you hire a new enablement person do

0:20:31.039,0:20:34.559
you try to put them into those roles

0:20:33.360,0:20:36.480
have you thought about that i’m just

0:20:34.559,0:20:38.080
curious what you think because she

0:20:36.480,0:20:40.799
really challenged me to think a little

0:20:38.080,0:20:43.280
bit more about that

0:20:40.799,0:20:45.600
and i would say i think that’s a great

0:20:43.280,0:20:47.440
idea i mean

0:20:45.600,0:20:48.799
i really believe that you know having

0:20:47.440,0:20:50.960
exposure to

0:20:48.799,0:20:52.159
the different teams that i have over my

0:20:50.960,0:20:55.360
work experience

0:20:52.159,0:20:58.000
has really helped me um to

0:20:55.360,0:21:00.080
to to do this job better than i perhaps

0:20:58.000,0:21:02.400
would would have done if i just had

0:21:00.080,0:21:04.000
um exposure to one area so i definitely

0:21:02.400,0:21:07.039
think it’s a great idea

0:21:04.000,0:21:09.760
um i think i think it would take time

0:21:07.039,0:21:11.760
um to do what i like to do with new

0:21:09.760,0:21:14.320
enablement executives that are coming in

0:21:11.760,0:21:15.600
is prioritize exposure to the sales

0:21:14.320,0:21:17.520
organization

0:21:15.600,0:21:18.960
so one of the things when we get back

0:21:17.520,0:21:20.000
into the office that you know i’ll be

0:21:18.960,0:21:21.440
looking to do

0:21:20.000,0:21:24.159
is to make sure that our sales and event

0:21:21.440,0:21:25.200
execs are sitting side by side with our

0:21:24.159,0:21:27.760
sales teams

0:21:25.200,0:21:28.240
i often find business development teams

0:21:27.760,0:21:29.919
and

0:21:28.240,0:21:31.919
sales and event teams they kind of sit

0:21:29.919,0:21:34.240
together and i really believe that

0:21:31.919,0:21:35.840
you should be sitting with um the teams

0:21:34.240,0:21:36.720
that we you know that we interface with

0:21:35.840,0:21:39.360
the most that

0:21:36.720,0:21:40.720
we’re here to really add value to um so

0:21:39.360,0:21:42.000
that’s the first thing i would say is

0:21:40.720,0:21:44.080
actually sitting with those teams

0:21:42.000,0:21:45.679
getting exposure to the core teams and

0:21:44.080,0:21:48.000
then um i do a

0:21:45.679,0:21:49.760
sort of a intro rotation with each of

0:21:48.000,0:21:51.840
the different teams to understand

0:21:49.760,0:21:54.320
you know what their role is in impacting

0:21:51.840,0:21:56.240
sales and and pipeline and revenue

0:21:54.320,0:21:57.520
um and really go through that process so

0:21:56.240,0:21:58.159
it’s not really formalized but we

0:21:57.520,0:22:00.880
definitely

0:21:58.159,0:22:01.200
make sure that anybody who joins our

0:22:00.880,0:22:02.960
team

0:22:01.200,0:22:05.679
has exposure to all of those different

0:22:02.960,0:22:06.960
teams with deeper exposure to the sales

0:22:05.679,0:22:08.799
organizations and

0:22:06.960,0:22:10.240
anybody kind of directly related in the

0:22:08.799,0:22:12.480
revenue generation process

0:22:10.240,0:22:14.720
so important i i love that i love that

0:22:12.480,0:22:17.520
so much you know i know you’ve only been

0:22:14.720,0:22:18.240
um at facebook for four months but

0:22:17.520,0:22:20.640
you’ve had a

0:22:18.240,0:22:21.440
long career both in enablement and

0:22:20.640,0:22:23.440
beyond

0:22:21.440,0:22:25.840
and i’m not saying you’re old i’m old

0:22:23.440,0:22:27.280
you’re young but i’m saying you know

0:22:25.840,0:22:29.039
take a look at you know especially the

0:22:27.280,0:22:30.480
