Podcasts about corporate executive board

In this episode, John Barrows is joined with with Alyssa Merwin, Global VP of LinkedIn Sales Solutions, to unpack the findings from LinkedIn's brand-new ROI of AI Report—a first-of-its-kind look at how AI is truly impacting sales outcomes, not just activity metrics.With over $1 billion in revenue under her leadership and a rich career path shaped by EQ, adaptability, and grit, Alyssa shares how she's guiding one of the most innovative sales organizations in tech. The conversation dives into her journey from a liberal arts background to sales leadership, her time at Corporate Executive Board (home of The Challenger Sale), and what she's seeing as the biggest shifts in modern selling.The takeaway? If you're not using AI in your sales process every day, you're falling behind. This episode is a wake-up call—packed with insights, data, and leadership wisdom from one of the top voices in the industry.Are you interested in leveling up your sales skills and staying relevant in today's AI-driven landscape? Visit www.jbarrows.com and let's Make It Happen together!Connect with John on LinkedIn: https://www.linkedin.com/in/johnbarrows/Connect with John on IG: https://www.instagram.com/johnmbarrows/Check out John's Membership: https://go.jbarrows.com/pages/individual-membership?ref=3edab1 Join John's Newsletter: https://www.jbarrows.com/newsletterConnect with Alyssa on LinkedIn: https://www.linkedin.com/in/alyssa1/

Joe Pardavila sits down with Merle Symes, author of The Innovation Edge: How Large Companies Lose It and How to Get It Back, to explore the challenges and nuances of fostering innovation in established organizations.Merle breaks down the critical differences between incremental and strategic innovation, explaining why traditional project management methods often fail when applied to groundbreaking ideas. The conversation delves into the "S-Curve Paradox," where companies at their peak success are most vulnerable to disruption, and the concept of "intelligent failure"—how to fail purposefully and learn from setbacks without stifling creativity.Joe and Merle also discuss the cultural barriers to innovation, including short-termism, the "check-the-box" mentality, and the need for leadership to embrace an "ambidextrous" approach—balancing immediate goals with long-term vision. Through real-world examples like Kodak, Blockbuster, and Intel, they highlight the consequences of resting on past successes and missing emerging opportunities.Touching on the role of AI and the importance of organizational mindset, this episode offers actionable insights for leaders aiming to reignite innovation in their teams. Whether you're navigating corporate inertia or looking to build a culture of continuous reinvention, Merle's expertise provides a roadmap for staying ahead in an ever-evolving business landscape.Merle Symes works with senior management teams to help them realize their aspirations through agile strategy, high-impact innovation, and business performance. He has assisted senior management teams in organizations ranging from Fortune 500 companies to early-stage ventures.Mr. Symes has developed a number of leading-edge principles and tools for enhancing business success. It includes a process for creating Innovation by Design® in strategically targeted areas, project management methods and active risk management tools for managing high return/higher risk innovation, and business performance initiatives and guidelines for helping management teams develop a more entrepreneurial and innovative culture.In his 50-year career, Mr. Symes has held a number of executive positions and he brings real-world knowledge and experience to leading-edge methods and practices. Most recently he has served as CEO of the tech venture, Graematter. His previous positions include President of Ulrich Medical, a U.S. subsidiary of a German medical device company. Prior to that he held the position of Vice President, External Technology for Bausch & Lomb where his organization established a process for locating and acquiring external technology that was recognized by the Corporate Executive Board as being one of the top five best practices, as identified in their research of major companies.Mr. Symes has served in executive positions in both the U.S. and Europe, including turnaround situations. Prior to Bausch & Lomb, he held positions in Wyeth (now part of Pfizer), Monsanto and Dupont. He regularly advises boards of directors and has held board director positions on both public and privately held companies as well as university and charitable organizations. He is affiliated with and serves as a Managing Director of The Walden Group, a boutique New York investment bank specializing in M&A in the medical industry.Mr. Symes has an MBA from the Wharton Graduate School and a B.S. in Chemical Engineering from the South Dakota School of Mines & Technology where he has been honored with their Distinguished Alumni Award and serves as Chairman of their University Advisory Board.

Brent Adamson and Matt Dixon changed the way B2B companies think about selling their products and services 13 years ago with their groundbreaking book, “The Challenger Sale," which was a bestselling sales book from the Corporate Executive Board on how to win over customers -- by challenging them to think differently about their problem and how to solve it. Today on Everything Thought Leadership, Brent and Bob Buday talk about lessons learned from that research. The accomplished author and researcher goes over how to navigate the often-messy process of thought leadership research, and he discusses his career post at CEB and Gartner, along with what comes next for him. “Blueprint” by Jahzzar is licensed under CC BY-SA 4.0. Music set to dialogue. https://freemusicarchive.org/music/Jahzzar/Ashes_1206/blueprint/ https://freemusicarchive.org/music/Jahzzar/ https://creativecommons.org/licenses/by-sa/4.0/

Originally uploaded April 2nd, reedited, reloaded April 10th. For Media Business Episode 70: Tony Conley welcomes Alan Drimmer, PhD, was named the 12th President of Cleary University on July 1, 2021. Dr. Drimmer has an extensive background in higher education, from the classroom to administration, and is thrilled to bring his expertise to Cleary. It's his goal to advance Cleary's distinctive mission based on being flexible, affordable, and career-focused for traditional and non-traditional students alike. He is most excited to raise awareness with students and employers for the Cleary Mind™ initiative, which threads critical workplace competencies in the classroom and across the entire student experience. In previous roles, Dr. Drimmer served as Provost at National Defense University, Chief Academic Officer and Senior Vice President at the University of Maryland Global Campus and the University of Phoenix, and President at Western International University and American InterContinental University. Over the years, he has been active with institutional accreditors including the Higher Learning Commission, the Southern Association for Colleges and Schools and the Middle States Commission for Higher Education. Dr. Drimmer has also been a Senior Advisor in the Boston Consulting Group's education practice, and early in his career served as a management consultant at McKinsey & Company. He has experience in corporate training and workforce development, having led the Learning and Development Roundtable at the Corporate Executive Board, a consortium of Chief Learning Officers at Fortune 500 companies. With BA, MA and PhD degrees in political science from the University of Chicago, Dr. Drimmer also earned an MBA from the Wharton School at University of Pennsylvania where he was a Gruss Scholar. He was a National Security Fellow at Harvard University's Center for International Affairs and won a prestigious Derek Bok Undergraduate Teaching Award at Harvard College. Dr. Drimmer has two adult children – one who is a physicist in Zurich, Switzerland, and another who is a textbook editor in New York City. He is an avid traveler, cyclist, wine enthusiast, and baseball fan. In addition, he speaks French and is pursuing scholarly research on Alexis de Tocqueville's Democracy in America. In this conversation Tony and Dr. Drimmer cover several topics highlighted by these: Please tell us about the growth of Cleary University? What majors does Cleary focus on? How can the media be better at covering higher education and Cleary? » Visit MBN website: www.michiganbusinessnetwork.com/ » Watch MBN's YouTube: www.youtube.com/@MichiganbusinessnetworkMBN » Like MBN: www.facebook.com/mibiznetwork » Follow MBN: twitter.com/MIBizNetwork/ » MBN Instagram: www.instagram.com/mibiznetwork/ Thank you to Benjamin Robinson and Motor City Skyline's music

This lecture was given on January 22nd, 2024, at Yale University. For more information on upcoming events, visit us at thomisticinstitute.org/upcoming-events About the speaker: Andrew Abela is the founding dean of the Busch School of Business and Ordinary Professor of Marketing at The Catholic University of America, in Washington, D.C. His research on the integrity of the marketing process, including marketing ethics, Catholic Social Doctrine, and internal communication, has been published in several academic journals, including the Journal of Marketing, the Journal of the Academy of Marketing Science, the Journal of Business Ethics, and the Journal of Markets & Morality, and in two books. He is the co-editor of A Catechism for Business, from Catholic University Press, and winner of the 2009 Novak Award, a $10,000 prize given by the Acton Institute for “significant contributions to the study of the relationship between religion and economic liberty.” Dr. Abela also provides consulting and training in internal communications; recent clients of his include Microsoft Corporation, JPMorganChase, and the Corporate Executive Board. Prior to his academic career, he spent several years in industry as brand manager at Procter & Gamble, management consultant with McKinsey & Company, and Managing Director of the Marketing Leadership Council of the Corporate Executive Board. He holds a B.Sc. from the University of Toronto, an MBA from the Institute for Management Development (IMD) in Switzerland, and a Ph.D. in Marketing and Ethics from the Darden Business School at the University of Virginia. He and his wife, Kathleen, live in Great Falls, Virginia with their six children.

This lecture was given on February 26th, 2024, at Georgetown University. For more information on upcoming events, visit us at thomisticinstitute.org/upcoming-events About the speaker: Andrew Abela is the founding dean of the Busch School of Business and Ordinary Professor of Marketing at The Catholic University of America, in Washington, D.C. His research on the integrity of the marketing process, including marketing ethics, Catholic Social Doctrine, and internal communication, has been published in several academic journals, including the Journal of Marketing, the Journal of the Academy of Marketing Science, the Journal of Business Ethics, and the Journal of Markets & Morality, and in two books. He is the co-editor of A Catechism for Business, from Catholic University Press, and winner of the 2009 Novak Award, a $10,000 prize given by the Acton Institute for “significant contributions to the study of the relationship between religion and economic liberty.” Dr. Abela also provides consulting and training in internal communications; recent clients of his include Microsoft Corporation, JPMorganChase, and the Corporate Executive Board. Prior to his academic career, he spent several years in industry as brand manager at Procter & Gamble, management consultant with McKinsey & Company, and Managing Director of the Marketing Leadership Council of the Corporate Executive Board. He holds a B.Sc. from the University of Toronto, an MBA from the Institute for Management Development (IMD) in Switzerland, and a Ph.D. in Marketing and Ethics from the Darden Business School at the University of Virginia. He and his wife, Kathleen, live in Great Falls, Virginia with their six children.

Today we have a distinguished guest who has carved a path of leadership and innovation in the corporate world.He is sharing some tiny yet profound strategies in this conversation that can transform your leadership game! Dr.  Brian Kropp is the President of Growth at World 50 Group, overseeing practices dedicated to Innovation and Leadership Development. His professional journey is marked by senior roles at industry giants such as Accenture, Gartner, and the Corporate Executive Board. Beyond his corporate success, Brian has generously shared his expertise on several non-profit boards, including Everybody Wins, Kidpower, and the US Fencing Association.Brian holds a Ph.D. in Economics and Public Policy from the University of North Carolina and MS and BS degrees in Economics from Clemson University. He currently resides in Falls Church, VA, with his wife and three children.In today's episode, Brian is sharing valuable insights and lessons from his corporate leadership journey. We'll explore the principles that have guided him through the twists and turns of the business world and the wisdom he's gained along the way.CONNECT WITH DR. BRIAN KROPPLinkedIn I https://www.linkedin.com/in/brian-kropp-b17960/----------------------------------Please feel free to reach out to us for any questions:connect@authorhina.comExperiencing a Challenge at your Job?Request Your Free 30 Minute 'Attract Your Dream Job + Double The Pay Check Now' Coaching SessionExplore our Upcoming  Corporate Coaching & Healing RetreatCheck out Hina's books:https://amzn.to/3B65Wz7CONNECT WITH MEFacebook TwitterLinkedInYoutubeTop Software Engineers from Eastern Europe | IT Staff Augmentation | Money Back GuarantyBoost your tech team with top IT talent, risk-free hiring, 10% off with code ECHO PODCAST.Support the show

