August 15, 2023 • 29 mins
In this engaging session with Jenn Glabicky, she shares her innovative approach to collateral organization with an emphasis on the importance of sales and marketing teams working together to enhance the buyer experience.
Together we unpacked:
- How collateral is viewed from both Marketing and Enablement perspectives
- Creating a plan for organizing and reviewing collateral
- Ensuring cross-functional alignment during collateral audits
- Where collateral should live in an organization
Jenn Glabicky's background in corporate sales and leadership expands over several industries including healthcare, sports, and finance. She has a proven record of success implementing enablement, marketing and leadership strategies to bolster top-line revenue.
She is passionate about helping her colleagues & clients learn the sales and leadership strategies they need to succeed no matter what this marketplace does.
When Jenn isn’t geeking out about enablement, marketing and company strategy, she enjoys putting her emergency medical technician license to good use by volunteering at large scale events such as hurricane disaster relief and the Boston Marathon.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to the Sales Enablement Society Stories from
the Trenches, where enablementpractitioners share their
real-world experiences.
Get the scoop on what'shappening inside Sales
Enablement teams across theglobal SES member community.
Each segment of Stories fromthe Trenches share the good, the
bad and the ugly practices ofcorporate sales.
Enablement initiatives learnedwhat worked, what didn't work
(00:25):
and how obstacles wereeliminated by corporate teams
and leadership.
Get back, grab a cold one andjoin host Paul Butterfield for
casual conversations about thewide and varied profession of
sales enablement, where there isnever a fits all solution.
Speaker 2 (00:39):
Hello and welcome back to another episode of
Stories from the Trenches.
The podcast that is on alwayshas been by practitioners, for
practitioners, because we get tobring in sales enablement
professionals from all over theworld talk about topics that
most of us are thinking aboutand finding out the innovative
ways that they are solving forthose problems.
(01:00):
And sometimes we talk aboutthings that didn't work well and
how they adjusted.
That can be just as helpful and, speaking of the current
environment that we're in, it'sa tough one.
Everyone's being asked to domore with less, and so the
things that we do have have gotto be adopted and utilized by
the teams that we support, andsometimes marketing and sales
(01:21):
teams are not great at playingthe same game together.
Marketing, for example, cancreate lots of content and it
gathers digital dust.
Sales gets onboarded withlengthy and boring training.
It's an underwhelming buyerexperience that the CSMs are
maybe offering, so today'sbuyers expect a lot more time
out.
To get to that next level, youneed a modern approach and with
(01:45):
the LEGO Modern RevenueEnablement, the GoToMarket team
can unify and synthesize theirbest stories to delight
customers and deliver results.
Game over.
Ready to up your game?
Go to alegocom slash demo.
I'm excited to tell you who wehave as a guest.
Some of you, in fact a lot ofyou, may know her, but welcome,
(02:07):
jen Glebicki.
Hello, jen is the Director ofMarketing and Enablement at
Fidelai.
Jen Wanch, tell us a little bitabout what you're working on.
Speaker 3 (02:16):
Yeah, thank you so much for having me.
I'm excited.
I am, as you said, the Directorof Marketing and Revenue
Enablement at Fidelai, and thisis a Series B fintech company
and we make money programmable.
So what that means is, let'ssay, you go to a coffee shop,
you buy yourself a latte and,instead of understanding that
you've maybe gained some points,you get money back right away,
(02:39):
so you're able to not only buyyour latte, but those cute
little cookies that you alsowanted to buy and you're even
buying.
You can buy those right away aswell.
So it's about helping out withdifferent loyalty programs and
expense management programs.
So I've been working with thatcompany for a little over a year
now and just jumped into themarketing.
Back into marketing.
They did not have a marketingdepartment, so excited to take
(03:00):
that challenge on.
I have an extensive backgroundwith not only sales but
marketing, customer education,comms and you name it enablement
, so kind of excited for this.
This is going to be a newventure for me to not only put
my marketing hat on but alsoenablement and kind of put those
two together.
So very excited to chat aboutthat today.
Speaker 2 (03:20):
So when we were talking before we hit record,
you were telling me that you arean Army of One, heading up two
departments.
Speaker 3 (03:29):
I am yes, yes, and that is the the oh crap.
Moment of can I do this, butI'm also very excited.
I've never met a challenge Ididn't like.
Speaker 2 (03:39):
All right.
So before we get into theserious stuff, I want people to
get a chance to know you alittle more on the human side.
And so let's say that JimmyKimmel retires and through your
amazing network, you get offeredhis show.
You can have anybody you wanton the couch, the first show.
Who would you bring on and why?
Why them?
Speaker 3 (04:00):
I would probably bring Will Ferrell or Steve
Carell.
Even though I'm the funniestperson that I know, they're also
funny, so if I'm flopping onthe show, they're going to
probably save me big time withtheir funniness.
Speaker 2 (04:14):
They are both funny.
I think you'd need to petitionto have them both on.
Can you imagine that?
Speaker 3 (04:18):
Yeah, well, I think it would be a panel as well,
yeah.
Well, that, or what about thecast of the office?
Just bring them all back and Ithink that would bring some
ratings.
So again, if I'm not funny andI'm just tanking, that's that's
going to help me.
Speaker 2 (04:31):
If you're an office fan, it sounds like you might be
.
Did you know that?
Oh, I can't remember theactress's names, but Pam and
Angela the actors that playedthose roles have a podcast
called the office ladies.
Speaker 3 (04:45):
I did not know that.
Speaker 2 (04:46):
You're worth a listen .
Speaker 3 (04:47):
Yeah, really Okay, they're really fun.
If you, I did not know this,but Steve Carell has a general
store.
I'm from Massachusetts, I'm inBoston, bostonian.
He actually has a general storein in the Boston area so and I
guess he frequents it.
Speaker 2 (05:02):
I will be in Boston later this year.
I'm going to find out wherethat is.
Speaker 3 (05:06):
Yes, don't check it out.
Speaker 2 (05:08):
Let's talk about collateral and and I want to
start that can mean so manythings to different people.
So why don't we start with yourdefinition when you think of
collateral, and then we'll getinto how to organize it, best
practices and that sort of thing, but what's your definition?
Speaker 3 (05:25):
Yeah.
So a lot of people will saycontent, which isn't wrong.
I typically will say collateral.
Reason being is because contentis what is in the collateral,
the collateral piece.
My definition of it is eitherinternal or external.
Internal collateral is whatwe're using to prep the sales
reps for comfortable andconfident conversations in the
(05:47):
right sales stage for the rightcustomer.
Then that external or customerfacing collateral is more so to
help those customers make theirdecisions.
We typically will createcollateral that we think is
necessary without ever gainingfeedback.
We'll kind of get into this,but I do want to touch upon what
the customer thinks, what thecustomer thinks is necessary or
(06:07):
needs.
I'll go into a little bit of arant, shall we say, of what I've
run into with customers andcollateral creation.
Speaker 2 (06:18):
I would say that's important rant, I mean, if it
doesn't resonate with thecustomer, why are we doing it
Exactly?