recent years in enablement

0:22:29.039,0:22:32.240
is there something that that you could

0:22:30.480,0:22:34.400
share with us almost a bragg moment to

0:22:32.240,0:22:37.039
say look this was a real hard problem

0:22:34.400,0:22:37.919
but i’m super excited we overcame it

0:22:37.039,0:22:41.280
just to give us all

0:22:37.919,0:22:43.520
something to think about

0:22:41.280,0:22:45.440
a brag well but nobody’s ever asked me

0:22:43.520,0:22:47.360
that um

0:22:45.440,0:22:48.799
i would say let’s call it a let’s call

0:22:47.360,0:22:51.600
it proud moments

0:22:48.799,0:22:52.400
um and i can actually want to speak to

0:22:51.600,0:22:55.679
them

0:22:52.400,0:22:58.559
now um i

0:22:55.679,0:22:59.120
feel the most proud um about anything

0:22:58.559,0:23:02.720
that we do

0:22:59.120,0:23:04.880
when uh we get either more investment

0:23:02.720,0:23:06.240
or we’ve got more head count in our team

0:23:04.880,0:23:07.919
the reason why i say that i think for

0:23:06.240,0:23:09.679
any sales and even organization a lot of

0:23:07.919,0:23:12.880
our organizations are quite small

0:23:09.679,0:23:15.520
yeah um one of the biggest indicators of

0:23:12.880,0:23:17.280
success is when an organization or a

0:23:15.520,0:23:20.480
business that you’re working in invests

0:23:17.280,0:23:22.000
more in your team because that is

0:23:20.480,0:23:23.840
a direct indication that you’ve actually

0:23:22.000,0:23:25.840
added value and driven impact

0:23:23.840,0:23:27.280
and over the last few months some of the

0:23:25.840,0:23:30.320
work that we’ve been doing

0:23:27.280,0:23:33.360
um at facebook has resulted in

0:23:30.320,0:23:33.919
more investment more projects and and

0:23:33.360,0:23:36.559
more

0:23:33.919,0:23:37.919
things coming our way into our team and

0:23:36.559,0:23:38.480
that tells me that we’re doing something

0:23:37.919,0:23:40.080
right

0:23:38.480,0:23:41.760
so i think when i think about proud

0:23:40.080,0:23:45.520
moments it’s always when

0:23:41.760,0:23:46.400
a leadership um are actually investing

0:23:45.520,0:23:48.000
in our team

0:23:46.400,0:23:49.919
and are helping us to grow because i

0:23:48.000,0:23:50.480
think that’s that’s a clear indication

0:23:49.919,0:23:51.600
that

0:23:50.480,0:23:53.360
you’ve actually driven value and

0:23:51.600,0:23:55.120
impacted the organization they don’t

0:23:53.360,0:23:56.240
have a specific moment but at the moment

0:23:55.120,0:23:58.400
we’re actually growing

0:23:56.240,0:24:00.559
and we’re getting new projects so um

0:23:58.400,0:24:02.720
that that definitely makes me proud

0:24:00.559,0:24:04.159
no i think that’s a great reminder to

0:24:02.720,0:24:06.960
everybody as well

0:24:04.159,0:24:08.240
if the organization invests in you and

0:24:06.960,0:24:09.760
what you’re doing

0:24:08.240,0:24:12.000
there’s a reason they see it as

0:24:09.760,0:24:12.640
strategic as adding value to the bottom

0:24:12.000,0:24:14.720
line

0:24:12.640,0:24:16.000
if they’re not you should be worried

0:24:14.720,0:24:18.400
about that you know

0:24:16.000,0:24:20.000
can i just ask you maybe for a tip or a

0:24:18.400,0:24:22.880
piece of advice there

0:24:20.000,0:24:24.799
how do you and i know you’ve only been

0:24:22.880,0:24:25.919
there a short time so maybe it’s there

0:24:24.799,0:24:29.120
or maybe it’s elsewhere

0:24:25.919,0:24:31.200
how do you demonstrate success

0:24:29.120,0:24:32.320
as an enablement team you know for

0:24:31.200,0:24:34.400
enablement

