The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 1 year ago

Level Up Your Sales Enablement Strategy w/ Sales Engagement 3.0 w/ Roderick Jefferson


Most people understand sales training, but what about enablement? That’s just what you use for when something is broken on your sales team, right?

Wrong. The fact is, sales enablement is essential to every organization — and it’s time we structured our companies to reflect that. It’s time we moved onto sales enablement 3.0.

My guest today not only coined the term “sales enablement,” he’s now pioneering its revolution to 3.0. Roderick Jefferson, Vice President, Field Enablement for NETSKOPE and author of the new Amazon bestseller "Sales Enablement 3.0 ” joins me to discuss the secrets to sales enablement success.

Now that you understand why sales enablement 3.0 matters, are you ready to finally figure out how to bring up challenges at work or learn to transform your sales org with data and technology? Check out the full list of episodes: The B2B Revenue Executive Experience .

You're listening to the BDB revenue executive experience, a podcast dedicated to helping executives train their sales and marketing teams to optimize growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. Let's accelerate your growth in three, two, one from every one. To the BDB revenue executive experience. I'm your host, Chad Sanderson. Today we're talking about sales enablement, the impact it can have on an organization. What is it really why it's so critical and really important, how to evolve it? Diversion three. To help us, we have with US Roderick Jefferson, Vice President Field enablement for net scope and author of the new Amazon Bestseller Sales enablement three dot oh, the blueprint of sales enablement excellence. Roderick, thank you so much for taking time and welcome to the show. God, my absolute pleasure. Thanks for having me on. Yeah, so we always like to start with kind of an off the wall question to help our audience get to know you a little bit better. Then I'm always curious to know something you're passionate about that those that may only know you from the book or from work might be surprised to learn about you. There are actually a couple of things. One is being a text and barbecuing. Absolutely love it. I create my own rub, my own sauce, got the big drum smoker. So out there doing everything from ribs to chicken, to know the BRISKET, etc. Right. So that's one. The other is really surprising and for most people that I don't understand. It's a game called Bachi. Think about large marbles out on a course. And Look, I'm down for any activity where one it doesn't hurt the next morning and to you can do it with a cocktail in your hand. Absolutely absolutely. Have you played Bacchi your entire life? Set something you came to you later. How'd you know it's actually later? So my wife is Irish Italian. We would go up to her grandfather's house every fourth of July as a family and as a former athlete, I like to win, and so I went up and I played her grandfather and got waxed year over year and I thought, how's this old guy just killing me? And so from there we built a new home and I actually have a regulation Bacchi court in my backyard now. Yeah, I know, I'm a little competitive. That's awesome. That's awesome all right. So let's talk sales enablement. So help us understand how this has become such a passionate ears. Well, it started way back. I started as a salesperson first and foremost, right and I went through the onboarding and all the programs that most people did way back, which was standardized training, and I was a bdr, I was an ae and then I got promoted to cells leader and actually turned it down because I realized I loved the process of selling more than I did taking down deals and I didn't want that quote hanging over me anymoreuse and so I talked myself into my first seals training roll back at att and I said, look, what if I could take my rudimentary templates and roll it out across the entire region and get more people to club, which I had been to a couple of times at that point, and also get people up to speed faster and more ACVTCD. And so my vp said, well then you got a new job, and so I talked myself into my first cells training job and from there moved forward and it became cells enablement about seventeen years ago and little known fact, I'm actually the person that coined the phrase sales enablement. No kidding, yeah, I am. It was actually I was honestly in the midst of being a SMARTASS and having a conversation with my sales leader and he said, we've got a problem with discovery qualification. Throw more training at it. Are People are discounting too deeply because they can't handle objections. Throw training at it. Our leaders aren't able to handle the load. We need to throw more training. And I said no, actually, you train animals, you enable people. ha ha ha. From there became the ...

