January 8, 2025 • 28 mins
Can AI transform your sales enablement into a powerhouse of performance? Discover how leveraging AI-powered infrastructure can lead to remarkable improvements in sales outcomes. Our latest episode promises a lively discussion that kicks off with personal New Year's stories before diving into the essential transition from traditional sales enablement to an AI-boosted strategy. We unpack the critical components needed for this shift, emphasizing the importance of generative AI in daily operations. This isn't just about gathering data—it's about turning data into actionable insights that truly enhance productivity.
Join us as we explore the concept of enablement within sales and revenue, where the action of making something possible has never been more vital. We'll tackle the challenges faced by enablement teams and the crucial role of leadership, especially from the Chief Revenue Officer, in ensuring strategies are aligned and effective. Learn about innovative AI tools like quiz GPTs and coaching bots that are revolutionizing sales enablement by offering ongoing feedback and reinforcement. Tune in to hear how even resource-constrained teams can see substantial performance gains by embracing these technologies. This episode is a must-listen for anyone looking to harness the power of AI to supercharge their sales strategies.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:04):
all right, what's going on everyone?
Episode numero tres happy newyear, right.
Good to see you, kd happy newyear, did.
Speaker 2 (00:12):
Did you have a good time, jake?
Did you have a?
Speaker 1 (00:14):
good time, I mean I yeah, man, new year's is a fun
one.
You know I've got two kids, soyou know we don't get at it like
we used to, but you know I canstill make it till midnight.
Speaker 2 (00:23):
Man, the girls definitely they're excited about
staying up till midnight.
I'm the one that's like allright, cool, have fun.
Do the countdown, have a goodone You're out.
Speaker 1 (00:31):
You've had a couple of tequilas, me and midnight
aren't friends?
We don't really know each other.
Well, nothing, I mean.
Let's get this age, I mean andas you get older, man, it's a
couple of drinks.
Speaker 2 (00:42):
I review my goals.
You know.
Bring it New Year's.
Speaker 1 (00:45):
Eve night, you review your goals.
Speaker 2 (00:46):
Oh yeah, Wow.
Oh yeah, right, because it'sgoing into the new year, right,
so I review the year, right,spend some time with wifey, just
hey, take it all in and say allright.
Speaker 1 (00:54):
Good times.
All right, I, I've got a review, because if you don't do that,
you won't stick with it.
And now, you know, sometimes Idon't stick with it.
But you know, we all do ourbest.
We're all humans.
We're not AI yet, jake, that'sright.
Well, maybe I can do my goalsfor me.
You know like I just set upgoals and then I just does it
for me.
Those are called agents.
(01:15):
So agents are agentics, whichis here for everybody.
Um, so today's episode I knowsome people saw today's episode
and got you know, we're like, oh, let's go.
I mean some people probablylike let's go because, man, my
enablement team is not doinganything for me.
Other people were like okay,this is interesting.
(01:36):
And enablement people, don'tget me wrong.
Enablement people, we love you,I love you and, uh, hopefully
this will get you thinking about.
You know, super, what it meansto be an enablement.
Speaker 2 (01:46):
Oh yeah, this one's going to get the people going.
I got in trouble a while backat a conference with sales
enablement that I've not beeninvited back to on sales
enablement because I said untily'all are willing to change your
names to sales performance,you're going to be in a lot of
trouble, and so now we get tounpack this a little bit.
Speaker 1 (02:06):
That is right and if you've seen some of the new
messaging on scaled coming up,we talk a lot about this and the
consulting work we're doingabout performance.
Not did I answer tickets orcreate a battle card.
So DM question of the week.
Speaker 2 (02:21):
Oh boy, so DM question of the week is a heavy
one, so we'll see how we canknock this one out.
Right, but what are the keycomponents of an AI powered
sales infrastructure?
Where do I even start?
Speaker 1 (02:34):
All right, well, I'll jump in.
Look, I have been advocatingthe productivity use case.
I really feel like we.
You know a lot of what I.
What I see is people arefocused on the data.
Well, that gets me better dataand insights, and I ask the same
question what are you going todo about it?
Do you really need more data?
You don't.
Chances are, you got all thedata you need and it's pretty.
(02:54):
It's okay.
So, to me, one of the keycomponents is just like how your
team knows how to use Googlesearch as a part of their day to
day from a productivitystandpoint.
Your teams need to know how touse generative AI chat as a part
of their day to dayproductivity.
In the last episode, we talkedabout research.
(03:15):
We talked about some other usecases.
This is the new Google, so tome, it starts with that.
The productivity use case isimmediate gains and I think
every org has to figure out howto implement it.
Speaker 2 (03:28):
I can't remember who said the quote, so Google it,
look it up and you can tag it inthe comments.
Speaker 1 (03:31):
ChatGBT it maybe.
Speaker 2 (03:32):
Yeah, chatgbt it, don't even Google it, chatgbt it
.
The quote went like this we aredrowning in data but starving
for insights.
I think I've heard that before,like it's just a classic.
It's true, like we have all thedata we ever want, but we're
starving for, like insights.
What does it mean, right?
What do I do with it?
And so I think that's where, ifI look at the foundationals, I
have the data, but I think youcan start to use this in your
(03:53):
infrastructure of likeinterpretation insights.
What are the trends right?
Like, what does it notice inpatterns?
Because then you can dosomething about it outside of it
, but it does.
I love the word in hereinfrastructure, because they're
starting to think about this isa piece of the entire insights,
insights for you.
Speaker 1 (04:08):
yeah, I agree, I again, I just yeah, like I said,
I just don't know what they'regoing to do with it.
Like give you more data, moreinsights into your leaders even
need to know how to coach to theinsights.
Even if I give them theinsights Got to start somewhere,
I guess.
I guess All right.
So we are going to jump intotoday's topic.
Another thing, just, you allknow, if you haven't already
(04:29):
subscribed, subscribe to thechannel, make sure to also
subscribe to the newsletter.
Do not forget those things.
You also, I think we're givingaway like five free custom GPTs,
so as a part of that, when yousubscribe to the newsletter, so
you know lots of stuff that youcan do there.
And obviously I caveat thatbefore I start talking about
sales enablement, before theytune it out.
(04:49):
So let's talk about enablement,right First.
Maybe let's define enablement alittle bit right.
That's actually what I justpulled up because I think this
is important.
Speaker 2 (05:03):
see, we're just here like, literally, he knows where,
he knows.
That's not even in this.
It's not in any of this.
I pulled it up.
Enablement noun the action ofgiving someone in the authority
or means to do something right,or the action of making
something possible, which Ithink is the best use case here
the enablement, the action ofmaking something possible, which
I think is the best use casehere.
The enablement, the action ofmaking something possible.
Now, it's also funny about this.
We'll do a screenshot of thisis I gotta show you this look at
(05:26):
the cert the use of the wordenablement since the 1950s
nobody used the word.
Speaker 1 (05:32):
Not no more.
Speaker 2 (05:32):
1950s that word enablement, did not exist didn't
even get used and then, forwhatever reason, it's now a
thing and especially in revenue,it's same idea over the last 10
years.
All of a sudden, salesenablement is everywhere.
So I think if we start with theaction of making something
possible, I think if we pausethe episode right there and had
a lot of enablement, teams lookinward and go am I making
(05:55):
something possible?
Yeah, that not possible before.
It might shift a little bit ofhow they approach things.