One of the biggest challenges faced by companies is the transition of younger, less experienced individuals into leadership positions and the navigation of organizational politics. This challenge was brought to light during a conversation with Dennis DMaggio a Chief Human Capital Officer of a Fortune 100 company.Dennis entered the Organizational Development field in 2002 after a 10-year career in Health Care Management. Currently serving as Vice President and Chief Learning Officer in the Beverage Alcohol industry, Dennis is a frequent speaker at the Long Island Society for Human Resource Management, a panelist on sales coaching by the Corporate Executive Board and interviewed on the subjects Organizational Learning and Empathy in the Workplace by T&D Magazine and The Wall Street Journal.Dennis is certified as a Master Trainer through Development Dimensions International (DDI) and the Association for Talent Development (ATD). In addition, Dennis is qualified as an Expert Coach through ATD and certified with Marshall Goldsmith's Stakeholder Centered Coaching. In his coaching, Dennis employs Type, Style, Emotional Intelligence, 360 Feedback and Strengths tools and assessments.Dennis also serves as Board Chair for Heritage Instructional Services, an Educational Co Op in Maryland and volunteers with Better Angels, a nonpartisan group that strives to find common ground in today's heated political environment.Dennis serves as our Pro Bono Consultant for non-profit and charitable organizations.MAIN TAKEAWAYS:[00:02:26] Building intentional connections in business.[00:06:29] Surrounding yourself with brilliant people.[00:07:14] Success and leadership development.[00:11:01] Leaders derailing by making things better.[00:14:20] Workforce of younger people.[00:19:24] Replicating learning and development.[00:24:07] Mentors and navigating politics.[00:25:23] Mentoring in the workplace. [00:30:59] Slow down and focus on finding out intention before you react.[00:33:04] Understanding yourself through assessments.Purchase your copy of "Relationships that Work" on Amazon today at https://www.amazon.com/dp/B0CD2KJX17?ref_=pe_3052080_276849420

Bruce Scheer is the CEO of InspireYourBuyers.com. Bruce's Bio: A friend from the industry asked me “What's your why?” The problem was, he asked me on LinkedIn in front of thousands of viewers! Yes, panic set in and it spun me into some deeper reflection and a concerted look-back into how I've helped others in business and personal circles in ways that were deeply personal for me. After deep soul searching coupled with constructive outside perspective, I was able to land on my “why” - to inspire others to inspire others. I have been given the privilege of working with thousands of b2b leaders, sellers and marketers each year for over two decades in helping them inspire their buyers. It's a source of immense personal joy for me when I can help others up their game in ways they weren't able to before. On the business side, the role I've played can be characterized as “sales and marketing enablement,” and I've done this with and for business, product, sales, and marketing leaders and the organizations they serve for many of the world's largest global businesses including Microsoft, Oracle, HP, Citibank, and McKesson. My clients have rewarded me, my colleagues, and my business partners with repeat business, the ability to quickly grow revenues landing my firm on the fastest-growing company list 2 years in a row, and winning industry awards including HP's Marketing Circle of Excellence and the Corporate Executive Board's Marketing Campaign of the Year. I've been a keynote speaker for very large corporate events including Microsoft's CIO Summit, and a guest speaker and educator for associations, business roundtables and in-company events and ongoing programs across all major continents. Note: Bruce holds both an undergrad and an MBA from the University of Oregon. 

In 2022, Heather Combs was appointed CEO of StraighterLine, one of edtech's fastest growing companies and the leading provider of high-quality, affordable, online courses that helps learners earn college credit and meet their professional goals. Heather has led the company through its first acquisition of ChildCare Education Institute, one of the largest online training providers for early childhood education professionals. This acquisition is the company's first step to significantly expand its course offerings and grow the company.Heather brings more than two decades of experience in scaling high-growth companies. Before StraighterLine, she served as chief commercial officer and chief operations officer of the digital product development company 3Pillar Global, where she led operations, marketing, and strategic growth initiatives. Before 3Pillar, she led revenue strategy and product management as the chief business development officer at the HR Certification Institute, was the chief sales officer at Hanover Research, and spent 13 years at Corporate Executive Board, business advisory firm that was acquired by Gartner in 2017.Heather was named a  2018 “female disrupter” of the software development world by Medium and is dedicated to women in leadership. She is a founding member of Chief, a network to connect and support women executive leaders, and a member of the advisory council for STEM for HER, an organization that empowers girls and young women to pursue education and careers in science, technology, engineering, and math.StraighterLine provides high quality, low cost online courses that prepare students for success. StraighterLine combines a $99 a month course subscription with guaranteed credit pathways to accredited degree programs to save up to 60% on the total cost of a degree. Recommended Resources:Using ROI for Strategic Planning of Online Education by Kathleen Ives and Debroah SeymourWhat We're Reading by Whiteboard AdvisorsJeff Selingo booksEdTech Thoughts by Matthew TowerOther Notes:StraighterLine gets to the point where they can offer "courses for credit" not "accredited courses". Technically their courses are not "accredited" but they transfer for college credit at accredited institutions.

We all admire at the courage, commitment, and success of the US Navy SEAL Teams. These warriors are often thought of as supermen, but in reality, they are just highly trained professionals who work very effectively as a team--even in volatile, uncertain, complex, and ambiguous (VUCA) environments. This does not happen by accident. It is part of their training and their culture--and something other teams can learn from and aspire to become. Our guest on today's episode has studied what gives the SEAL teams the ability to adapt as a collective unit in the most dynamic circumstances, and shares his findings on the factors that affect the success of these particular action teams. Using data gathered from official documents and interviews with retired Navy SEALs, he has greatly expanded the understanding of dynamic instability as it relates to team adaption in uncertain environments. He shares these lessons learned in practical ways that will be useful to leaders and teams in a variety of industries and settings. Today's Guest Today's guest is Dr. David Livingston. David is the Managing Partner of the McChrystal Academy, part of the McChrystal Group in Alexandria, Virginia. The McChrystal Group was founded by retired 4-star Army General Stanley McChrystal, most famous for his command of the Joint Special Operations Command during the Global War on Terror. At the McChrystal Group, Dr. David Livingston leads a team of subject matter experts, learning designers, and dynamic facilitators who develop and deliver custom learning courses and programs that leverage a variety of experiential learning methods–including some really effective simulations–to drive individual growth and higher performance for teams and organizations. Prior to joining McChrystal Group, David worked at the Corporate Executive Board as a Senior Learning Designer, responsible for developing classroom and e-learning programs on best practices of leadership. He also held positions as a Learning and Organizational Development Consultant and a Project Manager at a global engineering firm, charged with leading an accelerated development program targeting high-potential managers. David earned a Bachelor of Science degree in Biology from Messiah College, Master of Arts degree in Practical Theology from Regent University, and a Doctorate of Education in Human and Organizational Learning from the George Washington University. His doctoral research focused on team adaptation in uncertain environments.   What You'll Learn on Today's Episode: How this research on the Navy SEALS was conducted Definitions of key terms like “dynamic instability, action team, and adaptive capacity” Why having simple rules are important for teams The role of experience in creating adaptive capacity Why relationships are so important for Navy SEALS What factors affect the quality of relationships on teams   Links For This Episode: Social Links for Dr. Livingston: https://www.linkedin.com/in/davidrlivingston16 The McChrystal Group Website: https://www.mcchrystalgroup.com   Connect with Dr. Mike:  Website: https://www.drmikepatterson.com Book: https://www.missionfirstpeoplealwaysbook.com LinkedIn: https://www.linkedin.com/in/drmichaellpatterson Instagram: https://www.instagram.com/therealdrmikepatterson/ Twitter: https://twitter.com/drmikepatterson Buy The Book!: Mission First People Always   Episode Minute By Minute: 0:24 What's inside today's episode 2:31 Get to know Dr. David Livingston 4:14 How Dr. Mike and Dr. David met 6:48 Why the Navy Seals inspire Dr. David 9:25 How Dr. David gained the Seal's secrets  14:37 Th power of an “action team” 18:08 Why simple rules can change your organization 20:28 A common mistake many leaders are making in 2023 27:46 How to build your team's adaptive capacity  33:49 What to do when things get tough  29:10 What builds trust within your team 41:07 Dr. Davids #1 tip for all leaders today

This talk was given on November 3, 2022, at Texas A&M University. For more information, please visit thomisticinstitute.org. About the speaker: Andrew Abela is the founding dean of the Busch School of Business and Ordinary Professor of Marketing at The Catholic University of America, in Washington, D.C. His research on the integrity of the marketing process, including marketing ethics, Catholic Social Doctrine, and internal communication, has been published in several academic journals, including the Journal of Marketing, the Journal of the Academy of Marketing Science, the Journal of Business Ethics, and the Journal of Markets & Morality, and in two books. He is the co-editor of A Catechism for Business, from Catholic University Press, and winner of the 2009 Novak Award, a $10,000 prize given by the Acton Institute for “significant contributions to the study of the relationship between religion and economic liberty.” Dr. Abela also provides consulting and training in internal communications; recent clients of his include Microsoft Corporation, JPMorganChase, and the Corporate Executive Board. Prior to his academic career, he spent several years in industry as brand manager at Procter & Gamble, management consultant with McKinsey & Company, and Managing Director of the Marketing Leadership Council of the Corporate Executive Board. He holds a B.Sc. from the University of Toronto, an MBA from the Institute for Management Development (IMD) in Switzerland, and a Ph.D. in Marketing and Ethics from the Darden Business School at the University of Virginia. He and his wife, Kathleen, live in Great Falls, Virginia with their six children.

Richard Perez is the Lead Advisor for the Sales and Go-To-Market Practice for the Operational Excellence Practice. Prior to joining Apax, he was an independent consultant advising organizations across different industry segments, small and large, focusing on growth strategy and revenue operations. Richard has spent most of his 25-year career in high-growth environments, including several years at the Corporate Executive Board (now Gartner) and the Business Talent Group.During this episode of the Growth Enablement Madness podcast, the BrainSell team sit down with Perez to discuss what private equity firms truly look for when researching companies to bring into their portfolio. The group also discuss Perez's introduction to the business and what he's learned since joining the industry.Other topics discussed include:  What Private Equity Firms look for when investing in a company.  How to develop sustainability when fueling growth at your company.  How People, Process, and Technology impact the way businesses grow and scale.  Related Links  See what Apax Partners does for the industry.  Learn more about BrainSell's blueprinting methodology here!  Check out these YouTube videos detailing BrainSell's consulting work.  Follow BrainSell on Twitter and LinkedIn!  