Exactly, there are yeah, let'stalk more about that At a high
level.
What are you doing and whathave you developed in your own
process to be the best ways toorganize and also audit and keep
(06:39):
track of the collateral?
Speaker 3 (06:41):
Yeah, I think there's three steps to an audit For me.
Anytime I join a company, Istart with a self audit.
So, looking at a self auditwhat I mean when I say that is
looking at content or looking atcollateral and understanding
what can I find.
So how long is it taking me tolook for something?
Let's say I'm looking forbrochures.
How long does that take meinternally to look for a
(07:02):
brochure?
How long does it take me tolook for it on a website?
Is it easy to find in thecategory I'm looking for?
Is it easy to find internallyin a content management system,
cms?
How many people did I have togo to?
How many hours did I spendlooking for that collateral or,
again, touch points am I lookingfor?
So those are those self auditpieces and I track all of that.
(07:25):
So then when I come to themarketing folks and say, hey,
did you guys create this orcould you point me in the right
direction to who created this?
Internally I'm looking to seewho's the owner of that.
How did they create it?
What is that process?
And then I ask the sales repshow often are you using this?
When do you use this?
What is the process for you tolook for this or get this rolled
(07:46):
out.
How often are you getting newcollateral like this?
And then, finally, I do thatexternal audit.
So that's the third piece, andthat external audit is asking a
customer.
I've said this before in talks,but when I talk to sales reps
and customers.
I had a sales rep again in theBoston area.
Ask a sales rep.
We did this product launch andwe gave you this nice glossy.
(08:08):
How did it go with thecustomers and the rep?
Kind of the typical Bostonattitude.
And he had said to me it wasgreat for keeping the snow off
of my floor mat in my car, butother than that it didn't really
do much for me.
Speaker 2 (08:21):
So yeah, I love that step three, and so I'm curious
how do you identify whichcustomers to go to and do you
find that that they're excess,make themselves accessible and
they're interested in havingthis conversation?
Or is it a challenge?
Speaker 3 (08:40):
Both.
I typically will do one on eachend of the spectrum, one that's
and when I say spectrum, it's adifficult customer, customer is
taking a really long time toclose, and what I'll do is I'll
join in.
So I am not afraid to go to asales rep and say, hey, I'm
noticing that we've been havingthe same exact conversation
during pipeline calls week afterweek.
And what is it?
(09:01):
You know you're saying you'retalking to this project manager.
This person's not budging whereit's, it's Groundhog's Day
every pipeline call.
Would you mind if I joined inas a third party just to listen
in?
I want to learn, and if I askthat customer and say is there
anything you know collateralized, like if we provided a case
study, if we provided some sortof a background on this product,
is there something missing?
We want to make sure that we'reserving you the best way
(09:23):
possible to provide youeverything you need for the
decision.
I'm not trying to sell anythingto.
I'm genuinely just trying tolearn how we can be a better you
know vendor for you orpartnership you know to
collaborate.
And then on the other side ofthat, it's understanding from
the other side of the spectrumof a deal we close really
quickly.
Was there something that was sooutstanding to you that we use
during the process that you werelike, wow, this is, this is
(09:44):
damn good.
And those are some of thethings that I'll ask during the
process and again, I'm notafraid to meet with the
customers and have thoseconversations.
Speaker 2 (09:54):
I don't, just in my experience, I don't think that
happens often enough.
It doesn't, no, it doesn't.
And again, when we we don'thave an outside in view, we're
just there's no way we're goingto get it right enough of the
times that we need to.
Speaker 3 (10:08):
So yeah, yeah, um in particular, I would actually ask
sorry, but like enablement ingeneral these days I don't see
like the field sales trainersanymore.
Right, I since COVID, a lot ofthat stuff's gone away but we
don't see those touch points.
Enablement has always been theOz behind the curtain type role,
so we don't see the touch pointwith the customers.
(10:29):
We don't see that.
I guess I don't know if youwant to call it more so the
tenacity or the go-getter typefor us to go into the field, and
I think we need to kind ofbring that back or kind of
reinvigorate that in theenablement field.
I don't know if you agree withthat, but if that's something
you've seen in your experience.
Speaker 2 (10:50):
Yes, and I do agree.
It's I, and I'll be honestright now, in the current
environment, I don't know thatwe're going to see it come back
anytime soon, but I hope thatonce this cycle turns and it
will and my, I mean 2008 wasterrible, but it turned and
turned around and actually a lotof prosperity for a while.
So when this does, I thinkthat's something that people
(11:10):
should be advocating for andthinking about.
I know my own experience onteams.
My teams were almost alwaysremote and the the biggest
reason was I wanted them inmarket, so they may, even if
they weren't a dedicated salestrainer, just having you know
people in various markets, evenin the UK, other places.
(11:32):
It just helped with ourperspective and they just
connected with people you know,especially if it's someplace.
We had an office really, reallygood, but that was back and
people went to the office.
So I think that'll be theinteresting thing to see too is,
without an office, to for asales trainer to use.
How do they I mean sure theycan do it virtually, but how do
(11:53):
they have that impact that theyused to have by getting to be
face to face with reps andcustomers and all that?
But I do agree.
I think it's something thatpeople should be thinking about,
so thanks for bringing that up.
When it comes to collateralaudits, in my experience,
governance that's how I look atgovernance is one of the hardest
(12:14):
things about it, for tworeasons.
One, the authors of the contentare usually really bad about
going back and reviewing theircontent.
You get some really old stuff.
And number two, there's alwayssome sales reps that download
something and two years laterthey're so using it, so I don't
know if there's a way to fixthat.
Yeah, Talk to us about yourbest practices when doing audits
(12:36):
of collateral and managing that.
Speaker 3 (12:39):
Yeah, so this is music to my ears.
Yes, so with the audit piece wedo, we find that something.
A lot of the it's a check thebox mentality by marketing.
I hate to say that it's likeone and done of like.
Okay, I created it, but now Ihave something else on my plate
so I need to move on.
So I find that a lot of thecontent management systems, they
(13:01):
do have expiry dates on themand a lot of the enablement
platforms are starting to putthose on as well.
They'll get those expiry dates,which is nice to see.
That when I find that disconnectis that marketing will say we
own this, so you can do certainthings, like they'll say on the
outside for a website they'llcall a piece of collateral or
(13:22):
something like we'll, we'll,we'll bucket things by brochures
, by collateral type, whereasnow I'm starting to see a trend
where a lot of enablers aresaying let's bucket collateral
by sales stage or buyer'sjourney stage and while I don't
disagree, it's also not bestpractice because you need to
speak the customer's language,so it makes it difficult.
So you may be talking about abuyer stage or a, you know,
(13:44):
sales process stage, it's notthe buyer's not thinking that
way right.
They're not thinking like, oh,this is, as I'm exploring my
options, I'm looking for abrochure, like that's not what
they're thinking in their mind.
They're like, hey, I just wantto look for a brochure Like
that's just, that's just theirvernacular.
But what?
When I'm thinking of this andhow we're talking about auditing
(14:05):
and looking at that, I get acontent governance committee
together collateral governancecommittee.