Speaker 1 (06:01):
Yeah, and as we get into, do you feel like?
I mean, is it a CRO issue?
Is it a VP?
Is it an empowerment issue?
Is it a like what do you thinkyou know, is it?
It's probably different forevery org, right?
Speaker 2 (06:13):
But so I mean there's a lot of things actually to
unpack there, because at itscore I think let's call out the
elephant in the room that Ithink even enablement leaders
will agree with is oftentimessales teams do not respond to or
engage well with enablementcontent, sessions and trainings.
I think that's a prettywell-known kind of fact out
(06:34):
there.
So you have enablement overhere going like we're doing all
these things to try to makesomething possible.
You have sellers over heregoing like, oh, like they don't
get my world, or oh, there'sanother training this Friday and
they discard it and we havepeople on the wrong side.
Now to your point in thequestion.
Do I think some of that isleadership?
Absolutely, yeah, absolutely.
Like I'm the CRO, Enablementalways reports to me, Always
(06:56):
reports to me.
It has to right.
Always reports to me.
It doesn't report to L&D, itdoesn't report to operations, it
reports to me.
Enablement is my right hand.
So when my enablement team isdoing things, my sellers know
that's a direct line.
It's going to happen.
Speaker 1 (07:12):
We're implementing this thing.
Speaker 2 (07:13):
This is not them over here doing things.
But I think you probably haveeven more insight into this
because you go into orgs wherethey're like well, we already
had a battle card, we alreadybuilt this and it didn't work,
and it's not working.
So I'm curious when you look atcompanies you're going into
with enablement where let'sstart with that when do you see
the gap?
Enablement like to be clearenablement I love y'all.
(07:33):
I love the concept.
I love y'all.
I love the concept.
I love the intention.
Speaker 1 (07:36):
It's necessary.
Speaker 2 (07:37):
You have to have it, we have to have it, but it does.
It always seems like it's ondifferent sides of the org and
it doesn't ever seem to reallyclick I'll tell you.
Speaker 1 (07:45):
There's a couple of things.
There's really two, if youwanted to simplify and if you're
any enablement org, and we'llget into some of the ways that
AI might replace parts of thistoo.
You know.
One is change management, andwhat I consistently see with a
lot of enablement programsthere's not the change that.
You know, people behaviorchange isn't easy, right, and
I'm going to take a real worldexample from a project we did
(08:05):
last year ae outbound excellence.
Right, company 100 somethingsellers we got to start doing an
outbound again for aes.
Probably sounds familiar for alot of you.
We've done trainings, but thatwasn't the solve.
The solve is.
The solve is, like you know,whenever we came in.
It's like no, we're going tocreate an AE outbound excellence
that I'm going to get everysingle VP and sales leader to
sign that this is the new bar,this is where we're going to
(08:26):
hold people accountable.
Then we put together a programthat enabled them to know best
practices, et cetera.
Made it possible, made itpossible.
And then it's the reinforcement.
Do you need to train people onhow to use outreach or sales
loft again, or do you need torelaunch it like a brand new
deployment to new use cases, newsequences, cadences, right.
So there is this understandingof what happens in change
(08:50):
management.
I kind of tease out number two,which is reinforcement.
That if your programs don'thave a reinforcement track, to
where look, we're not going toto implement, we're going to do
the training.
If it's not going to bereinforced because I think the
stats like 85 percent oftraining is forgotten in the
first 45 days, something likethat so that that's the almost
without fail.
And sometimes we butt heads withenablement because of this.
Like, well, we did the training, I'm like, but but we didn't do
(09:12):
the change management.
I didn't.
You got to get seniorleadership to buy in, so in in
that project.
Look, we had the CRO come inand explain the why.
That's how we started thetraining.
We didn't start it with let'sjump in.
The CRO was like hey guys, thisis why we're doing this, this
is why this is important.
We're making a behavior shifthere.
The results best month of theentire year 44% better than
(09:33):
their average month Changemanagement If you don't have
that baked in plus reinforcementenablement is almost none of
your enablement.
Oh, last thing, frontlineleadership buy-in.
There we go.
If frontline leaderships arenot the ones who are.
You know, we train them first.
We usually train any newinitiative.
We train them first so thenthey can use the vernacular or
(09:54):
they understand it like thatdocument, and then then we do
the reps right.
So so those are, those are thethings, and it's pretty
universal.
It's some flavor, that kd everytime and what's interesting you
used a phrase a few times inthere buy-in, buy-in.
Speaker 2 (10:08):
You have to have.
Buy-in is everything dude, andthat, to me, just lets me know
again at the leadership level,something's broken, because
enablement should only beworking on things that the team
has already bought in to want tofix, and that also happens.
All the time is like the repsare struggling with outbound and
enablement builds a battle cardfor or training.
Speaker 1 (10:29):
Yeah, they built a new training on a persona.
Speaker 2 (10:32):
It's like no, we can't book meetings out now, we
need help there.
Whereas what's coming fromenablement are well known to my
team.
They're like we need to getbetter at this thing.
This isn't about buying.
It's like we're broken here.
Speaker 1 (10:44):
Enablement- is going to help.
That's a whole other.
Using sales is the only part ofan organization that thinks to
solve a change management.
You do a half day training,like you know that.
You know the, you know thesolve.
Hey, our accounting practicesare broken.
Let's send Johnny thecontroller to a three-hour
training on Gap.
What other part of the orgthinks, okay, we have a
(11:05):
foundational issue.
You know, what we need to do isbring in Jake Dunlap for
$10,000 for a day.
Now, don't get me wrong,training has its place.
Foundational pieces.
You're trying to get to 201,301, 100%.
Training is phenomenal for that, but I think that that's it too
, is enablement is asked to isnot given the reins at time to
do the reinforcement and the,the air cover from up, from up
(11:26):
top.
Speaker 2 (11:27):
So so then, I guess that's my name to the question
does ai replace sales enablement?
Oh?
Speaker 1 (11:35):
it's interesting.
All right, I'll give, I'll givea couple takes and I'm going to
toss it back over to you.
Do I what I do?
Here's what I believe.
I believe an enablement teamtoday again, I'm going to try to
give a fast fact here.
These are jake's facts, whichmeans they're 80 percent right,
100 percent of time.
Uh, so, five to one, maybe forevery five enablement people.
(11:56):
I can have one, maybe, maybe,maybe, maybe four or three.
Let me just tell you why.
Ok, if you've already taken thetime to create a Zendesk battle
card, and you've already takenthe time you built a CFO, buyer
persona, I can now build fiftyfive permutations of those to
(12:16):
mash together in seconds where Ican be like, hey, I've got
somebody in this industry,here's the cfo, here's our
battle card.
Because, you know, chat gpt cancreate a custom gpt.
Uh, for scenario planning,we've got a bunch of them and I
can say, hey, um, here's myexact situation.
It already knows who thepersona is, etc.
Create, cetera, create a quicktalk track for me.
(12:37):
So the ability tohyper-customize enablement-based
content to specific deals andscenarios, it's infinite, right?
And so that is where I say Ithink the right enablement team
that is empowered to createcustom GPTs around specific use
cases and can just crank contentat an unbelievable level.
(13:03):
And then you know I've beenmessing around with we use
Google Suite, gemini, and I'mstill like early in my like
phase.
But man, it's getting prettygood at creating slides, like
it's getting better.