I am so excited to be joined by Brodie Riordan, PhD. Brodie is an industrial psychologist, executive coach, author, and part-time professor at Georgetown University. Her career has included global leadership roles in talent and L&D at Procter & Gamble, Corporate Executive Board, and McKinsey & Company.  Brodie currently manages her own practice, Ocular, and is also an executive coach with The Boda Group.  She is the author of three books on coaching and feedback, including Using Feedback in Organizational Consulting, Feedback Fundamentals and Evidence-Based Best Practices, and The Coaching Shift.  I love Brodie's energy and passion for her work around feedback. It is so needed because as Brodie points out in this interview. Most people are unskilled at giving feedback and it tends to have a negative connotation. She shares how we can change how we think about feedback and what we can do to be better at giving, receiving and asking for it. Connect with Brodie: Website Connect with Lupe: Website Instagram

Description:  In today's episode, I talk to two amazing women leaders that are taking their industries to whole new heights! You will know Betty DeVita, Global C Suite leader, board director, and fintech advisor, and Melissa Kivett, Managing Director, Head of Prudential's Enterprise Strategic Relationship Management. They share powerful stories of transformation detailing how they became the highly respected, recognized, and rewarded leaders that they are today. Melissa and Betty share a lot of similarities in their quest for success. Both have had challenges in their childhood that have significantly contributed to how they see and handle circumstances that come their way. They have gathered skills, networked, and faced any endeavor with great resilience. They are firm believers that opportunities come and go, and when people take the risk to provide you a platform, (to be heard, seen, and speak your truth) you need to take the path, re-define the trajectory of what is possible for you, and become the leader you are meant to be. Over the years, Betty & Melissa have brought companies to new directions because of their never-ending quest for growth, creativity, and positive impact. Their curiosity and courage to try new ideas has truly gained the respect and trust of prestigious industry leaders, organizations, and colleagues. In this episode, they share their experience with gender-bias and their commitment to creating gender-equal workplaces that thrive and break through male-dominant corporate cultures. Tune in to learn more Guest Bio: Betty DeVita Betty joined Finconecta in May 2019 as a member of the board, and Chief Business Officer.  She is the founding CEO of BetdevSolutions, a fintech advisory practice working with early-stage and emerging companies on: strategy, value creation, partnerships, and the path to global scaling using her experience as a global executive in digital transformation and consumer financial services/payments.  She served as Chief Commercial Officer of Digital Payments & Labs, MasterCard.  In this global role, she was responsible for:  Commercializing MasterCard Labs Digital order payments platform  IoT commerce platform.   Before this role, she served as the President of MasterCard, Canada, supervising all aspects of the company's enterprise.    Before joining MasterCard, she held various positions with Citi, in their global consumer franchise from 1982 to 2010.  She left Citi as the Chair/CEO for Citibank Canada Inc. where she led the franchise across all lines of business.  Her geographic scope for Citi included Latin America, the U.S., and Asia.  Betty was inducted into the Women's Executive Network Hall of Fame as one of Canada's Most Powerful Women.  She earned the Institute of Corporate Directors certification from the University of Toronto and has served on multiple boards: Banco Popular (Nasdaq: BPOP) Tech & Comp committees, 2021  Home Capital (TSX: HCG) Audit and Tech committees, 2021  Molson Coors Brewing Company (NYSE: TAP) from May 2016 - May 2020.  She is a passionate advocate and proponent of women's leadership and development. She is a connector of people and ideas.  Email: bkdglobalgal@gmail.com           betdevsolutions@gmail.com  LinkedIn: www.linkedin.com/in/bettydevita Website: https://finconecta.com twitter: @bettykdevita  Melissa Kivett Melissa Kivett is the Managing Director, Head of Prudential's Enterprise Strategic Relationship Management. She is responsible for strategically catalyzing and deepening relationships with Prudential's most valued partners and industry associations. She is an Executive Board Member of the Insured Retirement Institute, the leading financial services trade association for the retirement income industry, and Secretary of the Board and member of the Operating Committee for the Alliance for Lifetime Income.  Previously, Melissa held multiple leadership roles at Prudential, most recently as Chief Customer Experience & Marketing Officer of Individual Solutions Group. In a prior role as Chief Strategy Officer of Annuities, she led customer-focused digital transformation and redefined the skills and capabilities of the strategy, marketing, customer experience, communications, operations, and business intelligence teams. These efforts resulted in double-digit increases in business growth and team engagement. Prior to joining Prudential, Melissa held diverse global roles at several Fortune 500 financial services companies, including head of strategy, business development, marketing, innovation, and investor relations.  Her experience includes taking a Fortune 500 company public (second largest IPO that year next to Google) and leading investor relations during the 2008 financial crisis and SEC investigation. She also launched a global financial services brand, digitized a marketing organization, strategically reimagined a business portfolio for growth, and upskilled small and large 200+ multi-disciplinary teams. A published innovator, Melissa's work has been recognized by Innovation Leader magazine and the Corporate Executive Board. The Insurance Advisory Board recognized her accomplishment to build a strategic investor relations function as an industry best practice. Institutional Investor magazine named her work as one of the most shareholder-friendly teams in the financial services sector.  Kivett received a Bachelor of Arts from the University of Massachusetts and a Master of Business Administration from Columbia Business School. She serves as a coach with the 92nd Street Y for Women in Power and is a member of the Financial Women's Association and Columbia Women in Business. Previously, Melissa served on the Board of Directors for Assurant's European Operations, the Advisory Council for the Investor Relations Roundtable, and the New York Stock Exchange Advisory Group. Life insurance and annuities issued by The Prudential Insurance Company of America, Newark, NJ, and its affiliates. Variable annuities are distributed by Prudential Annuities Distributors, Inc. Variable universal life insurance policies are offered through Pruco Securities, LLC. All are Prudential Financial companies, and each is solely responsible for its own financial condition and contractual obligations. Prudential Annuities is a business of Prudential Financial, Inc. © 2019 Prudential Financial, Inc. and its related entities. Prudential Annuities, Prudential, the Prudential logo, the Rock symbol, and Bring Your Challenges are service marks of Prudential Financial, Inc. and its related entities registered in many jurisdictions worldwide.   Email: kivettms@gmail.com LinkedIn: https://www.linkedin.com/in/melissakivett/  Twitter: @MelissaKivett Belinda's Bio:  Belinda Pruyne is a sought-after Leadership Advisor, Coach, Consultant and Keynote speaker. She is a leading authority in guiding global executives, professionals and small business owners to become today's highly respected leaders. She gained a wealth of expertise in the client services industry as Executive Vice President, Global Director of Creative Management at Grey Advertising, managing 500 people around the globe. With over 25+ years of leadership development experience, she brings industry-wide recognition to the executives and companies she works with. Whether a startup, turnaround, acquisition, or global corporation, executives and companies continue to turn to Pruyne for strategic and impactful solutions in a rapidly shifting economy and marketplace.    Website: Belindapruyne.com Email Address: hello@belindapruyne.com LinkedIn: https://www.linkedin.com/in/belindapruyne  Facebook: https://www.facebook.com/NotableLeadersNetwork.BelindaPruyne/  Twitter: https://twitter.com/belindapruyne?lang=en  Instagram: https://www.instagram.com/belindapruyne/   

Brent Adamson is a former Harvard professor turned Wall Street Journal award-winning author and sales researcher. He co-authored "The Challenger Sale" and "The Challenger Customer" with my former guest Matt Dixon, and these days is challenging us to concentrate on making products easy to buy, not easy to sell. Here are some of the highlights of our discussion: 1. The Challenger Sale shook up the world of sales, but The Challenger Customer was the inevitable follow up They did further research after the first book and identified a new protagonist, the "Mobilizer", who can be your best advocate within the company (but not a champion!) 2. It takes 5.4 people within an organisation to make a purchase decision & the number's rising It's getting more & more complicated selling into organisations, and the buying journey has become like spaghetti. Finding the "economic buyer" is no longer enough to land the sale. 3. There's a difference between emerging demand and established demand If you're going after established demand and known solutions you're going to get dragged into a price-based bake-off. Challengers find unknown pains, challenge the status quo & break the frame 4. Some customers don't even know how to buy any solution, let alone your solution Buyer journeys are complex & some customers can be surprised when things get held up. But you're not, you've seen it all before! Give them the info they need to help close the sale from their side. 5. It's not good enough to just be insightful anymore, The smartness arms race ended in a draw Being really insightful is table stakes. You need to be able to help your customers frame their decision and give them confidence in the decisions they're making for their company. .. And much more! Check out Matt's episode I interviewed Brent's co-author and co-conspirator Matt Dixon about his work and how customer indecision is a critical problem for B2B sales. Check out the episode here. Buy "The Challenger Sale" "The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades."   Check it out on Amazon. Buy "The Challenger Customer" "In The Challenger Sale, Matthew Dixon and Brent Adamson overturned decades of conventional wisdom with a bold new approach to sales. Now they reveal something even more surprising: the highest-performing sales teams don't focus on friendly, attentive customers. Instead, they target challenger customers. Challenger customers are sceptical, less interested in meeting and ultimately indifferent as to who wins the deal. But they also have the credibility, persuasive skill and will to challenge the status quo that will get a deal to the finish line far more often than customers who are easier to connect with."   Check it out on Amazon. Contact Brent You can hit Brent up on LinkedIn.

Matt Dixon is a Wall Street Journal award-winning author and renowned researcher in the world of sales and customer success. He co-authored "The Challenger Sale" in 2011 which turned the world of B2B sales on its head, and encouraged salespeople around the world to take control of the customer conversation. He's now back with "The JOLT Effect" which tells us that our biggest problem with closing sales isn't losing to a competitor but losing to no decision at all. Here are some of the highlights of our discussion: There was a big gap in data-based, factual research on sales and it needed filling There are great sales books out there, but many of them are based on opinion and "what worked for me". Matt and his team took an outsiders' data-based approach and uncovered the surprising truth The Challenger Sale divided the sales community but resonated with founders Matt is not a salesman. This led some people to doubt his findings, but the data speaks for itself. The Challenger approach specifically resonated with startup founders who are natural challengers! All our assumptions about what makes good salespeople are wrong Sales have traditionally been taught to be relationship builders but in today's world of information overload, it's not enough to have a cosy conversation. Buyers need to be challenged, debated & given insight Up to 60% of Sales are lost not to a competitor, but to "no decision" & traditional approaches make it worse It's not enough to defeat the status quo. Buyers can be afraid to make a decision whatever the status quo. Traditional sales approaches make the problem worse. Customers are stuck and we need to JOLT them into action There's a playbook to defeat customer indecision that helps to take risk off the table & make buyers understand they're making a great decision. Product teams are crucial partners in helping sales teams do this. Buy "The JOLT Effect" "In sales, the worst thing you can hear from a customer isn't “no.” It's “I need to think about it.” When this happens, deeply entrenched business advice says to double down on your efforts to sell a buyer on all the ways they might win by choosing you and your business. But this approach backfires dramatically. Why? Because it completely gets wrong the primary driver behind purchasing decision-making: once purchase intent is established, customers no longer care about succeeding. What they really care about is not failing."   Check it out on Amazon. You can also check out the book website. Buy "The Challenger Sale" "The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades."   Check it out on Amazon. Make sure you check out "The Challenger Customer" and "The Effortless Experience" too! Contact Matt You can hit Matt up on LinkedIn.

In this episode, Supply Chain Careers podcast hosts, Mike Ogle and Chris Gaffney sit down with Elizabeth Maxted. Elizabeth shares her supply chain career journey and provides her career influences and path from a business degree to the Corporate Executive Board organization to her current position.Elizabeth currently serves as Vice President and General Manager of the Capital Assets Group for Liquidity Services.This podcast is brought to you by the supply chain recruiters at SCM Talent Group.Want to learn more about advancing your supply chain career?Head over to Supply Chain Careers!Want to apply for available Supply Chain Jobs?Head over to our Supply Chain Job Board!Want to sponsor or be featured on a podcast episode? -Head here and fill out the formToday in Manufacturing Inside the biggest stories impacting U.S. manufacturing.Listen on: Apple Podcasts Spotify