...genesis of sales enablement, because it's so much more than just training. Oh, absolutely, and so that's a perfect situe. So for those, I mean, it's been around that for a while, right, some seventeen years to be exacting. Here's and many people, would you know, have heard the term of experience that have come to contact with Thos ennable when groups. I think for some there is still a those that aren't in it, there's a question as to how do you define it? What really is it? So from your perspective, especially with the new books. So then a three dotto. How do you define it? How do you define effective sales enable or? It's funny because initially the description of it has changed now that we're into covid and going into that three dotto phase. So before I'd say what is sales enablement really do, and I get that question a lot, I'd say it's about breaking the complexity of sales into practical ideas through scalable and repeatable practices that will lead to accelerated speed to revenue, increase seller productivity and ultimately customers for life, driving more increased remedy. Well, times of shifted now and now with the cells enable with three doato focus, it's really more of an innovative approached focused on increasing cells productivity through a systematic, personalized and collaborative approach designed to support the buyer through what I call the conversation economy. So it's gone from us being, or at least moving from us being, seen as kind of the fixtures of broken things, if you will, get broken throw training at it all right, into really being woven into the fabric of the company and it has to be a part of any definitive component of a company's go to market strategy. Now it's a differentiator when done correctly. Yeah, there's the key. Right. When done correctly, it death time. I'm always add that caveat. Now here's the interesting thing when you ask people what sells enablement is. If you ask, and I say in the book, If you ask ten people, you'll probably get twelve answers and none of those answers would be wrong, but none of them would be completely right either, because what sales enablement means to a company is defined by where the company is in their maturation and growth cycle as a company. Example, if you're in hypergrowth, what do you focused on on boarding? So that's going to be the bane of enablement for you as you grow and you become more of a complex sale. Now you've got to look at the messaging, the positioning. How do we make sure that the leaders are in tune? What's your sales process, sales methodology and ultimately, how's this tie back to the buyers journey? Right now, when you get to that big ticket item, that relationship cell, it all changes once again. So again it depends on where you are and where the pendulum sits in that swing of maturation for your company. Hope that answers to it. Yeah, I know that's beautiful and you hit on a key point there. I want to go a little bit deeper on is the impact that sales enablement can have on the buyers buyers journey, because a lot of people, when you when they think of where sales enablement sits inside of, say, a large enterprise, they might feel like it's a step where to remove from the face to face with buyers themselves. So help the audience understand how effective sales enablement will actually enhance the buyers journey? Oh, absolutely, great question. So again, I said before it was about time to avenue and all those things. Well, let's see what covid has done differently to the buyers journey. First of all, there is never been a more personalized time and selling than today. We're inviting each other into our homes now, the ABOOMENT and other pieces. So it's not like, okay, let's go have cocktails, let's go play golf, we're out in open air, where out publicly. I have to now treat you as a warm and welcome guest into my home, which means I now need to figure out how to have conversations instead of giving presentations, and that begins with the buyers journey enablement. The ultimate impact is enablement is not about getting the right answers. It's literally about teaching our sellers how to ask the right questions. Absolutely, I could not agree more. And so when we do that right,...'s the sales process has become someone say complex. I feel like it has, you know, has really change? We've done it to ourselves. Yeah, we we made it more complicated than it needs to be and there's a lot of I don't know, I don't know the right now. Is just a lot of levers that you could pull in that sales process to dial it in and I'm always curious. You know, we work with a lot of sales enablement organizations and they come in different varieties. They come in those that that believe that they should be the one stop shop for everything and contain all of the expertise across cross functional communication and sales and revenue generation things like that, or those that take a strategy where they want to internalize and own things in terms of accelerating the enablement across the team, the region, the organization and will bring in the experts and specific areas to help accelerator amplify their own efforts. Which one do you think is more effect I don't know that one's right or wrong, just kind of curious your perspective on what you think about should sales enablement be realized, you know, making themselves a onestop shop or working collaborately, when it makes sense, with external experts? I think that what the approach I take is a mix of the two. So let me give you a story of how I explain enablement to folks that are outside of the space or even outside of Tech Etcentera, that don't know what enablement is at all. I don't even use the word. I think. Think about an orchestra. Right, you've got brass, percussion, strings, would wind and they're all trying to play this song together, but they're kind of out of tune. Sometimes they're stepping on top of each other. There may be out of faith. So let's relate that now to business. Those lines of business would become sales, marketing, product marketing, product management, engineering, HR and enablement. We're all trying to do the right thing for the prospect of the customer, but without coordination we're also stepping on top of each other. Left hand doesn't know what's going on with the right hands some time. Absolutely until in both situations, one person or organization, which I believe it sells enablement, the conductor steps up, taps the stand. Now all of that noise, in chaos becomes a beautiful sheet of music. I love that in you. I love the analogy and I and I one hundred percent agree with the organizations that I have seen be the most effective with sales enablement is when sales enablement is the I don't use the word glue because that employed where the hub, that's B hub. Every other are like the hug right and what we do, and that requires not only an understanding and expertise in organizational management organizational process, understanding to some extent what each of the other functional units inside of an our organization, from marketing, the customer, success or whatever. Do. So that brings up a really interesting question because back in the day I can remember people saying, Oh, sales enable when people need to have at least sold, but I feel like today the skill set, because of the criticality of it being the hub, the skill set for being effective in sales enablement has has gotten more complex. And so when you think of the profile of somebody who would be great in sales, name it, or maybe that you look to hire to bring onto your teams. What are you looking for? Skill set in personality wise, well, it's interesting because every company focus is on their ICP, right, their ideal customer or client profile, and they usually have it pretty dialed in and nail. I'm going to give another acronym, because the world needs more, and that acronym is iep, the ideal employee profile. And so give it to you from two angles, one from enablement and then one from the saleside. On enablement, I don't hire anyone on my team that has not carried a bag, and it simply because of two things. One, credibility of being able to say I've walked in your shoes, I have sold, I've lost blue birds, of landed, I pulled down whales and I've set at the thirteen hour at the end of month and quarter waiting for Docu signs, just like you, Mr Mrs Sellar Right. That's one piece. The other side is you can't fluff someone that has done your job. Yeah, we all went through carrying...