So what I do is I find thatpartner.
I become BFFs with my comms andmy legal people first off.
So when we create new things,it's easier and smoother for the
process.
I find my marketing personmight go to there and that
person.
We start this collateralgovernance committee and we
(14:26):
always have action items.
I've never had a collateralgovernance meeting where people
are just sitting there.
They don't just show up to showup.
Everyone always comes with somesort of an action item.
So whether it's someone fromour scientific if I'm working
for a scientific testing companyI've done in the past that
person comes and says, hey, thisis what we're going to do with
this collateral type, so casestudies and the number or space
of it you know legal shows up in, says, hey, this is how long it
(14:48):
would take for this to getapproved, you know, based on
legal parameters.
So we really make sure thateveryone has a role.
We don't have too many cooks inthe kitchen.
We make sure as we audit, welook at every single piece of
collateral we have.
I think I've mentioned this atour last at the Vegas summit,
but we had over 10,000 pieces ofcollateral at a company that I
(15:09):
worked for before, which is justinsane.
Again, that's that check thebox mentality, create it like,
set it, forget it type thing.
Go back and look at thatcollateral, see what you have
constantly make sure, setguidelines with naming
conventions, set expiry dates.
Make sure that again, this isyou know people go back and
(15:30):
forth on this Do you download ordo not download?
If it's something that'sdownloadable on the website,
should it be downloadable viayour sales enablement platform?
These are all things and I saythis, paul, because as you're
auditing, you need to make surethat you're following the same
rules, both for your sales repsand for your customers.
But these are part of the auditpieces that I definitely make
(15:51):
sure come into play.
Speaker 2 (15:53):
There was something in there that I'd like to unpack
for just a minute when you saidthat you don't agree that
organizing content by salesstage and I know that happens a
lot Could you just delve intothat a little bit?
You did mention that that's nothow the customers are thinking,
but I'd like to unpack that fora minute and help people
(16:15):
understand what you mean.
Speaker 3 (16:16):
Yeah, and I'm glad we're stepping back for this.
So right now, in my currentrole, stepping in with marketing
and enablement, what we'redoing is we're providing all of
the stages for the buyer'sjourney, all of the stages for
the sales process in whichpieces of collateral can be
expected through each of those.
So that way it's not a I need acase study now.
(16:38):
It's in this stage.
You should expect this.
So that way we start gettingmore in a rhythm and it's a
fluid motion.
But we don't put them on thewebsite like I'm not listing a
case study in your Exploreroptions stage on our website.
It's here are your, yourcollateral pieces.
So if a customer wants to lookfor a case study or they want to
look at brochures, they can dothat.
(16:59):
When it comes to the sales reps, we make sure they have those
and we make sure that they knowin that stage it's available.
But we don't list them that way, like we say it's a brochure or
we say it's, you know, it's acase study and it's available in
those, those stages.
So we don't just list it as anExplorer options, it's that name
, we still say case study, ifthat makes sense.
(17:21):
Does that clear it up a littlebit?
Speaker 2 (17:23):
Yeah, thank you.
So when it comes to organizingthe collateral so you've talked
a bit about governance, but butwhen you start to organizing it,
what have you found that workswell?
And maybe some things that youtried that really didn't.
Speaker 3 (17:38):
Yes, I.
Something that didn't work wasnot being flexible.
I was very dead set on this isthe way it has to be done and
there's no, you know, wiggleroom here.
Things change right.
So if you don't have a CMS likea set CMS that everyone has
access to, then you're going torun into some big issues.
So we didn't have that set CMS.
(17:59):
If you have, you know, Adobeexperience manager I mean,
there's a ton of them that areon the market.
I'm not going to go through allof them, but whatever you're
using for your CMS, make sureeveryone has access to it.
So if you have your enablementplatforms, if just sales has
access to your enablementplatforms, that can be an issue.
You don't want things livingeverywhere.
You know, SharePoint, GoogleDrive.
You want to make sure you havereally that one central area.
(18:20):
So, making sure you have thatset.
You need to be aligned Likethat.
Cross functional alignment isjust so critical.
And whether you're an enablement, whether you're marketing,
making sure that you have thatstrategy to say who owns what
and starting off with a minimal,viable product.
Your content MVP, yourcollateral MVP of hey, listen,
(18:41):
yeah, we want all thesedifferent types of collateral,
but not trying to boil the oceanwhen it comes to creating every
piece.
So, starting off and thentracking that, what are the
metrics?
Why are we starting with thesepieces of collateral?
Is it the case study so we cando brand awareness?
Are these brochures so that wecan make sure we start
understanding in its market, orsegment awareness?
Those are things that you wantto make sure you have straight
(19:02):
out of the gates so that wedon't, to the beginning of our
conversation, just createcollateral to create collateral.
Speaker 2 (19:08):
Ok, so you've mentioned two things CMS versus
enablement platforms.
Speaker 3 (19:16):
Yeah.
Speaker 2 (19:16):
And so I'm really curious now is there a best
choice between those two, or dothey both bring different
strengths?
What do you recommend?
Speaker 3 (19:24):
I wish there was a way there's.
There's different enablementplatforms that will market
themselves as a CMS, more of aCMS platform, which is great.
Anytime I go into a company andI audit like tech stack
platforms whole differentconversation but when I audit
that and look and do a vetting,I will look and see like what's
best Do we have a CMS platform,yes or no?
(19:44):
And then I'll look for anymoment platform that has a CMS
capabilities, for example.
I say that because a biggercompany will typically have a
CMS and then they'll alsotypically have an enablement
platform where they'll look forone.
I don't think there's a betterway, one way or the other.
Why I like an enablementplatform is because there's that
element of an LMS with it.
(20:05):
So that's why I'll look thatway as well.
But the CMS piece it has to bereally, really well organized
and really really well managed.
Speaker 2 (20:17):
Yeah, yeah, it can't be an afterthought, a bolt-on
function.
Speaker 3 (20:20):
Correct yeah, and I know typically it's not always
that and then finding that wayto govern that to your point
right Of making sure that we'renot having old things in there.
It's going to be replaced.
A lot of the enablementplatforms now are able to
integrate, obviously, with CMSs,which is nice.
So if you have an older version, it keeps up with version
control.
It keeps up with that download,whether you can or can't
(20:42):
download.
So that's been helpful.
Speaker 2 (20:44):
So A couple of comments you've made in other
things you were talking aboutSound to me like you have found
that, although enablement ispartnering with you know
creating these committees,things you talked about
ultimately they're responsibleto help get it right.
(21:04):
Am I off on that?
Speaker 3 (21:08):
Tell me more when you say that.
Speaker 2 (21:10):
So you're working with marketing but, for example,
when you said, become bestieswith comms and legal, find your
marketing championship, thatfelt to me like as an enablement
person.
You are having to go buildthose bridges and relationships.
And, yes, you're creatingcommittee, but you're probably
the one that's maybe settingthose committee meetings and
things like that.
That's what I'm trying tovalidate.