There are many ways to grow older, but one thing is certain: We're all doing it, if we're lucky. Very often choices about how and where to age are made under duress with the advent of an injury, illness or memory loss. Anyone who has been in that situation has probably wanted to turn to someone for help in sorting out the many confusing, often costly, options. David Greenwood, the founder and CEO of Owl Be There, has done the legwork and is sharing with franchisees his years of senior placement experience. With 10,000 people turning 65 daily, the projected growth in senior population is exponential. Making the right choices at the right time is critical to building the kind of lives that we want for ourselves and our loved ones. Dignity, purpose, social and emotional connection and a sense of safety are all essential to quality of life – which is the cornerstone of Owl Be There's approach to supporting later life transitions. He and his wife started the business in 2013 and since 2020 have been offering franchise opportunities, including ongoing and customized training to ensure a quick and successful launch. Owl Be There franchise owners help seniors and their loved ones navigate through some of the most challenging times in their lives, providing essential guidance for choosing the best housing and care solutions based on medical needs, budget, and preferences. The company's proven model supports a business that is built simultaneously on cultivating referral networks and managing families in crisis. We are all at our most vulnerable when a loved one hits an aging milestone. The options can be overwhelming and decisions tough to make. That's why Owl Be There franchisees need to have both the empathy and patience to support customers and the knowledge base and logistical expertise to help them execute the right plan. Giving seniors a hopeful vision – and the roadmap to get them there – is a passion for David, who has a wealth of knowledge that he's eager to share. The Owl Be There franchise fee is $54,400 and includes extensive training and resources. “We are a light in the darkness,” says David. “We can show people what to do when they don't know where to turn or who to turn to.”Here are key takeaways from the conversation:· Owl Be There and its franchise model has come up with new ways of reaching out to and working with clients and their families, but one thing remains constant: The ongoing and growing need for support.· Purpose, dignity and love are core ingredients to cultivating happiness as we age.· Timing is everything: With the right forethought and decision-making, seniors can enjoy a great quality of life as they age.· Owl Be There franchisees must be innately empathetic and patient with some level of leadership experience. With those qualifications and the tools, training and resources provided, franchise owners not only find their businesses thrive but that the work holds deep meaning.Here's a quick look into the episode:· David explains his initial impetus for getting involved with senior living and ultimately leveraging his sales skill set in the elder care space.· There is a crisis among seniors in need – a population that will continue to grow exponentially:o The growth rate of the 65+ population is – and will continue to be – three times greater than the total population through 2030.o More than 10,000 people are turning 65 each day.o The aging population is going to grow from 40 million today to 70 million in 2030. · Even those with mental or physical ailments can thrive as they age if provided the right living situation, social and emotional connections and opportunities for growth.· Videoconferencing and virtual touring has become a standard since pandemic; not as personal as experiencing communities live, but a place to start with the opportunity for in-person visits when appropriate.· Owl Be There franchisees learn quickly that they are building their business on two tracks: One focused on cultivating contacts and referrals and the other being prepared to jump into crisis intervention mode at any given time.· Franchisees typically place about 20 customers into either assisted living, memory care or home care (at an average of $4,000 per person) in their first year with that number generally doubling by the end of year two, at which point most hire at least one part-time senior living assistant. · Owl Be There franchisees must possess compassion, empathy and the ability to be manage through stressful situations. David finds that these intangible qualities often align with people who desire to operate their own business.· The Owl Be There franchise fee is $54,400 and royalties start at a discounted 6%, eventually increasing to 8%. Inclusive of training and other additional fees, the all-in investment for a quick launch is between $85,000 to $98,000.· Owl Be There's signature differentiator is its highly customized training program, which includes experts who mentor franchisees on an ongoing basis in the following areas: o Contracts and getting in the door to sign up additional local assisted livings.o Customer lead generation.o Logistics of family management and facilitation.o Psychological support and reinforcement around decision-making.o Account management and financial planning. · Owl Be There offers franchisees a deep foundation right out of the gate, with national contracts in a number of states and marketing/sales tools at the ready. · At the heart of Owl Be There is a deep commitment to crisis management and providing people who are vulnerable or unsure the resources and support they need to make the right choices. About David:As CEO of Owl Be There, David is committed to improving the lives of clients. His placement agency assists seniors in finding the best, most appropriate housing and care options in the Washington DC metro area, and search services are free to seniors who plan to pay privately for their housing and care. David brings a unique blend of senior care and financial planning expertise to Owl Be There. He has worked with thousands of seniors as a Senior Living Advisor, patient educator, a retirement planning professional, and as a long term care specialist. In addition, he has co-authored several books published by the Corporate Executive Board.individualized monthly or bi-monthly newsletters written by community leaders that include ad space for local businesses.

Show Notes Disruptive CEO Nation Podcast with Allison K. Summers Episode 122 Salil Pande, CEO & Founder, VMock, Chicago, USA and New Delhi, India Salil Pande, CEO and Founder of VMock, has a passion to use AI and machine learning to create better career systems for candidates and corporations. The SMART Career Platform technology provides students and professionals with instant feedback and guidance. The company employs 120 people and operates between Chicago and New Delhi, India. Before founding VMock, Salil was the Head of Emerging Markets for Siemens, where he led the firm's emerging market strategy. Prior to that, he was Director of Sales at the Corporate Executive Board, where he worked with Fortune 2000 clients. He is a frequent speaker at the Kellogg School of Management.  In our conversation, Salil shares his founder's journey, including a focus on: How VMock helps individuals in their ‘learning to earning' journey by harnessing technological ‘tutoring' through automated tools for resumes, interview skill feedback, and coaching. What it has been like building the company with a co-founder spouse and how undivided trust will pull you along. The value of placing a pause on investor money if you can accelerate the strategies and get your company to stand on its own. Envisioning the long game, securing patents, and the focus on constant improvement as a growth strategy. Viewpoints on trends for educational institutions to survive and thrive in the future - think fewer offerings and more highly branded expert programs. Enjoy the show! Connect with Salil: Website: https://www.vmock.com/site LinkedIn: https://www.linkedin.com/company/vmock-inc/ LinkedIn: https://www.linkedin.com/in/salilpande01/ Connect with Allison: Website: allisonksummers.com #CEO #business #businessstrategy #growthstrategy #entreprenuer #entrepreneurship #entreprenuerlife #tech #technology #startups #startupstory #AI #machinelearning #founder #femalefounder   Learn more about your ad choices. Visit megaphone.fm/adchoices

My guest today is Darcie Milazzo, Founder of the Penn Cannon Group, an Executive Coach, and an Agent of Transformation.Darcie Milazzo is dedicated to developing leaders with a commitment to make a positive difference in the world.  As a coach, consultant and higher education executive, she supports higher education institutions, its innovators and creatives in the successful pursuit of game-changing initiatives.Darcie has served as the Associate Dean for Strategic Initiatives at Georgetown University, a  co-creator of the Institute for Transformational Leadership at Georgetown University and served as one of its first co-directors.  At The Ohio State University, Milazzo was principal investigator for $4.75 million in annual grant funding. Milazzo began her career in Washington, DC, gaining professional experience in corporate training, product development, and best practices research at The Corporate Executive Board.  Darcie earned a Master's degree in higher education administration from the University of Michigan and a bachelor of science in organizational communication from Ohio University. She holds executive certificates in Organization Development and Leadership Coaching from Georgetown University. She is a member of the International Coach Federation. She is also certified to administer and interpret Myers Briggs Type Indicator. She is a board member for the Georgetown Institute for Transformational Leadership Network. Darcie currently leads the Penn Cannon Group, a global leadership development consultancy based in Pittsburgh, Pennsylvania.Since 2013, Darcie, her husband Matthew and two sons have lived in the north hills of Pittsburgh. On Pittsburgh, she shares "It's a city we truly love, with a community we admire and a place we can contribute. We are home." Penn Cannon has a dual meaning. First, it is derived from her sons' middle names, inspiring its work on behalf of future generations. And second, the names themselves come from two of the places that hold deep personal meaning for her; Pennsylvania and Cannon Beach, Oregon.   Website: Penn Cannon GroupEmail: darcie@penncannon.comBooks we discussed:The Body Keeps the Score by Bessel van der KolkWhat Happened to You? by Oprah Winfrey and Bruce PerryHealing Collective Trauma by Thomas Hübl and Julie Jordan AvrittRising Strong by Brené Brownwww.makelifelessdifficult.com