...a bag, we all went through on boarding, we all sat through different workshops that we didn't want to go into the first time and then we all saw some value out of some of them, and I won't say all, but some of them right. And so now let's align that to your celler. Remember earlier I talked about the maturation sack of the company. Well, in that early stage you can get those younger greenhorns and bedrs and SDRs and such that are just kind of kicking out your product. But then when you get into that complex sale, you need someone more mature that can now talk about key differentiation, competitive advantage, business value. And then when you get to that deeper side, you need someone that's very season that not only understand your ICP and what's top of mine, but can I ball them and say, look, I get what you're doing. We've done this with others. You're not a Guinea pig. We're not hoping that it works and I can give you examples and references of where that works absolutely. The part of it that I always find really interesting when I work with these organizations is that there's just as much focus on, or should be just as much focus on, the buyer and enabling the sales teams to have those conversations, ask the right questions, keep the solution in your pocket, if you will, instead of just, you know, run out there and talk about US versus. Also the savvy, the experience, the the people, interaction, the organizational I don't like the word politics, but managing the ebb and flow of keeping Bolli's call it what it is, the politics. No non political organization Ol there that has no politics. Maybe minimalize or they may be covert, but they're there. Yeah, absolutely. And then the sales enailment team has to be able to navigate that in a broader spectrum across the organization. Then say, somebody who siloed in like Jo, I only work in marketing, right. And so these teams, the ones that I've seemed to be very effective and I'm continually impressed with, are extremely excellent communicators and understand how to navigate the pitfalls that you're naturally going to have inside of an organization. Sometimes. I think that skill set can't be taught necessarily. Do you think people that have carried it back it can be fostered? I don't think it can be taught. And you just hit on two words that I love. All Right, one is navigate and the other is communication. So in the book I actually run the entire chapter on that whole orchestra analogy I gave you. Yeah, and it's communication, collaboration, then orchestration. Right, a lot of folks try to go to that third one without the first two. And now around the NAVIGA gate piece. It's literally why this philosophy of three Otto exists. Because, look, prior to this it was we were going, we were kind of hoping, we're doing the right things, we hit the right marks. Our metrics were vanity metrics that I call butts and seats and Smiley sheets. Right now, let's come on, let's be honest. Five thousand people and we got a four point six. That in seven butts will get you a lot. Right. I'll talk about metrics later because that's something that's a whole other world into itself. But back to this piece. Right, cells enablement. Now, suddenly, but threet Otto has become both an art and a science, because there's no magical silver bullets, there's no single approach that will guarantee that you'll be successful. Right. However, I believe there is a formula, just like any other success program, successful process, program or tool that requires kind of a combination of practical application, trial and error and a mix of a lot of conversations with all of those lines of business to understand their wants, their needs and their expectations. And once you do that, then it'll help use a cells enablement practitioner to navigate the twist and turns that will ultimately lead to designing, deploying, measuring and, of course, iterating a world class cells enablement organization that now, and I say this from the bottom of my heart to the cells enablement practitioners, to the sales folks, to all of the lines of that are listening, unless you carry a...