It's getting better at creatinglike supplementary docs.
So again, like just the amountof high quality content that I
can crank now, um, that is socustomized, it's just it's
(13:25):
unfathomable.
Speaker 2 (13:26):
A year ago I think that's the first major call out
is if your enablement team isonly creating content, then yes,
yeah, good call Absolutely.
If you are, if your enablementteam is only creating content,
then yes, yeah, good call,absolutely.
If you are a content enablementteam, you're making battle
cards, you're making slides,you're making handouts yes, is
the answer right, like that isactually very easy to replace.
(13:46):
I feel like if all you'reproviding is content, if you're
providing context, that's thenext level where AI is not there
yet, where you know what thebest of the best do.
Ai doesn't know who your bestsellers are.
You should, in enablement, infact this one, almost always
it's enablement.
Let me talk to you real quick,zoom in.
I talk to enablement people allthe time.
(14:07):
One of the first questions Iask them is how closely are you
attached to the top performer?
How well do you know the topperformer?
How well do you know what theydo, what they say, how they
follow up, what their process is?
90% of the time, nothing.
There's no connection.
They don't have any connectionto what the top performers do,
and that's part of where I thinkthe trust breaks sometimes with
the org is they feel likethere's that disconnect.
(14:30):
So if you're enablement onlydoing content, you're in trouble
.
If you have context, if youknow what the best of the best
do, then you can actually feedit.
Speaker 1 (14:38):
That would allow you to create a better custom GPT as
well too.
Yeah, if you're an enablementright now and you don't know how
to create a custom GPT, you are, you know, again, like
marketers have already.
A lot of marketers have figuredthis out.
A lot of marketers alreadyrealized hey, I can program this
(14:58):
thing with giving it 30different blog posts and it can
now help me, to you know, eitheredit my content for tone or
help to start the contentcreation.
So that, to me, is one of themost important applications for
enablement Enablement you needto become masters at creating
custom GPT.
Speaker 2 (15:06):
Because it's usable.
This is the other part.
With so much with enablement isit's not usable.
The other part with so muchwith enablement is it's.
It's not usable.
Reps, don't use the battle card.
I cannot, exactly.
I cannot think of the last timea rep is like wait a minute,
let me pull up the enterpriseeddie battle card and figure
something out.
Oh god it's so it's so sad butso true.
(15:28):
Whereas a gpt is usable, I cango in and say, hey, I have a
call coming up with a, it'sactionable.
Whereas, again, with enablement, too often it is just one-sided
.
That's right, the rep receives,but they can't use it.
And custom GPTs, oh man, likethis, should be a goldmine,
goldmine, and it's not technical.
Speaker 1 (15:47):
I think for a lot of you listening, whether you're a
sales leader or revenue leaderand you're like man Jake, this
makes sense.
You don't need to be technical,you just need, again, you need
to understand, like, what goesinto it and it's the ability to
upload these things.
And again, just to kind of playoff of what you said, kevin the
, I remember I had aconversation about a year ago
with a sales leader and I askedher I said, because we were
(16:10):
talking about this, the abilityto access your content in a
usable way and I said you useSeismic or Highspot or these
tools.
I go.
When's the last time youchecked the usage?
Oh, don't do it, she goes,don't do it, she literally goes.
I'm terrified, I'm like wait.
So you've invested.
You know Seismic is not a cheaptool, neither is Highspot or
(16:34):
Insert whatever a cheap tool.
Neither is high spot or insert,whatever cms you use.
And you know sharepoint and youare too scared to look at the
usage metrics.
Um, you know this is a chancefor enablement to be the hero
right.
Like enablement, if you canrealize that, you can take parts
of your playbook.
And now I've got competitivedeal winner.
Custom gpt that is customizedum to these use cases.
It knows our personas, it knowsour battle cards and the reps
can interact with it.
(16:54):
You've got to bring thiscontent to life.
Bring it to where they are.
Speaker 2 (16:58):
Embed it into Slack, make the custom GPT.
Have it bookmarked of like youmade all this content.
Now feed that in.
And then to your earlier pointreinforcement, reinforcement.
How could enablement be usingAI to reinforce the things that
they are teaching?
Yeah, talk about it, man, right?
So if you think about, okay,most trainings, okay, show up
(17:20):
the reps, sit there for an hourand they're fully focused by the
way, 100%.
Speaker 1 (17:24):
They're not on email, they are dialed in, they are
just in it.
That's right.
Slack is off.
Phones in their pocket,camera's always on, do not
disturb.
Speaker 2 (17:34):
Engage.
They're engaged, yes, 100%, butthen for some reason they just
don't remember everything.
It's just weird, whereas if,after that training, a quiz GPT
went out asking everyone five tosix questions of the training
and they can't move forwarduntil they've passed it well,
now you've got somereinforcement.
(17:55):
And then if you created acoaching bot to reinforce that
where it's like, okay, theobjection for the cfo is xyz,
how would you handle it?
And they are typing it and theyhave to send in right, send it
to your sales leader.
Yeah, send it to your salesleader when it's done.
Now you have the reinforcementand then you could so I don't
know upload your most recentcall transcript to get like all
this reinforcement.
(18:16):
That enablement can't do rightnow because, one, they're
disconnected but two, they don'thave the resources to do it.
Now that training sticks andyou can actually say wow,
performance did go up.
Call scores were this threeweeks ago, now they're this the
closed.
Lost reasons for pricing madeup 40% of our deals last quarter
(18:37):
.
They made 26% of our deals thisquarter because we focused on
the pricing objection and how tohandle it and all that.
Speaker 1 (18:43):
The reinforcement with quiz bots, one-pagers,
coaching bots, all of that itshould be a goldmine and I think
for a lot of you too, like youdon't actually gpt, my friends
can do all of this.
I think a lot of people there'sa lot of people selling really
point-based gen ai solutionsright now that are interesting.
But again, the the future arethese little agents right that
(19:03):
are very good, and what we foundtoo you know, because we built
a bunch of these right is salespeople.
Like a box, they look I wantsomething to push and if this
one says competitive deal winnerversus like my value prop, it's
like no.
And then this one does thisother thing about discovery prep
.
And we found that like thesevery use case based ones that
you can program, and obviouslywe've got a suite of them.
So go check them out.
(19:23):
If you're like Jake I'd love toget these are customized.
You can go check out Journeyand the things that we're doing
there.
Um, in the show notes.
You definitely should, becausethen you can kind of cheat and
get ahead and look like a hero.
But I do feel like this issomething.
I feel, like you, you're gonnahave to learn how to build
custom gpts.
If you're an enablement, I justdon't really see how, how you
could really be successful ifyou don't understand how to how
(19:45):
to bring to life the content orthe reinforcement plan I mean, I
, I'm a prime example.
Speaker 2 (19:51):
I'll say in this I have always had enablement teams
, always.
I've always had them.
They've always report to me andat my company right now I don't
have one.
I don't have anyone inenablement yet.
It's a hire that I want to make.
But in the meantime I enrolledall my revenue leaders in the AI
course and they're creatingtheir own Y'all in the AI course
.
They're creating their own andthey're creating their own Y'all
(20:13):
.
I had a manager shout outGullar.
I see you, my dude.
Gullar went through one ofthose last two weeks ago.
The module went through, itended.
It took our call scorecard andbuilt a call scorecard GPT that
you could upload the transcriptinto, and then it spits out the
feedback and coaching that amanager would give.