0:24:32.320,0:24:36.960
to the senior leadership so that you can

0:24:34.400,0:24:40.080
continue to get that investment

0:24:36.960,0:24:42.400
yeah i think the number one way is to

0:24:40.080,0:24:44.000
make sure that everything we do and all

0:24:42.400,0:24:45.039
the programs all the great initiatives

0:24:44.000,0:24:47.200
that we roll out

0:24:45.039,0:24:49.120
are clearly aligned to business

0:24:47.200,0:24:49.919
objectives sales objectives business

0:24:49.120,0:24:53.360
objectives

0:24:49.919,0:24:54.559
yes it’s super hard to do that with with

0:24:53.360,0:24:56.960
some of the programs because something

0:24:54.559,0:24:59.760
you just have to do you just have to do

0:24:56.960,0:25:01.600
but let’s make most of what we do

0:24:59.760,0:25:03.600
clearly aligned to drive

0:25:01.600,0:25:05.520
business objectives drive revenue and to

0:25:03.600,0:25:08.720
show how we’ve impacted that

0:25:05.520,0:25:12.000
i feel like we are kind of where

0:25:08.720,0:25:14.640
field marketing was many many years ago

0:25:12.000,0:25:16.320
where field marketers were trying and

0:25:14.640,0:25:16.880
the marketing organization was trying to

0:25:16.320,0:25:19.200
show

0:25:16.880,0:25:20.960
their value to the organization and not

0:25:19.200,0:25:23.520
kind of be seen as a cost center

0:25:20.960,0:25:25.039
yes you’re like we’re at that stage and

0:25:23.520,0:25:26.240
i think the way to overcome that is to

0:25:25.039,0:25:28.480
make sure that

0:25:26.240,0:25:29.440
we really push back on things that are

0:25:28.480,0:25:31.600
not going to

0:25:29.440,0:25:33.440
directly or clearly impact the bottom

0:25:31.600,0:25:34.400
line and really focus our efforts on

0:25:33.440,0:25:37.360
those where we can

0:25:34.400,0:25:38.400
clearly show leadership that based on

0:25:37.360,0:25:40.159
enablement

0:25:38.400,0:25:42.000
and successfully enabling our sales

0:25:40.159,0:25:44.159
organizations and client-facing teams

0:25:42.000,0:25:45.520
we’ve been able to impact revenue

0:25:44.159,0:25:47.679
pipeline whatever it may be

0:25:45.520,0:25:49.200
in this way and i think the more we can

0:25:47.679,0:25:50.480
focus and do that

0:25:49.200,0:25:53.440
i think the easier it will be to get

0:25:50.480,0:25:55.600
investment and grow brilliant points

0:25:53.440,0:25:57.520
so be really strategic and don’t say yes

0:25:55.600,0:25:59.039
to everything without a clear reason

0:25:57.520,0:26:01.440
and that’s just reinforcing what you

0:25:59.039,0:26:04.000
said earlier and try to tie everything

0:26:01.440,0:26:07.600
to business value it’s so important

0:26:04.000,0:26:09.279
yarn you i and the audience didn’t know

0:26:07.600,0:26:10.000
this but you i know you just came back

0:26:09.279,0:26:13.360
from vacation

0:26:10.000,0:26:13.919
you weren’t feeling well and and i can

0:26:13.360,0:26:15.520
say

0:26:13.919,0:26:17.520
whether you’re a hundred percent or not

0:26:15.520,0:26:18.400
this was a hundred percent of amazing

0:26:17.520,0:26:20.159
value

0:26:18.400,0:26:22.320
was there anything though that you’re

0:26:20.159,0:26:24.080
like john i wanted to just share this

0:26:22.320,0:26:25.679
was there any last-minute thoughts that

0:26:24.080,0:26:29.520
you wanted to share

0:26:25.679,0:26:32.720
before we part ways for today

0:26:29.520,0:26:34.400
um i don’t think it’s um anything

0:26:32.720,0:26:36.000
i want to share specifically but i think

0:26:34.400,0:26:36.880
maybe just something i would say to