...bag, stop saying you drive revenue. You do not. We impact and we influence revenue. Unless you've got a quota, you don't drive revenue. Exactly, exactly. So okay. So now let's talk about the future, right, because we've seen sales and able to go through an evolution over the last seventeen years. What's the future hold? I think the future and I'll give you another analogy. You remember the old cartoon the Jetson's? Yeah, yes, okay, so they had the robots, they had flying cars, all of that right. So the jetsons were actually set in our time frame now, or what they thought it was going to be. So I'll take that analogy and now tie it to enablement. We are now sitting on a number of tools that will scale and automate in ways that have never been seen before. We're actually including things like ai and ml in our metrics piece of enablement. As I said earlier, the future is we're no longer seen as the fixers of broken things and broken people. Were no longer seen as schedulers and coordinators. We are truly sitting as part of a centerpiece and hub in the go to market strategy. That starts at the buyers journey, drops down to your cells, process and methodology, drops down to yourself stages, then drops down to all of your assets from marketing and product marketing, and then finally, at the baseline is enablement of all of the activities. It's an ongoing occurrence. It's not a single event, and so I give this analogy quickly. are seeing me this story quickly and it goes a little about this. With training it's a it's a sprint. With enablement, the future of it's a marathon. So when you want, when you think about enablement, I want to change the mindset and looking enablement from this angle. It should be involved in upfront talent acquisition and that entire interview process. Why? Because we are going to understand things besides whether or not folks to make quota, and we have a much higher bs filter because we deal the sell people every day. Right then, did you go into? It'll go into consistent on boarding, which is roll specific. Right. One's too deep and then not deep enough for others. From there then it's the ongoing occurrence of constantly sharpening that sword so we're not sending our sellers out proverbally to war with a plastic spoon. The next piece that gets left out is coaching and reinforcement for our leaders on how to be a leader, not just be a manager, right, and then the next is the measurements that I talked about earlier. And finally, another piece that gets left out, and I see this becoming more important than that, is succession planning. Now that is the path and the stairway to enablement as we move into three dotto versus just training people and hope that it works. Excellent. All right. So let's pivot here and talk a little bit about nets. Cope. Tell us about what you do, what the companies all about? How you got there? Sure, we are aidber security company and working in both networking and and security across the board. How I got here was interesting enough. They were actually interviewing someone else for the role. And now this is where I say your net worth is determined by your network. And that person was happy where she was. But she said I know the absolute perfect person for where you guys are. He's been through fourteen MNA activities, because we're pre IPL. We've been through fourteen in an a activities. This guy created an enablement. He's gone from small companies to large companies. He's done this, that and the other. Right. I talked to them on a Monday. By Friday I had talked to nine people. By Monday I had an offer the next week. It was the perfect hand and glove fit. It's not because I'm wonderful, it's more of it was the perfect time for the perfect fit in the perfect company. Great Culture, amazing people, growing like a weed at sixty percent plus year over year, moving towards IPO at some point. But most importantly, it was really focused on customers. I don't mean just customer centric finger quotes right, but we really do care about our customers and we care about something important to..., which is diverse, the equity inclusion, and I don't mean trying to do the right thing, I mean doing the thing because it's right. So all of that came together and they didn't have enablement before I walked in. They simply had training and they were viewed. It's kind of schedulers, coordinators and the fixers of broken things and people. As I say, we now have a fullblown enablement program that is fit and growing into the the future. And what I got out of the interview I came here was they said, let's make our enablement function the use case for everything you talked about in the book. I love it. I love it all right. So let's put it and I know I'm going off script, off the off the questions, I say, over here, nowhere. Let's talk about the book. What we talked about the genesis of the what I mean bright in the books? No small tasks. So No, writing a book is painful. As a male, it is the closest thing we will ever do to giving birth. It is painful, and I mean painful, that Third Trimester of writing this book I could find time to do anything. Can I watch the car? You want me to go vacuum, you want to go out to grass, anything to do so. But what inspired you to tackle it? The you know, there's a couple things. One was, as I came up in the enablement game, I never had a blueprint to follow. So I learned how not to do things, a lot right, and so I wanted to give a blueprint for those that were coming up also for those that are practitioners today. I wanted to give you some tools, some templates, some real life example, practical application stories, and I talked about where I failed in this book too. It's not all UNICORNS and rainbows. Right. I'm like, look, this is what you don't want to do. I tried it. It does not work out well, awesome, and I'm sure it will be a great value to anybody who picks up specially for in sales and them, because I know a lot of people that struggle with trying to figure out how to put it together. So definitely make sure you pick up that book, everybody. Let me it's not just for sales enablement, though. I wrote the book as the Orchestra Master because I talked about how do you collaborate with all of the other lines of business, and I talk directly to the lines of business of what the value is of enablement, of working with them as that conductor. So I don't want to box it for just sells enable practitioners. I think across your organization there's value in this. Yeah, I tell you, definitely understand what it is, sales enablement is and work more effectively with them. Absolutely, absolutely. So let's Change Direction here a little bit. We ask all of our guests to standard questions towards the end of each interview. The first is simply, as an executive that makes you a prospect for somebody out there. I'm always curious indeed, I think a couple of people may have figured that out by and when and when you know somebody doesn't have a trusted referral into you, what works for you if somebody's trying to capture your attention and earn the right to time on your calendar, how about this? Let me give you two answers here. What not to do, and then how to actually getrab our attention. What not to do. Don't send me a cold email out of the blue that essentially read I can't believe your company exists without our products or solution or service. That is an instant the lead. Right, do some homework, make it. I said earlier, selling has never been more personalized than today. Personalize this, show that this is not just some form letter that you put into male chimp and it's sent off to me or whatever your package is, and you sent off to me and Eightzero other people. Personalize. Hey, I saw that your company now just moved from three billion to seven point five billion IPO. I understand some of the problems that comes with that kind of growth. I see you guys are in hyper growth mode. We've worked with company similar to yours. Okay, now you've got my attention. You actually did some homework right. Right, and also, secondly, don't send me your for email streams that say I guess you didn't have time to read my last way says I. Clearly it's not important. Than why are you sending this to me? I learned something from from my buddy John Barrows, who runs JB training.