Olivia Fuller: Hi, and welcome to Book Club, a Sales Enablement PRO podcast, I’m Olivia Fuller. Sales enablement is a constantly evolving space, and we’re here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their role. When most people think about the act of selling, they often think that it’s all about making something seem desirable to motivate someone to buy it, but what if it was actually about the opposite? This is an idea that Todd Caponi explores in his book, “The Transparency Sale,” where he makes the case that leading with your flaws and actually embracing vulnerability is the key to building buyer engagement. As Todd puts it, effective sales today requires radical transparency, and he’s here to tell us a little bit more about why this is so essential. With that, Todd, I’d love if you can introduce yourself to our audience and tell us a little bit about your book. Todd Caponi: Cool. I’ll do it in story form because I think it’ll crystallize this. I’m a multi-time sales leader. My last role was the Chief Revenue Officer of a company here in Chicago, where I am, called PowerReviews. You could probably guess from the name PowerReviews, we were in the space of helping retailers and brands collect and display ratings and reviews on their websites. Meaning you’re buying a pair of Crocs or a sweater on Vineyard Vines or whatever, you look at the product, you scroll down, there’s the reviews. That was us for many cases, doing the collect and display. Here’s what happened. We did a research study with Northwestern University here in Chicago that looked at when a website’s acting as a salesperson, i.e., an e-commerce site, what do people do? What do human beings do? There were three data points that came back from it. Two of them changed my life in only a way that could be changed for a nerd like me because I’m super behavioral science data nerdy. The first step that did not change my life was that we all read reviews today. I’m assuming, Olivia, when you’re buying something that you haven’t bought before, you probably read reviews first, but here’s the two that blew my mind. Number one, that 85% of us go to the negative reviews first. I don’t know if when you’re reading reviews, you skip the fives and go right to the fours, threes, twos, and ones, but that’s what most of us do. The second data point that changed my life was a product that has an average review score between a 4.2 and a 4.5, that range on a five-star scale is optimal for purchase conversion. You're selling something on a website, right under it somebody who’s bought that comes back and says, I hated this product, here’s why, and it’s right under the product, somehow that actually helps it sell more. I looked at that and thought, alright, that’s when a website’s acting as a salesperson, what happens in human to human or B2B selling? Should that dynamic be the same? As it turns out, it is. I found really, really quickly that, again, if 85% of us go to the negative first, it’s what our brain desires. When we start a conversation by embracing something that maybe we’re not great at or that we give up to be good at our core or a competitor that we’re looking at might be better at than us, when you lead with that, magic happens. Sales cycles speed up, win rates get better, we work deals we should be working, and we stop working the deals that we’re going to lose anyway, we lose faster. From trying it out and seeing that magic happen, I like a lunatic, quit my job and wrote the book, “The Transparency Sale,” which really talks through not only the data, but the behavioral science, and then how you apply it to every single stage of your sales process from positioning and prospecting to even negotiating and post-sale clients. OF: Yeah, I’m glad you brought that story up because I think that helps put this into context a little bit more with actually one of the key points that stood out to me in your book, which was that embracing imperfections and prioritizing honesty is really how salespeople can better engage customers. Can you tell us a little bit more about this? Why does transparency, even in maybe areas where a product or service fall short, how does that help build loyalty? TC: Well, yeah, there’s a couple of things. First of all, if you’ve been to Ikea before or Costco or been on a Southwest Airlines flight, those organizations, those companies, those retailers, they embrace the things they give up. Ikea is a nightmare. When you walk into an Ikea, you know you’re in for it. When they hand you a map, you're like, I need a map to buy stuff? What? Then you’ve got to find it, you've got to go to the warehouse, pull the boxes off onto carts that don’t have brakes, jam it into the back of your car Tetris style. swear your way through that, get it home, thinking that you just left the nightmare back at the store. Instead, you open up the box, there’s 150 parts and no words on the work instructions other than like Sparta or whatever their crazy brand names are, and then when you’re done, you’re like, oh, you know what, that looks pretty good. We should go back. we should’ve bought the end tables with that bedroom set. Ikea shoppers, it’s a nightmare, yet they’re incredibly loyal. They're the number one retailer for furniture in the world for 13 straight years. Costco, the same thing. You've got to buy a membership, there’s very limited brand selection, if you want some ranch dressing for your salad you've got to buy almost a gallon, if you need a toothbrush here’s a half dozen, we’re going to have somebody at the door that’s going to check your receipt to make sure you’re not stealing anything. And yet, number two retailer in the country is Costco behind Walmart. The point being that obviously over promise and under deliver is a bad idea. We all know we never should over promise and under deliver, but there’s something crazy I discovered. Under promise and over deliver is also bad because it creates a short-term satisfaction spike, but it becomes unsustainable, and it is a form of lying believe it or not. We get something I like to call expectation inflation. If we keep doing it, then I’m going to take what you tell me and I’m going to add a little to it, and if I don’t get that, I’m going to be disappointed. The point being that in our brains as human beings, when expectations are set properly, and we feel like we trust that we can predict what our experience is going to be like, that’s what triggers our decision. When expectations are set and consistently met over and over and over again, that’s what creates loyalty. You go to a Starbucks here, I’m in Chicago obviously and you’re in Seattle, the heart of Starbucks, the coffee tastes exactly the same. Go to Europe, the Pike Place is still the exact same, it’s consistent expectation setting. It’s building that consistency and that’s what creates customers that not only buy, but they stay, they buy more, and they’re more likely to advocate. I’m clearly biased, but it all starts with transparency and setting proper expectations, not over promising and under delivering or doing vice versa. OF: Actually, on that point, you also emphasize that every interaction with a prospect is really a decision point for them. What role does empathy play in the decision-making process for buyers, and how can reps really take advantage of every interaction with buyers to not only reduce skepticism, but also build better engagement? TC: Yeah. Well, there’s a funny thing about empathy, I’ll start there. When I scroll through LinkedIn, and people are like, oh, you've got be empathetic, and then they go on to explain it, 9 times out of 10 they’re actually talking about sympathy, not empathy. Empathy is literally being able to see the world through the eyes of the people that you’re trying to communicate with. Empathy actually takes it to the point where you’re almost feeling what they feel along with them. To be truly great at what we do as sales professionals, as sales enablers trying to get into the heads of the salespeople that you’re trying to enable, that empathy, not sympathy, like, oh, I hope things are good in these trying times, that’s sympathy, empathy is, hey, I understand you. From a buyer’s perspective, I’m going to give you a weird analogy. A quick story. In Seattle, they don’t have Culver’s I don't think. Culver’s is a fast-food place and they’ve got something called butter burgers and then they’ve got frozen custard, which is heavenly. It’s really, really good. A few months ago, my wife and I and my two kids, who are 8 and 10, we’re out and about and we my wife was like, hey, should we go get some ice cream? My kids with their hawk ears are just like, ice cream? Yeah, let’s go! They’re all excited, so we go drive to Culver’s because they love this frozen custard. We’ve got the means; we’ve made the decision to go there. We get there, the line for the drive thru is 15 cars long and then we can see there’s a bunch of people waiting for their food right on the other side, where the pickup window is. We’re just like, oh gosh, this blows. We get in line because the kids are bought in, they’ve got the means, they’re there, they want this reward. Within two minutes, my ten-year-old daughter leans forward and she’s like, hey, can we just go home? Like really? Then my eight-year-old was like, yeah, I don’t want to wait here. Let’s go. Alright! We were there, the reward is there, this fantastic reward, but we get there and within two minutes, our expectations hadn’t been met. There was this expectation that the journey to the reward was going to be difficult, which in the end made that reward looked less sweet even to a 10-year-old and an eight-year-old. My point being, when you think about the processes that you take buyers through, expectation setting and empathy, understanding that that perception of a reward may be biased by the perception of the journey to get to it. That’s part of what empathy is. Do you have an opportunity to differentiate in the way that you sell? Part of what transparency does is it does the homework for the buyer. There was a study in 2017 by the Corporate Executive Board, which is now part of Gartner, that looked at consensus buyers and looked at, how do they spend their time? What they found is 39% of their time was spent talking to you, talking to your competitors, or talking to their internal buying groups. That leaves another 61%. What are they doing? They’re back-channeling you because all they hear is perfect five-star stuff. They’ve got to call their buddies and check with analysts and if you’re in the tech space, they’re going to the G2's and the TrustRadius'. They’re even reading Glassdoor reviews. That’s homework, that’s like extra cars in the drive through line. How do we reduce those cars in the drive through and make the journey as frictionless as possible? When we do that, because I'm betting you anybody who’s listening, if I say, who’s your biggest competitor, they’re probably going to go, oh that's the status quo. Yeah, it’s the status quo, and many times it’s not the customer it’s you. This part of transparency is about removing homework. Now, this was one of those rants, Olivia, but I I’ll just add one little piece to it. Another piece of empathy, we all think that consensus selling is hard. We got to sell and there’s multiple buyers, we’ve got to wrangle them all, how difficult. True, but consensus buying is harder. These buyers, they don’t have a whole organization behind you. Your sellers, they’ve got you, sales enablers. Your buyers, they don’t have buyer enablement, they don’t have processes. The stuff they’re buying from you, they buy once ever. They don’t know how to do this, so consensus buying is harder. Now, add to it that all of those buyers are remote just like you. Consensus buying just got harder. They can’t run into somebody in the parking lot or run into them in the kitchen getting coffee, consensus building for your buyers just became much more difficult. When we think about the elements of transparency, but just to your question about true empathy, see through the customer’s eyes that at home, it’s added cars to that drive thru. You’re going to find that no matter how sweet that frozen custard is, even the kids look at it, that’s an amazing reward, but gosh, this is going to be too hard, I’m going to prioritize something else. Your buyers are doing that, and transparency is just one of those ways that you can remove friction and make that drive thru line look a lot shorter. OF: Well, that’s a fantastic story. One of the points that you brought up throughout that was around buy-in, and in the book, you talk about one of the steps to really create resonance with buyers is actually through building a mutual decision plan. What are some of the core things to include in a mutual decision plan and how can that help streamline the buying process for the buyer? TC: Well, yeah. It goes back to that point about the buyer not having the expertise in buying like you do in selling. How do we remove friction from that buying journey and set proper expectations? I call it the mutual decision plan in book, which is sitting across the table with the individual or across your Zoom or across the phone, and just helping them see what that journey is going to be like. The mutual decision plan really brings all of these pieces together. That perception of a reward being biased by the journey and transparency and true empathy. It’s about sitting across the table and going, hey, listen, when we work with companies like yours, here’s some of the steps that they typically have to go through. Can we just match those up and make sure that we’ve got the journey right? I don’t know if you’ve ever mountain climbed or anything, but imagine going to Mount Everest, and there’s a Sherpa there that meets you. The Sherpa’s just like, it’s a big mountain, how do you want to go? Which way do you want to go? You’d probably be like we’re all going to die. There’s a confidence that’s built. A lot of salespeople are like, oh, I don’t want to put the customer into a box and feel like I’m creating all these structures around them. If it’s positioned right, you’re giving them confidence that A, you know the journey, and B, you’re setting an expectation about what that journey is going to be like. That Culver’s example, my family and I, we went a few weeks ago to Gatlinburg and Pigeon Forge in Tennessee. I don’t know if you’ve ever been there, it’s like Vegas for kids, but there’s Dollywood. Dollywood is this big amusement park, it's a fantastic amusement. You get there and one of the rides the kids wanted to go on, there’s a line. At the entrance to the line, it says it’s a 40-minute wait from here. We’re like, alright, cool. That Culver’s example is when expectations aren’t met, the Dollywood example, we gladly waited in line because they set proper expectations with us. We knew what that journey was going to be. We made the decision. Is the juice going to be worth the squeeze here? We said yes. It was probably like 38 minutes; it was right on. We were cool with it because they set proper expectations. I think that’s part of the power of, hey, his is what the journey is going to look like, we’ve seen it a hundred times, I want to help you and enable you to get to the goal line in your decision, whether it’s with us or not. Here’s the expectation around it, let’s add in some of the things that are unique to your situation. If you don’t want to go on this journey, that’s cool too. Let’s part as friends right now. I think that’s part of the power of all of this. OF: Definitely. We’ve been talking a lot about the buyer’s journey and the buyer’s experience, but a lot of that has been in the context of leading up to the initial purchase. It's just as important to keep customers engaged and continue to drive loyalty throughout their entire experience with an organization. I’m curious if you can tell us what are some best practices for really partnering with revenue teams internally to continue to deliver value through transparency? TC: This transparency is not only just about the front of the sales process. Friction removal and the buying journey is not about the front either, it’s about the whole process. One of the things that I teach a lot of is this idea called transparent negotiating. I don’t know about you, I always thought it was weird that when we get to the goal line of a deal with a customer, the customer says, yes, it requires a different person to negotiate than it does to sell. As a matter of fact, like I learned how to negotiate from a former FBI hostage negotiator. We’re not negotiating the release of hostages from a bank heist, and this person I’m negotiating with, I need to have a relationship with post-sale. What are we doing? I had stumbled upon a concept called transparent negotiating, which is basically playing your card space up around the four things that matter to you and every for-profit organization in the world, which is every single one cares about how much you buy, so volume, how fast you pay, so the timing of cash, how long you commit, so the length of commitment and when you sign. Those are four things that we’re willing to pay you for in the form of a discount. Commit to more pay faster, commit longer, help us forecast. That’s another one of those examples of A, you’re building trust to the goal line instead of eroding it via traditional negotiation methods, B, you’re getting value for every dollar you give away in the form of a discount, and C, you’re giving them the cards to negotiate their own deal. You’re removing friction in a big way, and you end up with more valuable, more predictable deals, and you’ve built trust to the goal line. That’s one really important piece that I would hope that everybody would think about. Think about the negotiation that you do. Now, to your question about sales enablement, I have a slightly different take on sales enablement than most. I’ve got this book, but I’m in the midst of writing my second book right now, which is called, “The Transparent Sales Leader,” that hopefully will be out in February. I feel like sales enablement's role is essentially three core components. Number one is this idea of what I call amalgamate, which is going across an organization to their leaders and helping to curate all of the requirements across the organization, and then prioritize them and work with sales leaders on we’re going to say yes to these, we’re going to say no to these, and every new thing that comes in is going to require one of the yeses to go away. You amalgamate. The second piece is orchestrate, which is on those priorities, now you focus on orchestrating. What is the most efficient and effective way of getting those priorities and the goals associated with them into the brains of our salespeople in an executable way? The third piece is what I call evaluate, which is, how’s it working? Measuring, adjusting. Sales enablement is the first line of understanding whether your new hires are going to make it. Having structures in place that allow them to be able to see those warning signs upfront and be able to communicate those. I think when sales enablement thinks about their role, that way, that becomes such an effective partnering mechanism. As a CRO and a multi-time sales leader, when those structures were in place and there wasn’t an expectation that sales enablement is the dreaded sales trainer, no, that’s not the role, the role is to help prioritize, execute on those priorities and then help us see what’s going on in the field. That’s where partnership truly takes place and becomes so valuable. When that clicks, that’s where I, as a sales leader, invest more and more and more in sales enablement. OF: Digging in there actually a little bit more about enablement's role, you mentioned this, but enablement often plays a large part in arming reps with the tools that they need to be successful. To your point, it’s also about driving collaboration among key stakeholders. How can enablement really ensure that reps across revenue teams have the knowledge and skills that are really needed to engage with prospects and customers in an authentic way? TC: In the last three business days, I’ve had five different sales leaders reach out to me going Todd, do you know anybody? I’m hiring sales reps; I can’t find them. There's such like a frantic mode right there. Before I answer your question, for anybody who’s in sales enablement who’s listening, the thing that I’ve told all of those sales leaders is that right now, according to ZipRecruiter, there is 714,000 open sales roles. Your organizations that are hiring are competing for talent against all of that. Then you add to it that the number of new unicorns that have been established, the funding that are multi-billion dollars that are considered unicorns, year over year, beginning of the year to beginning of the year pre COVID, it’s up 600 percent. That’s only going to get worse. My advice for all of the sales leaders that I gave was this: look at your job requirements. You’ve got sales roles, you've got 10 bullets of the things you’re going to look for, cross off five of them. Right now, find five that you’re going to be fine if you live without, and then double down on enablement. Take one of those head count, take the dollars, and use it to invest in more internal resources to assist enablement, allow enablement to go outside and bring in outside practitioners to fill in the gaps and the holes, and just focus on taking those people that are not quite going to be able to check all the boxes and get them upskilled or out as quickly as possible. You’ve got to do that now. That's number one on this whole thing. I guess that answers the question. If you can seek ways to help educate your leaders to understand that conundrum, that you’re going to be bringing in some people that don’t check all the boxes. Then you've got to invest in enablement. I know that’ll come across as self-serving, so hopefully my words here will help you, it’ll help you with that justification. The competition for talent is real and it’s not going away anytime soon. I think sales enablement is the success or failure of many of these organizations. OF: Definitely. I’m so glad that we have you here to share your perspective on sales enablement from the perspective of a sales leader. Digging into that a little bit more, my last question for you is really around, given your background as a sales leader, what are some of the key metrics or things that enablement leaders really need to be tracking to reinforce the importance of transparency and also their impact on business? TC: Number one, one of the things that I used to screw up is this idea of we need to at all times have four X our quota in pipeline looking across my salespeople. One stat that you can use that’s really effective when you think about transparency is your ratio, your win percentage. That’s really, really important, but there’s another data point, which is time to loss. The deals you lose, how long is it taking you to lose? My point being, I used to manage my reps and I’d be like, hey, you need to always have four X quota in pipeline because we know we’re not going to close everything. What did the reps do? They filled it four X filled with crap because that was something I was measuring. If you do transparency right, and you lead with, hey, we give up this to be great at our core, our competitor might be better in this area and if that’s going to be important, let’s bet that now, or hey, our pricing based on our understanding of your environment is going to be between X and Y, if that’s going to be trouble, let’s discuss that upfront before we invest a bunch of time in each other. If that won’t match, let’s part as friends right now. What that ends up doing is like I said, it speeds sales cycles because you’ve built it on a foundation of trust, your win rates should go up mainly because you’re working deals that you should be working and instead of working the deals you’re going to lose anyway, you lose them really, really quickly. The answer, again, is look at your win rate. If you’re only winning 20, 25% of the deals that you’re qualifying, there’s a qualification issue. I bet the transparency upfront would help vet some of that, so you’re spending time on the deals you should be working or you’re spending time prospecting into the opportunities that would be better for you. That second data point is look across your losses and figure out is it taking us two weeks to lose or two years to lose or six months to lose. If it’s taking you that long to lose, analyze the heck out of that and use that as a really key data point to see whether or not transparency could be a powerful tool to get more efficient in your pipeline. OF: Fantastic. Well, Todd, thank you so much for sharing all of these insights with our audience. I know I learned a ton from you and our audience I’m sure will as well. Thank you again. TC: Hey, thanks for having me. As you can tell, I’m such a nerd for this, I could rant about it all day. Again, sales enablement, there’s nothing more important right now in this economy, in this market. If I can be a resource for you or anybody else, please reach out. I’d love to help out in any way that I can. OF: Awesome. To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there’s something you’d like to share or a topic you’d like to learn more about, please let us know. We’d love to hear you.