(20:33):
He built it in like two and ahalf hours, yeah, and now we
have a gpt that it gets usedacross the entire or we actually
linked it into our one-on-onedocs.
Now where it's in theone-on-one doc to then add the
transcript in to go through this.
Speaker 1 (20:49):
That would have been an entire enablement person's
job that's right to do to reviewthese calls and try to score,
or you trying to multiplyyourself to listen to 50, you
know to calls, you know youtalked about this in the last
episode around this idea of likethat Gen AI is giving you the
insights so you, as a salesmanager, to be more durable and
have more longevity.
You can just scale that.
Speaker 2 (21:09):
Right.
And so now, when we do a battlecard, we take trainings right,
because we do a battle card, wetake trainings right, because I
do a lot of training still formy team, right, that's.
The other thing is like I'mleading trainings on enablement,
so I lead, we record it.
What do you think we do thatrecording?
Jake, put it right in there,put it right in.
So now I got a summary, I got achecklist and I got a couple
slides.
That's right off of this, right, these are all things that
enablement used to do, and so Ithink it's a prime opportunity
(21:33):
for maybe orgs that don't haveenablement to start to get some
words thin right, the thin onesright, the ones that are like
four people for 100reps.
My last one I had one for awhile, dana, and she was
phenomenal.
I had one, dana, and I used togo went deep in ai on this one.
That was it for an org right,three different orders.
It's just dana for a while andthen mac joined her and it was
(21:53):
great.
But it's like that's also notenough and I think sometimes
enablements drowning they don't.
They have too many things to doand they don't have the
resources to do it.
But that reinforcement, I think, is key and I'll throw this out
there.
This will help you enablementto know what your best do,
because maybe you don't know,maybe, enablement you don't know
, go take the best seller.
(22:14):
Yeah, I love that.
Get their transcripts,interview them, listen to all
those calls and now you have thecheat sheet.
That's right.
This we call it scalinggreatness.
So every quarter I assign mymanager is a scaling greatness
exercise, where we identify thekey metrics, who's the best at
that metric, and then it'sassigned to you and you got to
go tell me why does Julia havethe highest ACV?
(22:34):
Why does Jake have the highestlead to client?
Why does Nick have the highestapproval rate?
You've got to go find it.
We're literally going to do ourfirst AI enhanced scaling
greatness exercise in about aweek.
We're on Q1 now and I'm soexcited to see what we learn.
Speaker 1 (22:51):
So excited and the cool part is too is again, it
kind of gets you to step onefaster if you're in a name, like
again, like instead of havingit can say, hey Well,
triangulating, this is kind ofit.
And then you can really go deepand you know, with so much of
this, you can get that Contentnow to v3.
Whereas before you would havespent two hours creating a v1,
now I can spend two hourscreating v3.
Speaker 2 (23:09):
Oh, and actually that's a big one.
We haven't talked about it'supdating.
That's also where an a1 fallsso much times is.
They built the playbook in 2019you know, and it's been
collecting digital dust.
We're now quick updates.
People ask me all the time howoften I update our playbooks,
update our checklist.
I was like, whenever we learnsomething new right, learn
something new we update theplaybook.
(23:30):
But then we do a training on itand a coaching on it.
That's right.
We put a checklist on it andreinforcement on it, and this is
a place where I feel like thisshould be empowering.
Enablement and as much as wetalk about sales leaders not
seeming to leverage this, Ihaven't seen anything out there
from enablement.
I'm not seeing enablement postsout there.
(23:50):
How they're, you know ai tomake sellers better?
I'm not.
I'm not seeing that any.
This is the cheat code for you.
It should be.
Speaker 1 (23:58):
We literally have given you again two things that
you can do almost immediatelyright around this idea of up
leveling your reinforcement,building out custom gpts for
these use cases to amplifyourselves.
So you know, I think my, my, mythought is look, I don't think
it's going to replace salesenablement.
What I will say is it's goingto allow us to do a lot more,
(24:19):
faster and with a higher quality, which is which is usually the
trade off with tech, right, ifwe do more of something, it
usually then quality degrades,right, generative AI kind of
breaks out where I can actuallydo more things and the quality
goes up.
So you're in enablement, Ithink, if you are working to
where your skill is, creatingcontent.
So you, you brought this up.
Yeah, I think that there's,there's some of you that will be
(24:41):
replaced and I'm definitely notpaying you a buck 30, you know
a buck 25 to just go make apowerpoint that jim and I can
get 80 of the way there on dayone, um, but I do feel like
there's actually a really bigneed for it and I think you know
kind of.
My final thought is and youtouched on this is, and one
thing I maybe didn't mention thebeginning episode is the other
thing with enablement is can Itie this project, this thing, to
(25:04):
a revenue metric?
Right, and you mentioned this acouple of times performance.
So the more enablement you are,you are focused like that
project that I mentioned.
You better believe I talked tothe head of RevOps.
I said set up the report, makesure we have the report to track
this so afterwards I can provereturn on investment.
And so if you can continue toprove ROI in your work, you can
(25:27):
continue to make sure that youare aligning to the needs and
you're being more dynamic,you're going to be so far ahead.
You're going to be worth $250,$350.
Speaker 2 (25:36):
Little secret my enablement orgs are always tied
to a metric, have to be Part oftheir comp plan is attached to a
metric.
Every quarter we pick a metricand they're responsible for
helping improve it.
Now, so am I, of course, mymanagers right back to that
buy-in for helping improve it.
Now, so am I, of course.
So are my managers Right backto that buy-in, but literally
part of their comp plan isattached to performance.
(25:56):
This is, you know, when I gotin trouble at the conference, I
brought this up.
They're like that's not ourresponsibility, and so that's
when I snapped back.
Speaker 1 (26:05):
Yeah, well then, what is your responsibility?
Speaker 2 (26:07):
Got sassy a little bit on stage.
You know I've grown up but Iprobably still would have gotten
just as sassy, but it was.
I was like, no, like that isyour job.
To make possible is thedefinition of enabling.
What are we trying to makepossible in sales Revenue?
That is what we are trying todo, and so if your orgs aren't
getting better, they need to bean enablement Y'all.
(26:28):
This should be your cheat code.
This should be your cheat codeto make better content, more
content, reinforce the content,see if the content is sticking
and then be able to bring allthat together.
Like if you're only doingcontent, you're in trouble.
But if you enable this andy'all, let ai help you.
If you don't know how to builda custom gpt, one, join the
(26:48):
community, get in here like,sign up for this stuff, but ask
ai to help you.
Try asking hey, I want to builda custom gpt that will help me
do x, y and z.
What would be some good prompts,it will tell you how to build
itself.
This is why this technology isso wild, so great.
It's like it's building itself.
So, uh, I just I hope moreenablement people listen to this
(27:11):
.
I hope they take in the powerlike, wow, that's right, it
should be a good thing for menot to be afraid of it.
It should be a good thing,that's it, you do it, that's it.
Speaker 1 (27:17):
I feel like RevOps.
I think we've got an episodecoming for you.
Speaker 2 (27:21):
We've got an episode for you next.
Speaker 1 (27:26):
Well, don't we pick that.
You know we've got, so,hopefully, anyone listening
again.
If you're in sales, you can bedoing this stuff yourself sales
leadership, et cetera.