Speaker 3 (21:30):
Yeah, yeah, absolutely.
And the reason why is I thinkenablement is kind of a newer
type function in companies andbecause it is, I think it's more
of an uphill battle to kind ofvalidate what we do and end in
our functionality within thecompany.
So there's typically, I like tosee marketing and enablement
(21:50):
work more on a peanut butterjelly type fashion, not oil and
water fashion.
So I think that's where thatcomes from and I do.
I'm usually the one that'spulling that together because I
understand both sides of it,whereas typically there's some
sort of a friction of peoplekind of, you know, butting heads
.
Speaker 2 (22:06):
Yeah, makes sense.
How did you learn, you know?
How did you get into this wholecollateral side and become, you
know, somewhat of a, an expert,or at least a thought leader in
that?
What's your journey?
Speaker 3 (22:20):
I was a volunteer at first.
Well, my first, my first rolewith enablement.
I had an awesome opportunitywith the scientific testing
company.
Awesome opportunity to jumpinto enablement where I owned
our enablement platform and myrole was not only the enablement
(22:42):
platform but it was also to dosales communications.
So to communicate out to thesales reps like what's happening
, what new collateral is comingout or are we creating or what
are the needs, and so, learninga little bit about that, I
realized really quickly I had tobe very friendly with marketing
and understand more aboutcollateral from their side.
So it was an interesting role Ihad.
(23:03):
That's again, I mentioned that10,000 pieces of the 10,000
pieces collateral that's wherethat was Imagine where you'd
start with a mess like that.
Speaker 2 (23:10):
Thankfully we had a audit 10,000 pieces would be a
lot.
Speaker 3 (23:14):
It was a lot.
They kudos to that team becausethey had an awesome team.
But yeah, it was a.
It was a big challenge andthat's kind of where I started.
But a lot of people that if youare an NM one or if you are,
you know you don't have a team.
It's something that, again,just exploring, going back to
that self audit, the internalaudit, the external audit,
that's a great place to startand try and understand and
(23:37):
really be curious, really ask alot of questions, document that
ask why a lot become a toddlerof every.
Every question is why, why, why, and really seek to understand.
It's something that don't tryand boil the ocean in terms of
doing all of it.
Just make sure you pick yourswim length.
Like I've chosen, collateraland tech stack is my area to
(23:58):
kind of look for an expertiseand that's been something I just
constantly try and learn andgrow as I go along.
Speaker 2 (24:06):
I imagine there are people listening right now that
are in one of a couplesituations.
Perhaps they were the originalenablement hire.
Now they've gotten resources,they can hire a couple of team
members, and so being able to dothis kind of collateral work is
just now becoming their, youknow, a possibility.
I could even see some teamsthat maybe just didn't think it
(24:28):
through.
They were, you know, veryfocused on other things and
working hard, but they justdidn't really see themselves in
this role.
So for, you know, anyone that'slistening and wondering okay,
this sounds cool, but it soundsmaybe like a big, a big step up
or big step to do it.
What are some steps, baby steps, maybe even that you recommend
(24:49):
that people can get started inthis path.
Speaker 3 (24:51):
Yeah, so for me, baby steps.
And I'm just going to pause,Paul, because you're frozen.
Speaker 2 (25:00):
You're frozen, can you hear?
Speaker 3 (25:02):
You were just frozen yeah, can you hear me now?
Speaker 2 (25:04):
All right, yeah, I can.
I'll just make a.
I'm going to mark that we wentright there.
Speaker 3 (25:08):
Yeah, okay, the last thing.
Did you hear the question?
Speaker 2 (25:13):
The last thing that I heard are what are some baby
steps and then it froze, okay,yeah, some baby steps that you
would recommend to someone who'srealizing this is important and
wants to start incorporatinginto their enablement function.
Speaker 3 (25:28):
Yeah, so some baby steps for anyone that's trying
to incorporate this.
I would learn about thedifferent pieces of collateral.
So start getting curious aboutthe different collateral types
that marketing is rolling outright.
Typically, bigger companieshave their marketing department
collateral.
They have a social mediafunction.
So there's the blog post, thesocial functions.
Understand a little bit moreabout that.
(25:50):
Understand how you cancollaborate.
We've talked about differentpodcasts that enablement can do.
We've talked about differentthings that we can do in terms
of sales playbooks.
What are those internal versusexternal collateral types?
And then understand how we cancollaborate to make sure that
internal and external line upand match up.
(26:11):
Somebody had that might have anEnglish background or English
major background.
Here's where you start puttingthat to use right and start
writing that and just just getcurious with it.
This is that chat GPT.
It's something that a lot offolks are.
Well, how can I make this workfor me?
Do you need a person or can youuse this as a function?
This is where you can startusing chat GPT.
In the beginning, if you don'thave an actual resource, but
(26:34):
then, as you start gettingresources for an actual
headcount, you can pull this in.
Speaker 2 (26:39):
Great, I've learned a lot, so thank you for that, and
I always like to give guestsone more chance to drop some
knowledge, and that maybe to dowith enablement.
It may have nothing to do withenablement, and so my question
is if you had a chance to goback and coach some younger
version yourself you know,whenever, it doesn't matter, but
(27:01):
you're only.
You can only coach yourself onone area what would you wish
you'd understood back then?
Speaker 3 (27:09):
I wish I had advocated for myself, knowing no
one else would advocate for me,meaning it's something that
just continually learn,continually be curious,
continually push, go outsideyour limits, take chances, raise
your hand.
It doesn't matter what it's for, Because you're setting
yourself up, you're setting yourcareer up for whatever is going
(27:30):
to come tomorrow.
There's so many things thatpeople say how did you get into
that?
How did you end up doing that,Jen?
You look at my background.
It's so different, so diverse,and I love when people ask me
what do you want to be when yougrow up?
Because you've done so manydifferent things in your
background and it's because I'vetaken chances, because no one
else would have done that on mybehalf.
So I highly recommend, highlyencourage that Anyone going to
(27:51):
college pick a major wherethere's a job attached to that
major, but definitely, yeah,yeah, for sure.
So, but take chances, be bold,and if anyone ever has questions
or wants to chat more about it,I love it like connect with me
on LinkedIn.
I'm always open for aconversation.
Speaker 2 (28:12):
And that was the next thing I was going to ask you.
Yes or not, working people bestconnect with you.
So thank you for answering thator mentioning that.
Absolutely, this half hour hasgone by so fast.
So thank you very much.
And I've seen Jen talk aboutthis live from platform and, if
you ever have a chance to go toa session that she's delivering
(28:33):
or if not, take the time toreach out to her Because she I
know you do mentoring and I justfound that there's just a lot
to learn in this area and I'vebeen doing enablement for a long
time and, like I say, you'reteaching me stuff.
Speaker 3 (28:47):
Yes, and I look up to you, paul, so thank you.
This is a huge compliment foryou to say that, so thank you.
Speaker 2 (28:55):
So we're done, folks, again, remember, I want to say
remember to say thanks to oursponsors.
Alego, we are nonprofit and sowe definitely depend on the
kindness of our friends.