0:26:36.000,0:26:39.200
anybody

0:26:36.880,0:26:40.159
who’s looking to get into this space

0:26:39.200,0:26:42.880
yeah um

0:26:40.159,0:26:44.559
number one it’s it’s challenging um

0:26:42.880,0:26:45.840
definitely won’t lie about that it’s a

0:26:44.559,0:26:47.600
challenging role

0:26:45.840,0:26:49.200
and right now there’s a lot of

0:26:47.600,0:26:51.279
visibility around sales and events so

0:26:49.200,0:26:53.840
leaders are really looking to us

0:26:51.279,0:26:55.440
to kind of help drive impact and drive

0:26:53.840,0:26:56.240
value so it is challenging but at the

0:26:55.440,0:26:59.120
same time

0:26:56.240,0:26:59.520
it’s super exciting if you’re anything

0:26:59.120,0:27:02.799
like

0:26:59.520,0:27:04.720
me and a lot of my team members

0:27:02.799,0:27:06.559
we really like to drive impact and drive

0:27:04.720,0:27:08.720
value and this role allows you to do

0:27:06.559,0:27:11.520
that so it’s super exciting

0:27:08.720,0:27:12.159
um and the final thing is it’s growing i

0:27:11.520,0:27:14.880
mean

0:27:12.159,0:27:15.760
we’ve actually dropped sales from our

0:27:14.880,0:27:18.480
team name

0:27:15.760,0:27:19.120
because we’re actually now focusing our

0:27:18.480,0:27:21.279
efforts

0:27:19.120,0:27:23.919
on client-facing teams so everybody kind

0:27:21.279,0:27:26.240
of involved in the selling motion

0:27:23.919,0:27:27.679
so that change that’s happening at the

0:27:26.240,0:27:29.520
moment where enablement

0:27:27.679,0:27:32.399
is really getting a seat at the table

0:27:29.520,0:27:35.039
and starting to be seen as a strategic

0:27:32.399,0:27:36.559
leader in in the whole kind of um

0:27:35.039,0:27:38.640
revenue generating

0:27:36.559,0:27:39.600
um and and selling motion so i think

0:27:38.640,0:27:42.240
it’s really exciting

0:27:39.600,0:27:42.799
it’s growing so anybody’s looking to get

0:27:42.240,0:27:45.120
into it

0:27:42.799,0:27:47.039
and do it it’s great you’ve really

0:27:45.120,0:27:49.039
evolved from a sales enablement to a

0:27:47.039,0:27:49.679
revenue enablement organization where

0:27:49.039,0:27:51.919
you’re

0:27:49.679,0:27:53.279
helping all the customer facing roles

0:27:51.919,0:27:55.679
and it’s a brilliant

0:27:53.279,0:27:57.440
and critically important move let me

0:27:55.679,0:28:00.399
just ask you one final reminder

0:27:57.440,0:28:01.520
for people listening in so you’re hiring

0:28:00.399,0:28:03.760
you’re looking for

0:28:01.520,0:28:05.440
sales enablement executive to join the

0:28:03.760,0:28:07.520
team remote or

0:28:05.440,0:28:08.960
in the uk you know what’s what’s the

0:28:07.520,0:28:11.840
situation there

0:28:08.960,0:28:13.279
preferably uh based in the uk london

0:28:11.840,0:28:16.320
would be great when the offices

0:28:13.279,0:28:17.760
um open again so if anybody out there is

0:28:16.320,0:28:20.960
looking for work

0:28:17.760,0:28:24.240
living in and around london reach out to

0:28:20.960,0:28:25.919
yarn and i’ll tell you you couldn’t ask

0:28:24.240,0:28:27.279
for a better mentor because i can just

0:28:25.919,0:28:28.799
tell with the amount of experience and

0:28:27.279,0:28:30.399
background you have

0:28:28.799,0:28:32.320
ah it’s going to be fun it’s going to be

0:28:30.399,0:28:35.600
a fun ride ahead for you

0:28:32.320,0:28:37.440
thank you for joining us today

0:28:35.600,0:28:39.279
thank you everybody for listening have a

0:28:37.440,0:28:41.760
great rest of your day bye-bye

0:28:39.279,0:28:41.760
bye