So you know, I don't thinkwe're saying it's going to
replace people, but if yourskill sets are a certain skill
set and not more big picturethinking, creative cleverness
we've talked about this it'sgoing to be tough.
So, katie, another greatepisode in the books.
(27:47):
Hell yeah, my man, all rightman, happy, happy New Year
everybody.
Thank you for tuning in.
If you're on YouTube orlistening, if you're on the
podcast, make sure to subscribe,subscribe to the newsletter,
some of the other things we'vegot in the show notes, and we'll
see you on the next episode.
Hell yeah, appreciate you, allright man.
all right, what's going on everyone?
Episode numero tres happy newyear, right.
Good to see you, kd happy newyear, did.
Speaker 2 (00:12):
Did you have a good time, jake?
Did you have a?
Speaker 1 (00:14):
good time, I mean I yeah, man, new year's is a fun
one.
You know I've got two kids, soyou know we don't get at it like
we used to, but you know I canstill make it till midnight.
Speaker 2 (00:23):
Man, the girls definitely they're excited about
staying up till midnight.
I'm the one that's like allright, cool, have fun.
Do the countdown, have a goodone You're out.
Speaker 1 (00:31):
You've had a couple of tequilas, me and midnight
aren't friends?
We don't really know each other.
Well, nothing, I mean.
Let's get this age, I mean andas you get older, man, it's a
couple of drinks.
Speaker 2 (00:42):
I review my goals.
You know.
Bring it New Year's.
Speaker 1 (00:45):
Eve night, you review your goals.
Speaker 2 (00:46):
Oh yeah, Wow.
Oh yeah, right, because it'sgoing into the new year, right,
so I review the year, right,spend some time with wifey, just
hey, take it all in and say allright.
Speaker 1 (00:54):
Good times.
All right, I, I've got a review, because if you don't do that,
you won't stick with it.
And now, you know, sometimes Idon't stick with it.
But you know, we all do ourbest.
We're all humans.
We're not AI yet, jake, that'sright.
Well, maybe I can do my goalsfor me.
You know like I just set upgoals and then I just does it
for me.
Those are called agents.
(01:15):
So agents are agentics, whichis here for everybody.
Um, so today's episode I knowsome people saw today's episode
and got you know, we're like, oh, let's go.
I mean some people probablylike let's go because, man, my
enablement team is not doinganything for me.
Other people were like okay,this is interesting.
(01:36):
And enablement people, don'tget me wrong.
Enablement people, we love you,I love you and, uh, hopefully
this will get you thinking about.
You know, super, what it meansto be an enablement.
Speaker 2 (01:46):
Oh yeah, this one's going to get the people going.
I got in trouble a while backat a conference with sales
enablement that I've not beeninvited back to on sales
enablement because I said untily'all are willing to change your
names to sales performance,you're going to be in a lot of
trouble, and so now we get tounpack this a little bit.
Speaker 1 (02:06):
That is right and if you've seen some of the new
messaging on scaled coming up,we talk a lot about this and the
consulting work we're doingabout performance.
Not did I answer tickets orcreate a battle card.
So DM question of the week.
Speaker 2 (02:21):
Oh boy, so DM question of the week is a heavy
one, so we'll see how we canknock this one out.
Right, but what are the keycomponents of an AI powered
sales infrastructure?
Where do I even start?
Speaker 1 (02:34):
All right, well, I'll jump in.
Look, I have been advocatingthe productivity use case.
I really feel like we.
You know a lot of what I.
What I see is people arefocused on the data.
Well, that gets me better dataand insights, and I ask the same
question what are you going todo about it?
Do you really need more data?
You don't.
Chances are, you got all thedata you need and it's pretty.
(02:54):
It's okay.
So, to me, one of the keycomponents is just like how your
team knows how to use Googlesearch as a part of their day to
day from a productivitystandpoint.
Your teams need to know how touse generative AI chat as a part
of their day to dayproductivity.
In the last episode, we talkedabout research.
(03:15):
We talked about some other usecases.
This is the new Google, so tome, it starts with that.
The productivity use case isimmediate gains and I think
every org has to figure out howto implement it.
Speaker 2 (03:28):
I can't remember who said the quote, so Google it,
look it up and you can tag it inthe comments.
Speaker 1 (03:31):
ChatGBT it maybe.
Speaker 2 (03:32):
Yeah, chatgbt it, don't even Google it, chatgbt it
.
The quote went like this we aredrowning in data but starving
for insights.
I think I've heard that before,like it's just a classic.
It's true, like we have all thedata we ever want, but we're
starving for, like insights.
What does it mean, right?
What do I do with it?
And so I think that's where, ifI look at the foundationals, I
have the data, but I think youcan start to use this in your
(03:53):
infrastructure of likeinterpretation insights.
What are the trends right?
Like, what does it notice inpatterns?
Because then you can dosomething about it outside of it
, but it does.
I love the word in hereinfrastructure, because they're
starting to think about this isa piece of the entire insights,
insights for you.
Speaker 1 (04:08):
yeah, I agree, I again, I just yeah, like I said,
I just don't know what they'regoing to do with it.
Like give you more data, moreinsights into your leaders even
need to know how to coach to theinsights.
Even if I give them theinsights Got to start somewhere,
I guess.
I guess All right.
So we are going to jump intotoday's topic.
Another thing, just, you allknow, if you haven't already
(04:29):
subscribed, subscribe to thechannel, make sure to also
subscribe to the newsletter.
Do not forget those things.
You also, I think we're givingaway like five free custom GPTs,
so as a part of that, when yousubscribe to the newsletter, so
you know lots of stuff that youcan do there.
And obviously I caveat thatbefore I start talking about
sales enablement, before theytune it out.
(04:49):
So let's talk about enablement,right First.
Maybe let's define enablement alittle bit right.
That's actually what I justpulled up because I think this
is important.
Speaker 2 (05:03):
see, we're just here like, literally, he knows where,
he knows.
That's not even in this.
It's not in any of this.
I pulled it up.
Enablement noun the action ofgiving someone in the authority
or means to do something right,or the action of making
something possible, which Ithink is the best use case here
the enablement, the action ofmaking something possible, which
I think is the best use casehere.
The enablement, the action ofmaking something possible.
Now, it's also funny about this.
We'll do a screenshot of thisis I gotta show you this look at
(05:26):
the cert the use of the wordenablement since the 1950s
nobody used the word.
Speaker 1 (05:32):
Not no more.
Speaker 2 (05:32):
1950s that word enablement, did not exist didn't
even get used and then, forwhatever reason, it's now a
thing and especially in revenue,it's same idea over the last 10
years.
All of a sudden, salesenablement is everywhere.
So I think if we start with theaction of making something
possible, I think if we pausethe episode right there and had
a lot of enablement, teams lookinward and go am I making
(05:55):
something possible?
Yeah, that not possible before.
It might shift a little bit ofhow they approach things.
Speaker 1 (06:01):
Yeah, and as we get into, do you feel like?
I mean, is it a CRO issue?
Is it a VP?
Is it an empowerment issue?
Is it a like what do you thinkyou know, is it?
It's probably different forevery org, right?
Speaker 2 (06:13):
But so I mean there's a lot of things actually to
unpack there, because at itscore I think let's call out the
elephant in the room that Ithink even enablement leaders
will agree with is oftentimessales teams do not respond to or
engage well with enablementcontent, sessions and trainings.