Olivia Fuller: Hi, and welcome to Book Club, a Sales Enablement PRO podcast, I’m Olivia Fuller. Sales enablement is a constantly evolving space, and we’re here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their role. When most people think about the act of selling, they often think that it’s all about making something seem desirable to motivate someone to buy it, but what if it was actually about the opposite? This is an idea that Todd Caponi explores in his book, “The Transparency Sale,” where he makes the case that leading with your flaws and actually embracing vulnerability is the key to building buyer engagement. As Todd puts it, effective sales today requires radical transparency, and he’s here to tell us a little bit more about why this is so essential. With that, Todd, I’d love if you can introduce yourself to our audience and tell us a little bit about your book. Todd Caponi: Cool. I’ll do it in story form because I think it’ll crystallize this. I’m a multi-time sales leader. My last role was the Chief Revenue Officer of a company here in Chicago, where I am, called PowerReviews. You could probably guess from the name PowerReviews, we were in the space of helping retailers and brands collect and display ratings and reviews on their websites. Meaning you’re buying a pair of Crocs or a sweater on Vineyard Vines or whatever, you look at the product, you scroll down, there’s the reviews. That was us for many cases, doing the collect and display. Here’s what happened. We did a research study with Northwestern University here in Chicago that looked at when a website’s acting as a salesperson, i.e., an e-commerce site, what do people do? What do human beings do? There were three data points that came back from it. Two of them changed my life in only a way that could be changed for a nerd like me because I’m super behavioral science data nerdy. The first step that did not change my life was that we all read reviews today. I’m assuming, Olivia, when you’re buying something that you haven’t bought before, you probably read reviews first, but here’s the two that blew my mind. Number one, that 85% of us go to the negative reviews first. I don’t know if when you’re reading reviews, you skip the fives and go right to the fours, threes, twos, and ones, but that’s what most of us do. The second data point that changed my life was a product that has an average review score between a 4.2 and a 4.5, that range on a five-star scale is optimal for purchase conversion. You're selling something on a website, right under it somebody who’s bought that comes back and says, I hated this product, here’s why, and it’s right under the product, somehow that actually helps it sell more. I looked at that and thought, alright, that’s when a website’s acting as a salesperson, what happens in human to human or B2B selling? Should that dynamic be the same? As it turns out, it is. I found really, really quickly that, again, if 85% of us go to the negative first, it’s what our brain desires. When we start a conversation by embracing something that maybe we’re not great at or that we give up to be good at our core or a competitor that we’re looking at might be better at than us, when you lead with that, magic happens. Sales cycles speed up, win rates get better, we work deals we should be working, and we stop working the deals that we’re going to lose anyway, we lose faster. From trying it out and seeing that magic happen, I like a lunatic, quit my job and wrote the book, “The Transparency Sale,” which really talks through not only the data, but the behavioral science, and then how you apply it to every single stage of your sales process from positioning and prospecting to even negotiating and post-sale clients. OF: Yeah, I’m glad you brought that story up because I think that helps put this into context a little bit more with actually one of the key points that stood out to me in your book, which was that embracing imperfections and prioritizing honesty is really how salespeople can better engage customers. Can you tell us a little bit more about this? Why does transparency, even in maybe areas where a product or service fall short, how does that help build loyalty? TC: Well, yeah, there’s a couple of things. First of all, if you’ve been to Ikea before or Costco or been on a Southwest Airlines flight, those organizations, those companies, those retailers, they embrace the things they give up. Ikea is a nightmare. When you walk into an Ikea, you know you’re in for it. When they hand you a map, you're like, I need a map to buy stuff? What? Then you’ve got to find it, you've got to go to the warehouse, pull the boxes off onto carts that don’t have brakes, jam it into the back of your car Tetris style. swear your way through that, get it home, thinking that you just left the nightmare back at the store. Instead, you open up the box, there’s 150 parts and no words on the work instructions other than like Sparta or whatever their crazy brand names are, and then when you’re done, you’re like, oh, you know what, that looks pretty good. We should go back. we should’ve bought the end tables with that bedroom set. Ikea shoppers, it’s a nightmare, yet they’re incredibly loyal. They're the number one retailer for furniture in the world for 13 straight years. Costco, the same thing. You've got to buy a membership, there’s very limited brand selection, if you want some ranch dressing for your salad you've got to buy almost a gallon, if you need a toothbrush here’s a half dozen, we’re going to have somebody at the door that’s going to check your receipt to make sure you’re not stealing anything. And yet, number two retailer in the country is Costco behind Walmart. The point being that obviously over promise and under deliver is a bad idea. We all know we never should over promise and under deliver, but there’s something crazy I discovered. Under promise and over deliver is also bad because it creates a short-term satisfaction spike, but it becomes unsustainable, and it is a form of lying believe it or not. We get something I like to call expectation inflation. If we keep doing it, then I’m going to take what you tell me and I’m going to add a little to it, and if I don’t get that, I’m going to be disappointed. The point being that in our brains as human beings, when expectations are set properly, and we feel like we trust that we can predict what our experience is going to be like, that’s what triggers our decision. When expectations are set and consistently met over and over and over again, that’s what creates loyalty. You go to a Starbucks here, I’m in Chicago obviously and you’re in Seattle, the heart of Starbucks, the coffee tastes exactly the same. Go to Europe, the Pike Place is still the exact same, it’s consistent expectation setting. It’s building that consistency and that’s what creates customers that not only buy, but they stay, they buy more, and they’re more likely to advocate. I’m clearly biased, but it all starts with transparency and setting proper expectations, not over promising and under delivering or doing vice versa. OF: Actually, on that point, you also emphasize that every interaction with a prospect is really a decision point for them. What role does empathy play in the decision-making process for buyers, and how can reps really take advantage of every interaction with buyers to not only reduce skepticism, but also build better engagement? TC: Yeah. Well, there’s a funny thing about empathy, I’ll start there. When I scroll through LinkedIn, and people are like, oh, you've got be empathetic, and then they go on to explain it, 9 times out of 10 they’re actually talking about sympathy, not empathy. Empathy is literally being able to see the world through the eyes of the people that you’re trying to communicate with. Empathy actually takes it to the point where you’re almost feeling what they feel along with them. To be truly great at what we do as sales professionals, as sales enablers trying to get into the heads of the salespeople that you’re trying to enable, that empathy, not sympathy, like, oh, I hope things are good in these trying times, that’s sympathy, empathy is, hey, I understand you. From a buyer’s perspective, I’m going to give you a weird analogy. A quick story. In Seattle, they don’t have Culver’s I don't think. Culver’s is a fast-food place and they’ve got something called butter burgers and then they’ve got frozen custard, which is heavenly. It’s really, really good. A few months ago, my wife and I and my two kids, who are 8 and 10, we’re out and about and we my wife was like, hey, should we go get some ice cream? My kids with their hawk ears are just like, ice cream? Yeah, let’s go! They’re all excited, so we go drive to Culver’s because they love this frozen custard. We’ve got the means; we’ve made the decision to go there. We get there, the line for the drive thru is 15 cars long and then we can see there’s a bunch of people waiting for their food right on the other side, where the pickup window is. We’re just like, oh gosh, this blows. We get in line because the kids are bought in, they’ve got the means, they’re there, they want this reward. Within two minutes, my ten-year-old daughter leans forward and she’s like, hey, can we just go home? Like really? Then my eight-year-old was like, yeah, I don’t want to wait here. Let’s go. Alright! We were there, the reward is there, this fantastic reward, but we get there and within two minutes, our expectations hadn’t been met. There was this expectation that the journey to the reward was going to be difficult, which in the end made that reward looked less sweet even to a 10-year-old and an eight-year-old. My point being, when you think about the processes that you take buyers through, expectation setting and empathy, understanding that that perception of a reward may be biased by the perception of the journey to get to it. That’s part of what empathy is. Do you have an opportunity to differentiate in the way that you sell? Part of what transparency does is it does the homework for the buyer. There was a study in 2017 by the Corporate Executive Board, which is now part of Gartner, that looked at consensus buyers and looked at, how do they spend their time? What they found is 39% of their time was spent talking to you, talking to your competitors, or talking to their internal buying groups. That leaves another 61%. What are they doing? They’re back-channeling you because all they hear is perfect five-star stuff. They’ve got to call their buddies and check with analysts and if you’re in the tech space, they’re going to the G2's and the TrustRadius'. They’re even reading Glassdoor reviews. That’s homework, that’s like extra cars in the drive through line. How do we reduce those cars in the drive through and make the journey as frictionless as possible? When we do that, because I'm betting you anybody who’s listening, if I say, who’s your biggest competitor, they’re probably going to go, oh that's the status quo. Yeah, it’s the status quo, and many times it’s not the customer it’s you. This part of transparency is about removing homework. Now, this was one of those rants, Olivia, but I I’ll just add one little piece to it. Another piece of empathy, we all think that consensus selling is hard. We got to sell and there’s multiple buyers, we’ve got to wrangle them all, how difficult. True, but consensus buying is harder. These buyers, they don’t have a whole organization behind you. Your sellers, they’ve got you, sales enablers. Your buyers, they don’t have buyer enablement, they don’t have processes. The stuff they’re buying from you, they buy once ever. They don’t know how to do this, so consensus buying is harder. Now, add to it that all of those buyers are remote just like you. Consensus buying just got harder. They can’t run into somebody in the parking lot or run into them in the kitchen getting coffee, consensus building for your buyers just became much more difficult. When we think about the elements of transparency, but just to your question about true empathy, see through the customer’s eyes that at home, it’s added cars to that drive thru. You’re going to find that no matter how sweet that frozen custard is, even the kids look at it, that’s an amazing reward, but gosh, this is going to be too hard, I’m going to prioritize something else. Your buyers are doing that, and transparency is just one of those ways that you can remove friction and make that drive thru line look a lot shorter. OF: Well, that’s a fantastic story. One of the points that you brought up throughout that was around buy-in, and in the book, you talk about one of the steps to really create resonance with buyers is actually through building a mutual decision plan. What are some of the core things to include in a mutual decision plan and how can that help streamline the buying process for the buyer? TC: Well, yeah. It goes back to that point about the buyer not having the expertise in buying like you do in selling. How do we remove friction from that buying journey and set proper expectations? I call it the mutual decision plan in book, which is sitting across the table with the individual or across your Zoom or across the phone, and just helping them see what that journey is going to be like. The mutual decision plan really brings all of these pieces together. That perception of a reward being biased by the journey and transparency and true empathy. It’s about sitting across the table and going, hey, listen, when we work with companies like yours, here’s some of the steps that they typically have to go through. Can we just match those up and make sure that we’ve got the journey right? I don’t know if you’ve ever mountain climbed or anything, but imagine going to Mount Everest, and there’s a Sherpa there that meets you. The Sherpa’s just like, it’s a big mountain, how do you want to go? Which way do you want to go? You’d probably be like we’re all going to die. There’s a confidence that’s built. A lot of salespeople are like, oh, I don’t want to put the customer into a box and feel like I’m creating all these structures around them. If it’s positioned right, you’re giving them confidence that A, you know the journey, and B, you’re setting an expectation about what that journey is going to be like. That Culver’s example, my family and I, we went a few weeks ago to Gatlinburg and Pigeon Forge in Tennessee. I don’t know if you’ve ever been there, it’s like Vegas for kids, but there’s Dollywood. Dollywood is this big amusement park, it's a fantastic amusement. You get there and one of the rides the kids wanted to go on, there’s a line. At the entrance to the line, it says it’s a 40-minute wait from here. We’re like, alright, cool. That Culver’s example is when expectations aren’t met, the Dollywood example, we gladly waited in line because they set proper expectations with us. We knew what that journey was going to be. We made the decision. Is the juice going to be worth the squeeze here? We said yes. It was probably like 38 minutes; it was right on. We were cool with it because they set proper expectations. I think that’s part of the power of, hey, his is what the journey is going to look like, we’ve seen it a hundred times, I want to help you and enable you to get to the goal line in your decision, whether it’s with us or not. Here’s the expectation around it, let’s add in some of the things that are unique to your situation. If you don’t want to go on this journey, that’s cool too. Let’s part as friends right now. I think that’s part of the power of all of this. OF: Definitely. We’ve been talking a lot about the buyer’s journey and the buyer’s experience, but a lot of that has been in the context of leading up to the initial purchase. It's just as important to keep customers engaged and continue to drive loyalty throughout their entire experience with an organization. I’m curious if you can tell us what are some best practices for really partnering with revenue teams internally to continue to deliver value through transparency? TC: This transparency is not only just about the front of the sales process. Friction removal and the buying journey is not about the front either, it’s about the whole process. One of the things that I teach a lot of is this idea called transparent negotiating. I don’t know about you, I always thought it was weird that when we get to the goal line of a deal with a customer, the customer says, yes, it requires a different person to negotiate than it does to sell. As a matter of fact, like I learned how to negotiate from a former FBI hostage negotiator. We’re not negotiating the release of hostages from a bank heist, and this person I’m negotiating with, I need to have a relationship with post-sale. What are we doing? I had stumbled upon a concept called transparent negotiating, which is basically playing your card space up around the four things that matter to you and every for-profit organization in the world, which is every single one cares about how much you buy, so volume, how fast you pay, so the timing of cash, how long you commit, so the length of commitment and when you sign. Those are four things that we’re willing to pay you for in the form of a discount. Commit to more pay faster, commit longer, help us forecast. That’s another one of those examples of A, you’re building trust to the goal line instead of eroding it via traditional negotiation methods, B, you’re getting value for every dollar you give away in the form of a discount, and C, you’re giving them the cards to negotiate their own deal. You’re removing friction in a big way, and you end up with more valuable, more predictable deals, and you’ve built trust to the goal line. That’s one really important piece that I would hope that everybody would think about. Think about the negotiation that you do. Now, to your question about sales enablement, I have a slightly different take on sales enablement than most. I’ve got this book, but I’m in the midst of writing my second book right now, which is called, “The Transparent Sales Leader,” that hopefully will be out in February. I feel like sales enablement's role is essentially three core components. Number one is this idea of what I call amalgamate, which is going across an organization to their leaders and helping to curate all of the requirements across the organization, and then prioritize them and work with sales leaders on we’re going to say yes to these, we’re going to say no to these, and every new thing that comes in is going to require one of the yeses to go away. You amalgamate. The second piece is orchestrate, which is on those priorities, now you focus on orchestrating. What is the most efficient and effective way of getting those priorities and the goals associated with them into the brains of our salespeople in an executable way? The third piece is what I call evaluate, which is, how’s it working? Measuring, adjusting. Sales enablement is the first line of understanding whether your new hires are going to make it. Having structures in place that allow them to be able to see those warning signs upfront and be able to communicate those. I think when sales enablement thinks about their role, that way, that becomes such an effective partnering mechanism. As a CRO and a multi-time sales leader, when those structures were in place and there wasn’t an expectation that sales enablement is the dreaded sales trainer, no, that’s not the role, the role is to help prioritize, execute on those priorities and then help us see what’s going on in the field. That’s where partnership truly takes place and becomes so valuable. When that clicks, that’s where I, as a sales leader, invest more and more and more in sales enablement. OF: Digging in there actually a little bit more about enablement's role, you mentioned this, but enablement often plays a large part in arming reps with the tools that they need to be successful. To your point, it’s also about driving collaboration among key stakeholders. How can enablement really ensure that reps across revenue teams have the knowledge and skills that are really needed to engage with prospects and customers in an authentic way? TC: In the last three business days, I’ve had five different sales leaders reach out to me going Todd, do you know anybody? I’m hiring sales reps; I can’t find them. There's such like a frantic mode right there. Before I answer your question, for anybody who’s in sales enablement who’s listening, the thing that I’ve told all of those sales leaders is that right now, according to ZipRecruiter, there is 714,000 open sales roles. Your organizations that are hiring are competing for talent against all of that. Then you add to it that the number of new unicorns that have been established, the funding that are multi-billion dollars that are considered unicorns, year over year, beginning of the year to beginning of the year pre COVID, it’s up 600 percent. That’s only going to get worse. My advice for all of the sales leaders that I gave was this: look at your job requirements. You’ve got sales roles, you've got 10 bullets of the things you’re going to look for, cross off five of them. Right now, find five that you’re going to be fine if you live without, and then double down on enablement. Take one of those head count, take the dollars, and use it to invest in more internal resources to assist enablement, allow enablement to go outside and bring in outside practitioners to fill in the gaps and the holes, and just focus on taking those people that are not quite going to be able to check all the boxes and get them upskilled or out as quickly as possible. You’ve got to do that now. That's number one on this whole thing. I guess that answers the question. If you can seek ways to help educate your leaders to understand that conundrum, that you’re going to be bringing in some people that don’t check all the boxes. Then you've got to invest in enablement. I know that’ll come across as self-serving, so hopefully my words here will help you, it’ll help you with that justification. The competition for talent is real and it’s not going away anytime soon. I think sales enablement is the success or failure of many of these organizations. OF: Definitely. I’m so glad that we have you here to share your perspective on sales enablement from the perspective of a sales leader. Digging into that a little bit more, my last question for you is really around, given your background as a sales leader, what are some of the key metrics or things that enablement leaders really need to be tracking to reinforce the importance of transparency and also their impact on business? TC: Number one, one of the things that I used to screw up is this idea of we need to at all times have four X our quota in pipeline looking across my salespeople. One stat that you can use that’s really effective when you think about transparency is your ratio, your win percentage. That’s really, really important, but there’s another data point, which is time to loss. The deals you lose, how long is it taking you to lose? My point being, I used to manage my reps and I’d be like, hey, you need to always have four X quota in pipeline because we know we’re not going to close everything. What did the reps do? They filled it four X filled with crap because that was something I was measuring. If you do transparency right, and you lead with, hey, we give up this to be great at our core, our competitor might be better in this area and if that’s going to be important, let’s bet that now, or hey, our pricing based on our understanding of your environment is going to be between X and Y, if that’s going to be trouble, let’s discuss that upfront before we invest a bunch of time in each other. If that won’t match, let’s part as friends right now. What that ends up doing is like I said, it speeds sales cycles because you’ve built it on a foundation of trust, your win rates should go up mainly because you’re working deals that you should be working and instead of working the deals you’re going to lose anyway, you lose them really, really quickly. The answer, again, is look at your win rate. If you’re only winning 20, 25% of the deals that you’re qualifying, there’s a qualification issue. I bet the transparency upfront would help vet some of that, so you’re spending time on the deals you should be working or you’re spending time prospecting into the opportunities that would be better for you. That second data point is look across your losses and figure out is it taking us two weeks to lose or two years to lose or six months to lose. If it’s taking you that long to lose, analyze the heck out of that and use that as a really key data point to see whether or not transparency could be a powerful tool to get more efficient in your pipeline. OF: Fantastic. Well, Todd, thank you so much for sharing all of these insights with our audience. I know I learned a ton from you and our audience I’m sure will as well. Thank you again. TC: Hey, thanks for having me. As you can tell, I’m such a nerd for this, I could rant about it all day. Again, sales enablement, there’s nothing more important right now in this economy, in this market. If I can be a resource for you or anybody else, please reach out. I’d love to help out in any way that I can. OF: Awesome. To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there’s something you’d like to share or a topic you’d like to learn more about, please let us know. We’d love to hear you.