Right, and John Always said if you reach out just to check in or touch basis, what you're saying to your prospect is I bring no value to you. So delete anything that. I think you and I absolutely agree with that statement. Now what to do? As I said, take some time personalized things, learn a little bit about enablement, learn a little bit about the company and then send something out that is, you know, a look alike. We've worked with people in your industry, such ads, and I hate when people say we've worked with companies like yours. My immediate response to them is like, who and what exactly is my company like that you've worked with, because we have a pretty unique go to market strategy here. Yeah, you have to you have to know who you're reaching out to here. Yeah, and you can't make it sound like and here's the other thing, reach out from the stance of I want to help you, not sell something to you. Yes, I was just having a conversation with somebbody about that. Is Look where. I'm not in sales, I'm I'm in problem solving. That's what I do. If you got problems, I can help you with great. If you don't, you got other problems, maybe I know somebody who can help you. I'm not here to sell you anything, here to help solve you problems. All right, so last question. We call it our acceleration insight. If there's one thing you could tell sales marketing, anybody in the organization, one piece of advice you could give them that, if they listened to you, believe would help them hit or exceed their targets, what would it be and why? You cannot exist. You will not be successful as a siload organization. What you have to do is communicate, collaborate and orchestrate together based upon the needs of the customer, not trying to sell them something. When you start working together, this becomes a beautiful sheet of music. When you don't, it's just noise in chaos. I love it all right, Robert. Where do we send them to get the book? So you can find the book sells enable, the three Doto, the blueprint, its cells, enable an excellence, or you can just go on Amazon and search for my name, Roderick Jefferson. It's on Amazon, it's on barns and noble, it's on Wall Amard, Cobo, all the fun stuff. It's out there, and hard copy in paperback and also ebook. And I'm going to break some big news. We are on the verge now of finishing up the recording for the audiobook, which will drop shortly. Nice. Excellent. And if somebody wants to talk to you specifically about sales and ailment, learn more about the topics or anything, where's the best place for us to send them? I always say if you can't find me on social media, you're not really trying, because you can find me on Linkedin at Roderick Jefferson, on Instagram at Roderick underscore, J underscore sociate, or you can find me on twitter at the Voice of Rod Nice. All right, excellent, Roderick. I cannot thank you enough for taking the time to be with us today. This has been a great conversation. Thank you. My absolute pleasure. Thanks for having me on and happy selling everyone out there. All right, everybody that does it. For this episode, you know, the drill be to be REV exactcom Sare with friends, family, Co workers. If you like what you here, give us a review on itunes. Until next time, we have value selling associates with you all nothing but the greatest success. You've been listening to the BB revenue executive experience. To ensure that you never miss an episode, subscribe to the show and Itunes or your favorite podcast player. Thank you so much for listening. Until next time,.

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