I think that's a prettywell-known kind of fact out
(06:34):
there.
So you have enablement overhere going like we're doing all
these things to try to makesomething possible.
You have sellers over heregoing like, oh, like they don't
get my world, or oh, there'sanother training this Friday and
they discard it and we havepeople on the wrong side.
Now to your point in thequestion.
Do I think some of that isleadership?
Absolutely, yeah, absolutely.
Like I'm the CRO, Enablementalways reports to me, Always
(06:56):
reports to me.
It has to right.
Always reports to me.
It doesn't report to L&D, itdoesn't report to operations, it
reports to me.
Enablement is my right hand.
So when my enablement team isdoing things, my sellers know
that's a direct line.
It's going to happen.
Speaker 1 (07:12):
We're implementing this thing.
Speaker 2 (07:13):
This is not them over here doing things.
But I think you probably haveeven more insight into this
because you go into orgs wherethey're like well, we already
had a battle card, we alreadybuilt this and it didn't work,
and it's not working.
So I'm curious when you look atcompanies you're going into
with enablement where let'sstart with that when do you see
the gap?
Enablement like to be clearenablement I love y'all.
(07:33):
I love the concept.
I love y'all.
I love the concept.
I love the intention.
Speaker 1 (07:36):
It's necessary.
Speaker 2 (07:37):
You have to have it, we have to have it, but it does.
It always seems like it's ondifferent sides of the org and
it doesn't ever seem to reallyclick I'll tell you.
Speaker 1 (07:45):
There's a couple of things.
There's really two, if youwanted to simplify and if you're
any enablement org, and we'llget into some of the ways that
AI might replace parts of thistoo.
You know.
One is change management, andwhat I consistently see with a
lot of enablement programsthere's not the change that.
You know, people behaviorchange isn't easy, right, and
I'm going to take a real worldexample from a project we did
(08:05):
last year ae outbound excellence.
Right, company 100 somethingsellers we got to start doing an
outbound again for aes.
Probably sounds familiar for alot of you.
We've done trainings, but thatwasn't the solve.
The solve is.
The solve is, like you know,whenever we came in.
It's like no, we're going tocreate an AE outbound excellence
that I'm going to get everysingle VP and sales leader to
sign that this is the new bar,this is where we're going to
(08:26):
hold people accountable.
Then we put together a programthat enabled them to know best
practices, et cetera.
Made it possible, made itpossible.
And then it's the reinforcement.
Do you need to train people onhow to use outreach or sales
loft again, or do you need torelaunch it like a brand new
deployment to new use cases, newsequences, cadences, right.
So there is this understandingof what happens in change
(08:50):
management.
I kind of tease out number two,which is reinforcement.
That if your programs don'thave a reinforcement track, to
where look, we're not going toto implement, we're going to do
the training.
If it's not going to bereinforced because I think the
stats like 85 percent oftraining is forgotten in the
first 45 days, something likethat so that that's the almost
without fail.
And sometimes we butt heads withenablement because of this.
Like, well, we did the training, I'm like, but but we didn't do
(09:12):
the change management.
I didn't.
You got to get seniorleadership to buy in, so in in
that project.
Look, we had the CRO come inand explain the why.
That's how we started thetraining.
We didn't start it with let'sjump in.
The CRO was like hey guys, thisis why we're doing this, this
is why this is important.
We're making a behavior shifthere.
The results best month of theentire year 44% better than
(09:33):
their average month Changemanagement If you don't have
that baked in plus reinforcementenablement is almost none of
your enablement.
Oh, last thing, frontlineleadership buy-in.
There we go.
If frontline leaderships arenot the ones who are.
You know, we train them first.
We usually train any newinitiative.
We train them first so thenthey can use the vernacular or
(09:54):
they understand it like thatdocument, and then then we do
the reps right.
So so those are, those are thethings, and it's pretty
universal.
It's some flavor, that kd everytime and what's interesting you
used a phrase a few times inthere buy-in, buy-in.
Speaker 2 (10:08):
You have to have.
Buy-in is everything dude, andthat, to me, just lets me know
again at the leadership level,something's broken, because
enablement should only beworking on things that the team
has already bought in to want tofix, and that also happens.
All the time is like the repsare struggling with outbound and
enablement builds a battle cardfor or training.
Speaker 1 (10:29):
Yeah, they built a new training on a persona.
Speaker 2 (10:32):
It's like no, we can't book meetings out now, we
need help there.
Whereas what's coming fromenablement are well known to my
team.
They're like we need to getbetter at this thing.
This isn't about buying.
It's like we're broken here.
Speaker 1 (10:44):
Enablement- is going to help.
That's a whole other.
Using sales is the only part ofan organization that thinks to
solve a change management.
You do a half day training,like you know that.
You know the, you know thesolve.
Hey, our accounting practicesare broken.
Let's send Johnny thecontroller to a three-hour
training on Gap.
What other part of the orgthinks, okay, we have a
(11:05):
foundational issue.
You know, what we need to do isbring in Jake Dunlap for
$10,000 for a day.
Now, don't get me wrong,training has its place.
Foundational pieces.
You're trying to get to 201,301, 100%.
Training is phenomenal for that, but I think that that's it too
, is enablement is asked to isnot given the reins at time to
do the reinforcement and the,the air cover from up, from up
(11:26):
top.
Speaker 2 (11:27):
So so then, I guess that's my name to the question
does ai replace sales enablement?
Oh?
Speaker 1 (11:35):
it's interesting.
All right, I'll give, I'll givea couple takes and I'm going to
toss it back over to you.
Do I what I do?
Here's what I believe.
I believe an enablement teamtoday again, I'm going to try to
give a fast fact here.
These are jake's facts, whichmeans they're 80 percent right,
100 percent of time.
Uh, so, five to one, maybe forevery five enablement people.
(11:56):
I can have one, maybe, maybe,maybe, maybe four or three.
Let me just tell you why.
Ok, if you've already taken thetime to create a Zendesk battle
card, and you've already takenthe time you built a CFO, buyer
persona, I can now build fiftyfive permutations of those to
(12:16):
mash together in seconds where Ican be like, hey, I've got
somebody in this industry,here's the cfo, here's our
battle card.
Because, you know, chat gpt cancreate a custom gpt.
Uh, for scenario planning,we've got a bunch of them and I
can say, hey, um, here's myexact situation.
It already knows who thepersona is, etc.
Create, cetera, create a quicktalk track for me.
(12:37):
So the ability tohyper-customize enablement-based
content to specific deals andscenarios, it's infinite, right?
And so that is where I say Ithink the right enablement team
that is empowered to createcustom GPTs around specific use
cases and can just crank contentat an unbelievable level.
(13:03):
And then you know I've beenmessing around with we use
Google Suite, gemini, and I'mstill like early in my like
phase.
But man, it's getting prettygood at creating slides, like
it's getting better.
It's getting better at creatinglike supplementary docs.
So again, like just the amountof high quality content that I
can crank now, um, that is socustomized, it's just it's
(13:25):
unfathomable.
Speaker 2 (13:26):
A year ago I think that's the first major call out
is if your enablement team isonly creating content, then yes,
yeah, good call Absolutely.
If you are, if your enablementteam is only creating content,
then yes, yeah, good call,absolutely.
If you are a content enablementteam, you're making battle
cards, you're making slides,you're making handouts yes, is
the answer right, like that isactually very easy to replace.