So appreciate all that they'redoing to support the community
and appreciate everyone spendinga half hour with us again this
time.
We appreciate that, we value itand we hope you'll be back in
(29:19):
two weeks to hear from anotherguest.
Speaker 1 (29:21):
Thanks for joining this episode of Stories from the
Trenches.
For more sales enablementresources, be sure to join the
Sales Enablement Society atsesocietyorg.
Thanks Se.
S-o-c-i-e-t-y dot.
O-r-g.
Welcome to the Sales Enablement Society Stories from
the Trenches, where enablementpractitioners share their
real-world experiences.
Get the scoop on what'shappening inside Sales
Enablement teams across theglobal SES member community.
Each segment of Stories fromthe Trenches share the good, the
bad and the ugly practices ofcorporate sales.
Enablement initiatives learnedwhat worked, what didn't work
(00:25):
and how obstacles wereeliminated by corporate teams
and leadership.
Get back, grab a cold one andjoin host Paul Butterfield for
casual conversations about thewide and varied profession of
sales enablement, where there isnever a fits all solution.
Speaker 2 (00:39):
Hello and welcome back to another episode of
Stories from the Trenches.
The podcast that is on alwayshas been by practitioners, for
practitioners, because we get tobring in sales enablement
professionals from all over theworld talk about topics that
most of us are thinking aboutand finding out the innovative
ways that they are solving forthose problems.
(01:00):
And sometimes we talk aboutthings that didn't work well and
how they adjusted.
That can be just as helpful and, speaking of the current
environment that we're in, it'sa tough one.
Everyone's being asked to domore with less, and so the
things that we do have have gotto be adopted and utilized by
the teams that we support, andsometimes marketing and sales
(01:21):
teams are not great at playingthe same game together.
Marketing, for example, cancreate lots of content and it
gathers digital dust.
Sales gets onboarded withlengthy and boring training.
It's an underwhelming buyerexperience that the CSMs are
maybe offering, so today'sbuyers expect a lot more time
out.
To get to that next level, youneed a modern approach and with
(01:45):
the LEGO Modern RevenueEnablement, the GoToMarket team
can unify and synthesize theirbest stories to delight
customers and deliver results.
Game over.
Ready to up your game?
Go to alegocom slash demo.
I'm excited to tell you who wehave as a guest.
Some of you, in fact a lot ofyou, may know her, but welcome,
(02:07):
jen Glebicki.
Hello, jen is the Director ofMarketing and Enablement at
Fidelai.
Jen Wanch, tell us a little bitabout what you're working on.
Speaker 3 (02:16):
Yeah, thank you so much for having me.
I'm excited.
I am, as you said, the Directorof Marketing and Revenue
Enablement at Fidelai, and thisis a Series B fintech company
and we make money programmable.
So what that means is, let'ssay, you go to a coffee shop,
you buy yourself a latte and,instead of understanding that
you've maybe gained some points,you get money back right away,
(02:39):
so you're able to not only buyyour latte, but those cute
little cookies that you alsowanted to buy and you're even
buying.
You can buy those right away aswell.
So it's about helping out withdifferent loyalty programs and
expense management programs.
So I've been working with thatcompany for a little over a year
now and just jumped into themarketing.
Back into marketing.
They did not have a marketingdepartment, so excited to take
(03:00):
that challenge on.
I have an extensive backgroundwith not only sales but
marketing, customer education,comms and you name it enablement
, so kind of excited for this.
This is going to be a newventure for me to not only put
my marketing hat on but alsoenablement and kind of put those
two together.
So very excited to chat aboutthat today.
Speaker 2 (03:20):
So when we were talking before we hit record,
you were telling me that you arean Army of One, heading up two
departments.
Speaker 3 (03:29):
I am yes, yes, and that is the the oh crap.
Moment of can I do this, butI'm also very excited.
I've never met a challenge Ididn't like.
Speaker 2 (03:39):
All right.
So before we get into theserious stuff, I want people to
get a chance to know you alittle more on the human side.
And so let's say that JimmyKimmel retires and through your
amazing network, you get offeredhis show.
You can have anybody you wanton the couch, the first show.
Who would you bring on and why?
Why them?
Speaker 3 (04:00):
I would probably bring Will Ferrell or Steve
Carell.
Even though I'm the funniestperson that I know, they're also
funny, so if I'm flopping onthe show, they're going to
probably save me big time withtheir funniness.
Speaker 2 (04:14):
They are both funny.
I think you'd need to petitionto have them both on.
Can you imagine that?
Speaker 3 (04:18):
Yeah, well, I think it would be a panel as well,
yeah.
Well, that, or what about thecast of the office?
Just bring them all back and Ithink that would bring some
ratings.
So again, if I'm not funny andI'm just tanking, that's that's
going to help me.
Speaker 2 (04:31):
If you're an office fan, it sounds like you might be
.
Did you know that?
Oh, I can't remember theactress's names, but Pam and
Angela the actors that playedthose roles have a podcast
called the office ladies.
Speaker 3 (04:45):
I did not know that.
Speaker 2 (04:46):
You're worth a listen .
Speaker 3 (04:47):
Yeah, really Okay, they're really fun.
If you, I did not know this,but Steve Carell has a general
store.
I'm from Massachusetts, I'm inBoston, bostonian.
He actually has a general storein in the Boston area so and I
guess he frequents it.
Speaker 2 (05:02):
I will be in Boston later this year.
I'm going to find out wherethat is.
Speaker 3 (05:06):
Yes, don't check it out.
Speaker 2 (05:08):
Let's talk about collateral and and I want to
start that can mean so manythings to different people.
So why don't we start with yourdefinition when you think of
collateral, and then we'll getinto how to organize it, best
practices and that sort of thing, but what's your definition?
Speaker 3 (05:25):
Yeah.
So a lot of people will saycontent, which isn't wrong.
I typically will say collateral.
Reason being is because contentis what is in the collateral,
the collateral piece.
My definition of it is eitherinternal or external.
Internal collateral is whatwe're using to prep the sales
reps for comfortable andconfident conversations in the
(05:47):
right sales stage for the rightcustomer.
Then that external or customerfacing collateral is more so to
help those customers make theirdecisions.
We typically will createcollateral that we think is
necessary without ever gainingfeedback.
We'll kind of get into this,but I do want to touch upon what
the customer thinks, what thecustomer thinks is necessary or
(06:07):
needs.
I'll go into a little bit of arant, shall we say, of what I've
run into with customers andcollateral creation.
Speaker 2 (06:18):
I would say that's important rant, I mean, if it
doesn't resonate with thecustomer, why are we doing it
Exactly?
Exactly, there are yeah, let'stalk more about that At a high
level.
What are you doing and whathave you developed in your own
process to be the best ways toorganize and also audit and keep
(06:39):
track of the collateral?
Speaker 3 (06:41):
Yeah, I think there's three steps to an audit For me.
Anytime I join a company, Istart with a self audit.
So, looking at a self auditwhat I mean when I say that is
looking at content or looking atcollateral and understanding
what can I find.
So how long is it taking me tolook for something?