Tim Pollard founded Oratium in 2011. As CEO, he leads the ongoing development of Oratium's intellectual property as well as leading all major client relationships. Tim has developed a remarkable insight into the science of designing and delivering extraordinary sales messaging.Five things you'll learn from this episode:The most destructive problems that sales messages suffer from, the amplifying effects of the virtual environment on those problematic hallmarks, and how the problem can be fixedHow to improve your storytelling approach and skyrocket your sales if you're among the marketing department heads, public relations, and corporate communications management at a mid-market to enterprise size companyThe most toxic communication hallmarks: too much information (you violate your audience's mental bandwidth), too confusing (complete lack of narrative and logical story), and too sender-focusedHow to get beyond the 1970s-style thinking to a communication method that lines up with good brain science so you can deliver your solutions seamlessly If you're trying to develop a consumer brand, retainability is everything—it's time to bring your business to a higher level where people make purchasing decisions based on your loyal customers' ability to retell your value propositionQuotables“We teach people how to get beyond the 1970s thinking to a communication method that works and lines up with good brain science.” — Tim Pollard “Sometimes the presentations you're making are simply not compelling enough. Even if you're the perfect solution to their problem, the customer does not move forward.” — Tim PollardAbout Tim PollardOver a long career in sales at many companies, including Unilever, Barclays, and the Corporate Executive Board—and now a decade into building Oratium—Tim has developed a remarkable insight into the science of designing and delivering extraordinary sales messaging. The result has been two best-selling books, The Compelling Communicator: Mastering the Art and Science of Exceptional Presentation Design and Mastering the Moment: Perfecting the Skills and Processes of Exceptional Presentation Delivery, which form the intellectual backbone of his course. This messaging model is in active use and is the preferred messaging solution of companies as diverse as Cisco, Disney, IBM, LinkedIn, and Salesforce.Contact info:Meet the Oratium team: https://www.oratium.com/our-team/Oratium on Twitter: https://twitter.com/oratiumTim Pollard on Linkedin: https://www.linkedin.com/in/tim-pollard-8145a54/Oratium on Facebook: https://www.facebook.com/MessageArchitectsAdditional resources:ReviewMaxer: http://reviewmaxer.comAxia Public Relations: https://www.axiapr.com/Sponsored by: On Top of PR is produced by Axia Public Relations, which Forbes named as one of America's Best PR Agencies for 2021. Axia is an expert PR firm for national brands.On Top of PR is sponsored by ReviewMaxer, the platform for monitoring, improving, and promoting online customer reviews.Burrelles has a special offer for On Top of PR fans. Check it out at https://burrelles.com/ontopofpr.Support the show (https://www.buymeacoffee.com/OnTopofPR)