(13:46):
I feel like if all you'reproviding is content, if you're
providing context, that's thenext level where AI is not there
yet, where you know what thebest of the best do.
Ai doesn't know who your bestsellers are.
You should, in enablement, infact this one, almost always
it's enablement.
Let me talk to you real quick,zoom in.
I talk to enablement people allthe time.
(14:07):
One of the first questions Iask them is how closely are you
attached to the top performer?
How well do you know the topperformer?
How well do you know what theydo, what they say, how they
follow up, what their process is?
90% of the time, nothing.
There's no connection.
They don't have any connectionto what the top performers do,
and that's part of where I thinkthe trust breaks sometimes with
the org is they feel likethere's that disconnect.
(14:30):
So if you're enablement onlydoing content, you're in trouble
.
If you have context, if youknow what the best of the best
do, then you can actually feedit.
Speaker 1 (14:38):
That would allow you to create a better custom GPT as
well too.
Yeah, if you're an enablementright now and you don't know how
to create a custom GPT, you are, you know, again, like
marketers have already.
A lot of marketers have figuredthis out.
A lot of marketers alreadyrealized hey, I can program this
(14:58):
thing with giving it 30different blog posts and it can
now help me, to you know, eitheredit my content for tone or
help to start the contentcreation.
So that, to me, is one of themost important applications for
enablement Enablement you needto become masters at creating
custom GPT.
Speaker 2 (15:06):
Because it's usable.
This is the other part.
With so much with enablement isit's not usable.
The other part with so muchwith enablement is it's.
It's not usable.
Reps, don't use the battle card.
I cannot, exactly.
I cannot think of the last timea rep is like wait a minute,
let me pull up the enterpriseeddie battle card and figure
something out.
Oh god it's so it's so sad butso true.
(15:28):
Whereas a gpt is usable, I cango in and say, hey, I have a
call coming up with a, it'sactionable.
Whereas, again, with enablement, too often it is just one-sided
.
That's right, the rep receives,but they can't use it.
And custom GPTs, oh man, likethis, should be a goldmine,
goldmine, and it's not technical.
Speaker 1 (15:47):
I think for a lot of you listening, whether you're a
sales leader or revenue leaderand you're like man Jake, this
makes sense.
You don't need to be technical,you just need, again, you need
to understand, like, what goesinto it and it's the ability to
upload these things.
And again, just to kind of playoff of what you said, kevin the
, I remember I had aconversation about a year ago
with a sales leader and I askedher I said, because we were
(16:10):
talking about this, the abilityto access your content in a
usable way and I said you useSeismic or Highspot or these
tools.
I go.
When's the last time youchecked the usage?
Oh, don't do it, she goes,don't do it, she literally goes.
I'm terrified, I'm like wait.
So you've invested.
You know Seismic is not a cheaptool, neither is Highspot or
(16:34):
Insert whatever a cheap tool.
Neither is high spot or insert,whatever cms you use.
And you know sharepoint and youare too scared to look at the
usage metrics.
Um, you know this is a chancefor enablement to be the hero
right.
Like enablement, if you canrealize that, you can take parts
of your playbook.
And now I've got competitivedeal winner.
Custom gpt that is customizedum to these use cases.
It knows our personas, it knowsour battle cards and the reps
can interact with it.
(16:54):
You've got to bring thiscontent to life.
Bring it to where they are.
Speaker 2 (16:58):
Embed it into Slack, make the custom GPT.
Have it bookmarked of like youmade all this content.
Now feed that in.
And then to your earlier pointreinforcement, reinforcement.
How could enablement be usingAI to reinforce the things that
they are teaching?
Yeah, talk about it, man, right?
So if you think about, okay,most trainings, okay, show up
(17:20):
the reps, sit there for an hourand they're fully focused by the
way, 100%.
Speaker 1 (17:24):
They're not on email, they are dialed in, they are
just in it.
That's right.
Slack is off.
Phones in their pocket,camera's always on, do not
disturb.
Speaker 2 (17:34):
Engage.
They're engaged, yes, 100%, butthen for some reason they just
don't remember everything.
It's just weird, whereas if,after that training, a quiz GPT
went out asking everyone five tosix questions of the training
and they can't move forwarduntil they've passed it well,
now you've got somereinforcement.
(17:55):
And then if you created acoaching bot to reinforce that
where it's like, okay, theobjection for the cfo is xyz,
how would you handle it?
And they are typing it and theyhave to send in right, send it
to your sales leader.
Yeah, send it to your salesleader when it's done.
Now you have the reinforcementand then you could so I don't
know upload your most recentcall transcript to get like all
this reinforcement.
(18:16):
That enablement can't do rightnow because, one, they're
disconnected but two, they don'thave the resources to do it.
Now that training sticks andyou can actually say wow,
performance did go up.
Call scores were this threeweeks ago, now they're this the
closed.
Lost reasons for pricing madeup 40% of our deals last quarter
(18:37):
.
They made 26% of our deals thisquarter because we focused on
the pricing objection and how tohandle it and all that.
Speaker 1 (18:43):
The reinforcement with quiz bots, one-pagers,
coaching bots, all of that itshould be a goldmine and I think
for a lot of you too, like youdon't actually gpt, my friends
can do all of this.
I think a lot of people there'sa lot of people selling really
point-based gen ai solutionsright now that are interesting.
But again, the the future arethese little agents right that
(19:03):
are very good, and what we foundtoo you know, because we built
a bunch of these right is salespeople.
Like a box, they look I wantsomething to push and if this
one says competitive deal winnerversus like my value prop, it's
like no.
And then this one does thisother thing about discovery prep
.
And we found that like thesevery use case based ones that
you can program, and obviouslywe've got a suite of them.
So go check them out.
(19:23):
If you're like Jake I'd love toget these are customized.
You can go check out Journeyand the things that we're doing
there.
Um, in the show notes.
You definitely should, becausethen you can kind of cheat and
get ahead and look like a hero.
But I do feel like this issomething.
I feel, like you, you're gonnahave to learn how to build
custom gpts.
If you're an enablement, I justdon't really see how, how you
could really be successful ifyou don't understand how to how
(19:45):
to bring to life the content orthe reinforcement plan I mean, I
, I'm a prime example.
Speaker 2 (19:51):
I'll say in this I have always had enablement teams
, always.
I've always had them.
They've always report to me andat my company right now I don't
have one.
I don't have anyone inenablement yet.
It's a hire that I want to make.
But in the meantime I enrolledall my revenue leaders in the AI
course and they're creatingtheir own Y'all in the AI course
.
They're creating their own andthey're creating their own Y'all
(20:13):
.
I had a manager shout outGullar.
I see you, my dude.
Gullar went through one ofthose last two weeks ago.
The module went through, itended.
It took our call scorecard andbuilt a call scorecard GPT that
you could upload the transcriptinto, and then it spits out the
feedback and coaching that amanager would give.
(20:33):
He built it in like two and ahalf hours, yeah, and now we
have a gpt that it gets usedacross the entire or we actually
linked it into our one-on-onedocs.
Now where it's in theone-on-one doc to then add the
transcript in to go through this.
Speaker 1 (20:49):
That would have been an entire enablement person's
job that's right to do to reviewthese calls and try to score,
or you trying to multiplyyourself to listen to 50, you
know to calls, you know youtalked about this in the last
episode around this idea of likethat Gen AI is giving you the
insights so you, as a salesmanager, to be more durable and
have more longevity.