Let's say I'm looking forbrochures.
How long does that take meinternally to look for a
(07:02):
brochure?
How long does it take me tolook for it on a website?
Is it easy to find in thecategory I'm looking for?
Is it easy to find internallyin a content management system,
cms?
How many people did I have togo to?
How many hours did I spendlooking for that collateral or,
again, touch points am I lookingfor?
So those are those self auditpieces and I track all of that.
(07:25):
So then when I come to themarketing folks and say, hey,
did you guys create this orcould you point me in the right
direction to who created this?
Internally I'm looking to seewho's the owner of that.
How did they create it?
What is that process?
And then I ask the sales repshow often are you using this?
When do you use this?
What is the process for you tolook for this or get this rolled
(07:46):
out.
How often are you getting newcollateral like this?
And then, finally, I do thatexternal audit.
So that's the third piece, andthat external audit is asking a
customer.
I've said this before in talks,but when I talk to sales reps
and customers.
I had a sales rep again in theBoston area.
Ask a sales rep.
We did this product launch andwe gave you this nice glossy.
(08:08):
How did it go with thecustomers and the rep?
Kind of the typical Bostonattitude.
And he had said to me it wasgreat for keeping the snow off
of my floor mat in my car, butother than that it didn't really
do much for me.
Speaker 2 (08:21):
So yeah, I love that step three, and so I'm curious
how do you identify whichcustomers to go to and do you
find that that they're excess,make themselves accessible and
they're interested in havingthis conversation?
Or is it a challenge?
Speaker 3 (08:40):
Both.
I typically will do one on eachend of the spectrum, one that's
and when I say spectrum, it's adifficult customer, customer is
taking a really long time toclose, and what I'll do is I'll
join in.
So I am not afraid to go to asales rep and say, hey, I'm
noticing that we've been havingthe same exact conversation
during pipeline calls week afterweek.
And what is it?
(09:01):
You know you're saying you'retalking to this project manager.
This person's not budging whereit's, it's Groundhog's Day
every pipeline call.
Would you mind if I joined inas a third party just to listen
in?
I want to learn, and if I askthat customer and say is there
anything you know collateralized, like if we provided a case
study, if we provided some sortof a background on this product,
is there something missing?
We want to make sure that we'reserving you the best way
(09:23):
possible to provide youeverything you need for the
decision.
I'm not trying to sell anythingto.
I'm genuinely just trying tolearn how we can be a better you
know vendor for you orpartnership you know to
collaborate.
And then on the other side ofthat, it's understanding from
the other side of the spectrumof a deal we close really
quickly.
Was there something that was sooutstanding to you that we use
during the process that you werelike, wow, this is, this is
(09:44):
damn good.
And those are some of thethings that I'll ask during the
process and again, I'm notafraid to meet with the
customers and have thoseconversations.
Speaker 2 (09:54):
I don't, just in my experience, I don't think that
happens often enough.
It doesn't, no, it doesn't.
And again, when we we don'thave an outside in view, we're
just there's no way we're goingto get it right enough of the
times that we need to.
Speaker 3 (10:08):
So yeah, yeah, um in particular, I would actually ask
sorry, but like enablement ingeneral these days I don't see
like the field sales trainersanymore.
Right, I since COVID, a lot ofthat stuff's gone away but we
don't see those touch points.
Enablement has always been theOz behind the curtain type role,
so we don't see the touch pointwith the customers.
(10:29):
We don't see that.
I guess I don't know if youwant to call it more so the
tenacity or the go-getter typefor us to go into the field, and
I think we need to kind ofbring that back or kind of
reinvigorate that in theenablement field.
I don't know if you agree withthat, but if that's something
you've seen in your experience.
Speaker 2 (10:50):
Yes, and I do agree.
It's I, and I'll be honestright now, in the current
environment, I don't know thatwe're going to see it come back
anytime soon, but I hope thatonce this cycle turns and it
will and my, I mean 2008 wasterrible, but it turned and
turned around and actually a lotof prosperity for a while.
So when this does, I thinkthat's something that people
(11:10):
should be advocating for andthinking about.
I know my own experience onteams.
My teams were almost alwaysremote and the the biggest
reason was I wanted them inmarket, so they may, even if
they weren't a dedicated salestrainer, just having you know
people in various markets, evenin the UK, other places.
(11:32):
It just helped with ourperspective and they just
connected with people you know,especially if it's someplace.
We had an office really, reallygood, but that was back and
people went to the office.
So I think that'll be theinteresting thing to see too is,
without an office, to for asales trainer to use.
How do they I mean sure theycan do it virtually, but how do
(11:53):
they have that impact that theyused to have by getting to be
face to face with reps andcustomers and all that?
But I do agree.
I think it's something thatpeople should be thinking about,
so thanks for bringing that up.
When it comes to collateralaudits, in my experience,
governance that's how I look atgovernance is one of the hardest
(12:14):
things about it, for tworeasons.
One, the authors of the contentare usually really bad about
going back and reviewing theircontent.
You get some really old stuff.
And number two, there's alwayssome sales reps that download
something and two years laterthey're so using it, so I don't
know if there's a way to fixthat.
Yeah, Talk to us about yourbest practices when doing audits
(12:36):
of collateral and managing that.
Speaker 3 (12:39):
Yeah, so this is music to my ears.
Yes, so with the audit piece wedo, we find that something.
A lot of the it's a check thebox mentality by marketing.
I hate to say that it's likeone and done of like.
Okay, I created it, but now Ihave something else on my plate
so I need to move on.
So I find that a lot of thecontent management systems, they
(13:01):
do have expiry dates on themand a lot of the enablement
platforms are starting to putthose on as well.
They'll get those expiry dates,which is nice to see.
That when I find that disconnectis that marketing will say we
own this, so you can do certainthings, like they'll say on the
outside for a website they'llcall a piece of collateral or
(13:22):
something like we'll, we'll,we'll bucket things by brochures
, by collateral type, whereasnow I'm starting to see a trend
where a lot of enablers aresaying let's bucket collateral
by sales stage or buyer'sjourney stage and while I don't
disagree, it's also not bestpractice because you need to
speak the customer's language,so it makes it difficult.
So you may be talking about abuyer stage or a, you know,
(13:44):
sales process stage, it's notthe buyer's not thinking that
way right.
They're not thinking like, oh,this is, as I'm exploring my
options, I'm looking for abrochure, like that's not what
they're thinking in their mind.
They're like, hey, I just wantto look for a brochure Like
that's just, that's just theirvernacular.
But what?
When I'm thinking of this andhow we're talking about auditing
(14:05):
and looking at that, I get acontent governance committee
together collateral governancecommittee.
So what I do is I find thatpartner.
I become BFFs with my comms andmy legal people first off.
So when we create new things,it's easier and smoother for the
process.
I find my marketing personmight go to there and that
person.
We start this collateralgovernance committee and we
(14:26):
always have action items.
I've never had a collateralgovernance meeting where people
are just sitting there.
They don't just show up to showup.
Everyone always comes with somesort of an action item.