You can just scale that.
Speaker 2 (21:09):
Right.
And so now, when we do a battlecard, we take trainings right,
because we do a battle card, wetake trainings right, because I
do a lot of training still formy team, right, that's.
The other thing is like I'mleading trainings on enablement,
so I lead, we record it.
What do you think we do thatrecording?
Jake, put it right in there,put it right in.
So now I got a summary, I got achecklist and I got a couple
slides.
That's right off of this, right, these are all things that
enablement used to do, and so Ithink it's a prime opportunity
(21:33):
for maybe orgs that don't haveenablement to start to get some
words thin right, the thin onesright, the ones that are like
four people for 100reps.
My last one I had one for awhile, dana, and she was
phenomenal.
I had one, dana, and I used togo went deep in ai on this one.
That was it for an org right,three different orders.
It's just dana for a while andthen mac joined her and it was
(21:53):
great.
But it's like that's also notenough and I think sometimes
enablements drowning they don't.
They have too many things to doand they don't have the
resources to do it.
But that reinforcement, I think, is key and I'll throw this out
there.
This will help you enablementto know what your best do,
because maybe you don't know,maybe, enablement you don't know
, go take the best seller.
(22:14):
Yeah, I love that.
Get their transcripts,interview them, listen to all
those calls and now you have thecheat sheet.
That's right.
This we call it scalinggreatness.
So every quarter I assign mymanager is a scaling greatness
exercise, where we identify thekey metrics, who's the best at
that metric, and then it'sassigned to you and you got to
go tell me why does Julia havethe highest ACV?
(22:34):
Why does Jake have the highestlead to client?
Why does Nick have the highestapproval rate?
You've got to go find it.
We're literally going to do ourfirst AI enhanced scaling
greatness exercise in about aweek.
We're on Q1 now and I'm soexcited to see what we learn.
Speaker 1 (22:51):
So excited and the cool part is too is again, it
kind of gets you to step onefaster if you're in a name, like
again, like instead of havingit can say, hey Well,
triangulating, this is kind ofit.
And then you can really go deepand you know, with so much of
this, you can get that Contentnow to v3.
Whereas before you would havespent two hours creating a v1,
now I can spend two hourscreating v3.
Speaker 2 (23:09):
Oh, and actually that's a big one.
We haven't talked about it'supdating.
That's also where an a1 fallsso much times is.
They built the playbook in 2019you know, and it's been
collecting digital dust.
We're now quick updates.
People ask me all the time howoften I update our playbooks,
update our checklist.
I was like, whenever we learnsomething new right, learn
something new we update theplaybook.
(23:30):
But then we do a training on itand a coaching on it.
That's right.
We put a checklist on it andreinforcement on it, and this is
a place where I feel like thisshould be empowering.
Enablement and as much as wetalk about sales leaders not
seeming to leverage this, Ihaven't seen anything out there
from enablement.
I'm not seeing enablement postsout there.
(23:50):
How they're, you know ai tomake sellers better?
I'm not.
I'm not seeing that any.
This is the cheat code for you.
It should be.
Speaker 1 (23:58):
We literally have given you again two things that
you can do almost immediatelyright around this idea of up
leveling your reinforcement,building out custom gpts for
these use cases to amplifyourselves.
So you know, I think my, my, mythought is look, I don't think
it's going to replace salesenablement.
What I will say is it's goingto allow us to do a lot more,
(24:19):
faster and with a higher quality, which is which is usually the
trade off with tech, right, ifwe do more of something, it
usually then quality degrades,right, generative AI kind of
breaks out where I can actuallydo more things and the quality
goes up.
So you're in enablement, Ithink, if you are working to
where your skill is, creatingcontent.
So you, you brought this up.
Yeah, I think that there's,there's some of you that will be
(24:41):
replaced and I'm definitely notpaying you a buck 30, you know
a buck 25 to just go make apowerpoint that jim and I can
get 80 of the way there on dayone, um, but I do feel like
there's actually a really bigneed for it and I think you know
kind of.
My final thought is and youtouched on this is, and one
thing I maybe didn't mention thebeginning episode is the other
thing with enablement is can Itie this project, this thing, to
(25:04):
a revenue metric?
Right, and you mentioned this acouple of times performance.
So the more enablement you are,you are focused like that
project that I mentioned.
You better believe I talked tothe head of RevOps.
I said set up the report, makesure we have the report to track
this so afterwards I can provereturn on investment.
And so if you can continue toprove ROI in your work, you can
(25:27):
continue to make sure that youare aligning to the needs and
you're being more dynamic,you're going to be so far ahead.
You're going to be worth $250,$350.
Speaker 2 (25:36):
Little secret my enablement orgs are always tied
to a metric, have to be Part oftheir comp plan is attached to a
metric.
Every quarter we pick a metricand they're responsible for
helping improve it.
Now, so am I, of course, mymanagers right back to that
buy-in for helping improve it.
Now, so am I, of course.
So are my managers Right backto that buy-in, but literally
part of their comp plan isattached to performance.
(25:56):
This is, you know, when I gotin trouble at the conference, I
brought this up.
They're like that's not ourresponsibility, and so that's
when I snapped back.
Speaker 1 (26:05):
Yeah, well then, what is your responsibility?
Speaker 2 (26:07):
Got sassy a little bit on stage.
You know I've grown up but Iprobably still would have gotten
just as sassy, but it was.
I was like, no, like that isyour job.
To make possible is thedefinition of enabling.
What are we trying to makepossible in sales Revenue?
That is what we are trying todo, and so if your orgs aren't
getting better, they need to bean enablement Y'all.
(26:28):
This should be your cheat code.
This should be your cheat codeto make better content, more
content, reinforce the content,see if the content is sticking
and then be able to bring allthat together.
Like if you're only doingcontent, you're in trouble.
But if you enable this andy'all, let ai help you.
If you don't know how to builda custom gpt, one, join the
(26:48):
community, get in here like,sign up for this stuff, but ask
ai to help you.
Try asking hey, I want to builda custom gpt that will help me
do x, y and z.
What would be some good prompts,it will tell you how to build
itself.
This is why this technology isso wild, so great.
It's like it's building itself.
So, uh, I just I hope moreenablement people listen to this
(27:11):
.
I hope they take in the powerlike, wow, that's right, it
should be a good thing for menot to be afraid of it.
It should be a good thing,that's it, you do it, that's it.
Speaker 1 (27:17):
I feel like RevOps.
I think we've got an episodecoming for you.
Speaker 2 (27:21):
We've got an episode for you next.
Speaker 1 (27:26):
Well, don't we pick that.
You know we've got, so,hopefully, anyone listening
again.
If you're in sales, you can bedoing this stuff yourself sales
leadership, et cetera.
So you know, I don't thinkwe're saying it's going to
replace people, but if yourskill sets are a certain skill
set and not more big picturethinking, creative cleverness
we've talked about this it'sgoing to be tough.
So, katie, another greatepisode in the books.
(27:47):
Hell yeah, my man, all rightman, happy, happy New Year
everybody.
Thank you for tuning in.
If you're on YouTube orlistening, if you're on the
podcast, make sure to subscribe,subscribe to the newsletter,
some of the other things we'vegot in the show notes, and we'll
see you on the next episode.
Hell yeah, appreciate you, allright man.
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