So whether it's someone fromour scientific if I'm working
for a scientific testing companyI've done in the past that
person comes and says, hey, thisis what we're going to do with
this collateral type, so casestudies and the number or space
of it you know legal shows up in, says, hey, this is how long it
(14:48):
would take for this to getapproved, you know, based on
legal parameters.
So we really make sure thateveryone has a role.
We don't have too many cooks inthe kitchen.
We make sure as we audit, welook at every single piece of
collateral we have.
I think I've mentioned this atour last at the Vegas summit,
but we had over 10,000 pieces ofcollateral at a company that I
(15:09):
worked for before, which is justinsane.
Again, that's that check thebox mentality, create it like,
set it, forget it type thing.
Go back and look at thatcollateral, see what you have
constantly make sure, setguidelines with naming
conventions, set expiry dates.
Make sure that again, this isyou know people go back and
(15:30):
forth on this Do you download ordo not download?
If it's something that'sdownloadable on the website,
should it be downloadable viayour sales enablement platform?
These are all things and I saythis, paul, because as you're
auditing, you need to make surethat you're following the same
rules, both for your sales repsand for your customers.
But these are part of the auditpieces that I definitely make
(15:51):
sure come into play.
Speaker 2 (15:53):
There was something in there that I'd like to unpack
for just a minute when you saidthat you don't agree that
organizing content by salesstage and I know that happens a
lot Could you just delve intothat a little bit?
You did mention that that's nothow the customers are thinking,
but I'd like to unpack that fora minute and help people
(16:15):
understand what you mean.
Speaker 3 (16:16):
Yeah, and I'm glad we're stepping back for this.
So right now, in my currentrole, stepping in with marketing
and enablement, what we'redoing is we're providing all of
the stages for the buyer'sjourney, all of the stages for
the sales process in whichpieces of collateral can be
expected through each of those.
So that way it's not a I need acase study now.
(16:38):
It's in this stage.
You should expect this.
So that way we start gettingmore in a rhythm and it's a
fluid motion.
But we don't put them on thewebsite like I'm not listing a
case study in your Exploreroptions stage on our website.
It's here are your, yourcollateral pieces.
So if a customer wants to lookfor a case study or they want to
look at brochures, they can dothat.
(16:59):
When it comes to the sales reps, we make sure they have those
and we make sure that they knowin that stage it's available.
But we don't list them that way, like we say it's a brochure or
we say it's, you know, it's acase study and it's available in
those, those stages.
So we don't just list it as anExplorer options, it's that name
, we still say case study, ifthat makes sense.
(17:21):
Does that clear it up a littlebit?
Speaker 2 (17:23):
Yeah, thank you.
So when it comes to organizingthe collateral so you've talked
a bit about governance, but butwhen you start to organizing it,
what have you found that workswell?
And maybe some things that youtried that really didn't.
Speaker 3 (17:38):
Yes, I.
Something that didn't work wasnot being flexible.
I was very dead set on this isthe way it has to be done and
there's no, you know, wiggleroom here.
Things change right.
So if you don't have a CMS likea set CMS that everyone has
access to, then you're going torun into some big issues.
So we didn't have that set CMS.
(17:59):
If you have, you know, Adobeexperience manager I mean,
there's a ton of them that areon the market.
I'm not going to go through allof them, but whatever you're
using for your CMS, make sureeveryone has access to it.
So if you have your enablementplatforms, if just sales has
access to your enablementplatforms, that can be an issue.
You don't want things livingeverywhere.
You know, SharePoint, GoogleDrive.
You want to make sure you havereally that one central area.
(18:20):
So, making sure you have thatset.
You need to be aligned Likethat.
Cross functional alignment isjust so critical.
And whether you're an enablement, whether you're marketing,
making sure that you have thatstrategy to say who owns what
and starting off with a minimal,viable product.
Your content MVP, yourcollateral MVP of hey, listen,
(18:41):
yeah, we want all thesedifferent types of collateral,
but not trying to boil the oceanwhen it comes to creating every
piece.
So, starting off and thentracking that, what are the
metrics?
Why are we starting with thesepieces of collateral?
Is it the case study so we cando brand awareness?
Are these brochures so that wecan make sure we start
understanding in its market, orsegment awareness?
Those are things that you wantto make sure you have straight
(19:02):
out of the gates so that wedon't, to the beginning of our
conversation, just createcollateral to create collateral.
Speaker 2 (19:08):
Ok, so you've mentioned two things CMS versus
enablement platforms.
Speaker 3 (19:16):
Yeah.
Speaker 2 (19:16):
And so I'm really curious now is there a best
choice between those two, or dothey both bring different
strengths?
What do you recommend?
Speaker 3 (19:24):
I wish there was a way there's.
There's different enablementplatforms that will market
themselves as a CMS, more of aCMS platform, which is great.
Anytime I go into a company andI audit like tech stack
platforms whole differentconversation but when I audit
that and look and do a vetting,I will look and see like what's
best Do we have a CMS platform,yes or no?
(19:44):
And then I'll look for anymoment platform that has a CMS
capabilities, for example.
I say that because a biggercompany will typically have a
CMS and then they'll alsotypically have an enablement
platform where they'll look forone.
I don't think there's a betterway, one way or the other.
Why I like an enablementplatform is because there's that
element of an LMS with it.
(20:05):
So that's why I'll look thatway as well.
But the CMS piece it has to bereally, really well organized
and really really well managed.
Speaker 2 (20:17):
Yeah, yeah, it can't be an afterthought, a bolt-on
function.
Speaker 3 (20:20):
Correct yeah, and I know typically it's not always
that and then finding that wayto govern that to your point
right Of making sure that we'renot having old things in there.
It's going to be replaced.
A lot of the enablementplatforms now are able to
integrate, obviously, with CMSs,which is nice.
So if you have an older version, it keeps up with version
control.
It keeps up with that download,whether you can or can't
(20:42):
download.
So that's been helpful.
Speaker 2 (20:44):
So A couple of comments you've made in other
things you were talking aboutSound to me like you have found
that, although enablement ispartnering with you know
creating these committees,things you talked about
ultimately they're responsibleto help get it right.
(21:04):
Am I off on that?
Speaker 3 (21:08):
Tell me more when you say that.
Speaker 2 (21:10):
So you're working with marketing but, for example,
when you said, become bestieswith comms and legal, find your
marketing championship, thatfelt to me like as an enablement
person.
You are having to go buildthose bridges and relationships.
And, yes, you're creatingcommittee, but you're probably
the one that's maybe settingthose committee meetings and
things like that.
That's what I'm trying tovalidate.
Speaker 3 (21:30):
Yeah, yeah, absolutely.
And the reason why is I thinkenablement is kind of a newer
type function in companies andbecause it is, I think it's more
of an uphill battle to kind ofvalidate what we do and end in
our functionality within thecompany.
So there's typically, I like tosee marketing and enablement
(21:50):
work more on a peanut butterjelly type fashion, not oil and
water fashion.
So I think that's where thatcomes from and I do.
I'm usually the one that'spulling that together because I
understand both sides of it,whereas typically there's some
sort of a friction of peoplekind of, you know, butting heads
.
Speaker 2 (22:06):
Yeah, makes sense.
How did you learn, you know?
How did you get into this wholecollateral side and become, you
know, somewhat of a, an expert,or at least a thought leader in
that?
What's your journey?
Speaker 3 (22:20):
I was a volunteer at first.
Well, my first, my first rolewith enablement.
I had an awesome opportunitywith the scientific testing
company.
Awesome opportunity to jumpinto enablement where I owned
our enablement platform and myrole was not only the enablement
(22:42):
platform but it was also to dosales communications.
So to communicate out to thesales reps like what's happening
, what new collateral is comingout or are we creating or what
are the needs, and so, learninga little bit about that, I
realized really quickly I had tobe very friendly with marketing
and understand more aboutcollateral from their side.
So it was an interesting role Ihad.
(23:03):
That's again, I mentioned that10,000 pieces of the 10,000
pieces collateral that's wherethat was Imagine where you'd
start with a mess like that.
Speaker 2 (23:10):
Thankfully we had a audit 10,000 pieces would be a
lot.
Speaker 3 (23:14):
It was a lot.
They kudos to that team becausethey had an awesome team.
But yeah, it was a.
It was a big challenge andthat's kind of where I started.
But a lot of people that if youare an NM one or if you are,
you know you don't have a team.
It's something that, again,just exploring, going back to
that self audit, the internalaudit, the external audit,
that's a great place to startand try and understand and
(23:37):
really be curious, really ask alot of questions, document that
ask why a lot become a toddlerof every.
Every question is why, why, why, and really seek to understand.
It's something that don't tryand boil the ocean in terms of
doing all of it.
Just make sure you pick yourswim length.
Like I've chosen, collateraland tech stack is my area to
(23:58):
kind of look for an expertiseand that's been something I just
constantly try and learn andgrow as I go along.
Speaker 2 (24:06):
I imagine there are people listening right now that
are in one of a couplesituations.
Perhaps they were the originalenablement hire.
Now they've gotten resources,they can hire a couple of team
members, and so being able to dothis kind of collateral work is
just now becoming their, youknow, a possibility.
I could even see some teamsthat maybe just didn't think it
(24:28):
through.
They were, you know, veryfocused on other things and
working hard, but they justdidn't really see themselves in
this role.
So for, you know, anyone that'slistening and wondering okay,
this sounds cool, but it soundsmaybe like a big, a big step up
or big step to do it.
What are some steps, baby steps, maybe even that you recommend
(24:49):
that people can get started inthis path.
Speaker 3 (24:51):
Yeah, so for me, baby steps.
And I'm just going to pause,Paul, because you're frozen.
Speaker 2 (25:00):
You're frozen, can you hear?
Speaker 3 (25:02):
You were just frozen yeah, can you hear me now?
Speaker 2 (25:04):
All right, yeah, I can.
I'll just make a.
I'm going to mark that we wentright there.
Speaker 3 (25:08):
Yeah, okay, the last thing.
Did you hear the question?
Speaker 2 (25:13):
The last thing that I heard are what are some baby
steps and then it froze, okay,yeah, some baby steps that you
would recommend to someone who'srealizing this is important and
wants to start incorporatinginto their enablement function.
Speaker 3 (25:28):
Yeah, so some baby steps for anyone that's trying
to incorporate this.
I would learn about thedifferent pieces of collateral.
So start getting curious aboutthe different collateral types
that marketing is rolling outright.
Typically, bigger companieshave their marketing department
collateral.
They have a social mediafunction.
So there's the blog post, thesocial functions.
Understand a little bit moreabout that.
(25:50):
Understand how you cancollaborate.
We've talked about differentpodcasts that enablement can do.
We've talked about differentthings that we can do in terms
of sales playbooks.
What are those internal versusexternal collateral types?
And then understand how we cancollaborate to make sure that
internal and external line upand match up.
(26:11):
Somebody had that might have anEnglish background or English
major background.
Here's where you start puttingthat to use right and start
writing that and just just getcurious with it.
This is that chat GPT.
It's something that a lot offolks are.
Well, how can I make this workfor me?
Do you need a person or can youuse this as a function?
This is where you can startusing chat GPT.
In the beginning, if you don'thave an actual resource, but
(26:34):
then, as you start gettingresources for an actual
headcount, you can pull this in.
Speaker 2 (26:39):
Great, I've learned a lot, so thank you for that, and
I always like to give guestsone more chance to drop some
knowledge, and that maybe to dowith enablement.
It may have nothing to do withenablement, and so my question
is if you had a chance to goback and coach some younger
version yourself you know,whenever, it doesn't matter, but
(27:01):
you're only.
You can only coach yourself onone area what would you wish
you'd understood back then?
Speaker 3 (27:09):
I wish I had advocated for myself, knowing no
one else would advocate for me,meaning it's something that
just continually learn,continually be curious,
continually push, go outsideyour limits, take chances, raise
your hand.
It doesn't matter what it's for, Because you're setting
yourself up, you're setting yourcareer up for whatever is going
(27:30):
to come tomorrow.
There's so many things thatpeople say how did you get into
that?
How did you end up doing that,Jen?
You look at my background.
It's so different, so diverse,and I love when people ask me
what do you want to be when yougrow up?
Because you've done so manydifferent things in your
background and it's because I'vetaken chances, because no one
else would have done that on mybehalf.
So I highly recommend, highlyencourage that Anyone going to
(27:51):
college pick a major wherethere's a job attached to that
major, but definitely, yeah,yeah, for sure.
So, but take chances, be bold,and if anyone ever has questions
or wants to chat more about it,I love it like connect with me
on LinkedIn.
I'm always open for aconversation.
Speaker 2 (28:12):
And that was the next thing I was going to ask you.
Yes or not, working people bestconnect with you.
So thank you for answering thator mentioning that.
Absolutely, this half hour hasgone by so fast.
So thank you very much.
And I've seen Jen talk aboutthis live from platform and, if
you ever have a chance to go toa session that she's delivering
(28:33):
or if not, take the time toreach out to her Because she I
know you do mentoring and I justfound that there's just a lot
to learn in this area and I'vebeen doing enablement for a long
time and, like I say, you'reteaching me stuff.
Speaker 3 (28:47):
Yes, and I look up to you, paul, so thank you.
This is a huge compliment foryou to say that, so thank you.
Speaker 2 (28:55):
So we're done, folks, again, remember, I want to say
remember to say thanks to oursponsors.
Alego, we are nonprofit and sowe definitely depend on the
kindness of our friends.
So appreciate all that they'redoing to support the community
and appreciate everyone spendinga half hour with us again this
time.
We appreciate that, we value itand we hope you'll be back in
(29:19):
two weeks to hear from anotherguest.
Speaker 1 (29:21):
Thanks for joining this episode of Stories from the
Trenches.
For more sales enablementresources, be sure to join the
Sales Enablement Society atsesocietyorg.
Thanks Se.
S-o-c-i-e-t-y dot.
O-r-g.
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