Tim Pollard joins Sarah Hicks on this episode of the Predictable Revenue Podcast. As CEO and Founder of Oratium, Tim leads the ongoing development of the company's intellectual property, as well as leading all major client relationships. Over a long career in sales at many companies, including Unilever, Barclays, and the Corporate Executive Board—and now a decade into building Oratium— he has developed remarkable insights into the science of designing and delivering extraordinary sales messaging. Highlights include: the 3 fatal mistakes salespeople make in their messaging (2:12), the effects of a virtual environment (11:04), the psychology of conversations (18:45), the 7 hallmarks of great messaging (21:08), and the business impact of getting messaging right (33:05). SHOW NOTES:  You can check out Oratium's elearning if you want to learn more. Are you looking to create repeatable, scalable and predictable revenue? We can help! ► http://bit/ly/predictablerevenuecoaching

Many successful LinkedIn alumni have been welcomed as guests on this podcast — and this week, the insightful LB Harvey will be joining those ranks.After starting her sales career as a Sales Executive at Corporate Executive Board, LB spent six years as an account executive and sales leader at LinkedIn before moving to Intercom to work in sales leadership. Now, LB serves as Chief Revenue and Success Officer of Front, a growing company creating a customer communication platform. On this episode of Go to Market Grit, Joubin and LB talk about authenticity in the workplace, interviewing job candidates, and tips for successfully bringing a company up-market.In this episode, we cover: Why LB decided to leave LinkedIn — and how she built cross-functional go-to-market knowledge. (3:13) 'A high-quality revenue machine': LB's current company, Front, and its customer communication platform. (7:12) The 'inner competitor' within LB, the innate and learned aspects of confidence, and the importance of staying authentic. (11:24) The importance of being clear with job candidates about the opportunities, challenges and expectations of the role. (22:36) Why LB is 'biased against' having team members partake in the evaluation of a manager or director level job candidate. (26:55) Asking sales job candidates how they prioritize their calendars to evaluate for intensity, productivity and speed. (29:18) The importance of executive alignment when working to bring a company up-market. (31:59) Why investing in sales operations is critical in the early stages of bringing a company up-market. (37:06) The benefits of outbound sales — and why sales leaders should focus on operational excellence. (39:44) What the word grit means to LB. (43:28) Links: Connect with LBEmail: lb.harvey@frontapp.com Connect with Joubin Twitter LinkedIn Email: gtmg@kleinerperkins.com  Learn more about Kleiner Perkins

40. Noha Abdalla - CMO MyEyeDr. - Vision and Values “Hindsight being 2020, it is character building...You never want to be different. You never want to stand out as a kid...I realized that it was a huge advantage and benefit because it taught me how to be proud of who I am, how to stand up for my beliefs.”   Guest Info: Noha Abdalla is the Chief Marketing Officer (CMO) at MyEyeDr. and is leading the marketing innovation and digitization efforts that will contribute to delivering our next generation patient experience.  Under her leadership, the Marketing team overseas patient acquisition, patient retention, the patient experience as well as brand strategy and creative.  Noha joined MyEyeDr. because she was passionate about helping a company that is focused on enabling patients to live their best lives, deliver on the company's purpose. Prior to MyEyeDr, as Global Vice President, Digital Marketing at Hilton, Noha led the global, enterprise-wide strategy for web content, SEO, email, social media and mobile marketing and prior to that she was at Capital One leading social media and digital marketing, as well as the marketing for the retail bank and cafes.  Other roles Noha has held include head of marketing for Animal Planet, marketing management for Discovery Health Channel and the American Red Cross, and strategy consultant at mercer Management and Corporate Executive Board. Noha holds an MBA from the McDonough School of Business at Georgetown University and a BS in International Economics from Georgetown University.  Noha lives in Mclean, VA with her husband and three daughters   Favorite Quote: You give but little when you give of your possessions. It is when you give of yourself that you truly give.” — Khalil Gibran, The Prophet Resources: Noha on Twitter (@abdallan) Noha Abdalla Joins MyEyeDr. Leadership Team as Chief Marketing Officer CMO Innovation Award From Her Previous Role as the Global Vice President of Digital and Content Marketing at Hilton MyEyeDr.com Hilton.com Hilton and American Express to Donate Up to 1 Million Rooms To Frontline Medical Professionals During COVID-19 Crisis MyEyeDr. Expands the MyEyeDr. OneFamily Community Fund as a New Charitable Organization Credits: Noha Abdalla, MyEyeDr. Production team: Ian Devitt, Sheep Jam Productions, Nani Shin, qodpod network

Learn how to lead and scale established sales organizations from someone who has fine-tuned her approach at companies including Corporate Executive Board and LinkedIn. Hear the experiences and philosophies that make Melissa Murray Bailey, Sr. VP Global Sales at Hootsuite, a force to be reckoned with and a purposeful leader. Legends of Sales and Marketing is produced by People.ai.

ProTalk with ProTec featuring Katie Wethman with the Wethman Group of Keller Williams Realty. Katie is a CPA and an MBA, which is important because your home is one of the biggest investments you will ever make. Katie grew up in Southern New Jersey, just outside of Philadelphia, but has called Washington, DC, home since 1994. Katie graduated summa cum laude from James Madison University with a double major in Accounting and Finance. After a few years in public accounting, where she earned her CPA, she returned to school and graduated with an MBA from the Darden Graduate School of Business Administration at the University of Virginia. Prior to entering the real estate field, she worked for the Federal Home Loan Mortgage Corporation (Freddie Mac), Corporate Executive Board, and Deloitte Consulting. Katie is a member of the National Association of Realtors, the Virginia Association of Realtors, and the Northern Virginia Association of Realtors. She has previously served terms on the Board of Directors of both MRIS, the region's multiple listing service, and the Northern Virginia Association of Realtors (NVAR). She is also a Certified Home Rescue Expert, assisting clients who find themselves in a short sale situation. She has been quoted in such publications as the Washington Post, Washington Examiner, Bankrate.com, The Street, and Forbes. http://www.wethmangroup.com/

This lecture was given to the University of Virginia on February 11, 2021. For more information on upcoming events, visit our website at www.thomisticinstitute.org. About the speaker: Andrew Abela is the founding dean of the Busch School of Business and at The Catholic University of America, in Washington, D.C. His research on the integrity of the marketing process, including marketing ethics, Catholic Social Doctrine, and internal communication, has been published in several academic journals, including the Journal of Marketing, the Journal of the Academy of Marketing Science, the Journal of Business Ethics, and the Journal of Markets & Morality, and in two books. He is the co-editor of A Catechism for Business, from Catholic University Press, and winner of the 2009 Novak Award, a $10,000 prize given by the Acton Institute for “significant contributions to the study of the relationship between religion and economic liberty.”Dr. Abela also provides consulting and training in internal communications; recent clients of his include Microsoft Corporation, JPMorganChase, and the Corporate Executive Board. Prior to his academic career, he spent several years in industry as brand manager at Procter & Gamble, management consultant with McKinsey & Company, and Managing Director of the Marketing Leadership Council of the Corporate Executive Board. He holds a B.Sc. from the University of Toronto, an MBA from the Institute for Management Development (IMD) in Switzerland, and a Ph.D. in Marketing and Ethics from the Darden Business School at the University of Virginia. He and his wife, Kathleen, live in Great Falls, Virginia with their six children.

Find out what the acquisition of Fonteva means for the association industry! For this interview, I talk with three guests playing a big role in the recent acquisition of Fonteva, an enterprise AMS focused on the association industry. Neal Platt --- Neil has served as CEO of Togetherwork since its founding in 2016. He has more than 20 years’ experience as a software and payments entrepreneur and executive, nurturing and growing successful fintech companies. He spent 11 years building CashEdge from start-up through its sale to Fiserv for $465 million, where he subsequently served as SVP, Payments. He later served as Chief Revenue Officer of Payoneer, a leading global payments company, where he oversaw all sales and marketing activity, and has been an advisor and board member of several payments start-ups. Earlier in his career, Neil earned his AB from Princeton University, his MBA from Columbia University and worked as a management consultant at McKinsey & Company. ---- Jake Fabbri With over two decades of experience in association technology management, Jake has designed and expertly executed dozens of strategies that have consistently resulted in solid revenue growth for his teams and earned high satisfaction ratings among his customers. His expertise in marketing to a wide range of business clients, his deep understanding of the technology behind SaaS Software Solutions, and his quick grasp of Fonteva’s unique position in the market helped him make a seamless transition into his role as CMO. Prior positions include Senior Marketing Manager at ASI and Director of Marketing at BroadPoint Technologies. Jake received a BA in Business and Marketing at The Catholic University of America and an MS in Information Systems Technology from The George Washington University. ---- Pat McGlynn As Fonteva’s President, Pat McGlynn is responsible for the overall strategy and business operations in the U.S. and Europe. Previously, as Fonteva's Chief Revenue Officer, he successfully expanded Fonteva’s presence in the association and events markets on both continents. Pat has spent the past 12 years in the technology sector, helping mission-driven organizations in healthcare, higher education and non-profit industries with various aspects of digital transformation. Working with customers and partners, Pat acts as a consultant, collaborating with them to overcome challenges and achieve their business objectives. Earlier in his career, he worked in various leadership roles for the Corporate Executive Board, the world's largest membership-based organization for research and advisory services to corporations. Pat enjoys working with students as an Adjunct Professor at The Catholic University of America and spending time with his wife, Elizabeth, and four sons. He received his B.S. in Marketing from Clemson University and is an avid Clemson Tigers football fan. "Association Tech Acquisitions: Fonteva and the Future for the Association AMS"

The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades.Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance.Want to buy the book? Go here: https://amzn.to/3ak4kWbOther Books by Matthew Dixon & Brent Adamson:The Challenger Customer: https://amzn.to/37cAnW6+++++Subscribe to the Podcast!▶︎ PODCAST: https://apple.co/3rBX8dLFollow us on Social Media:▶︎ YOUTUBE  |  http://bit.ly/2MZJ3Io▶︎ INSTAGRAM  |  https://instagram.com/thebooklegion▶︎ FACEBOOK  |  https://facebook.com/thebooklegion Want to connect with the host? Check out Tyzer's website: https://tyzerevans.com  

FEATURED GUESTSLeah RozinLeah Rozin joined the National Association of Corporate Directors (NACD) in 2019 as the senior manager of Research. Prior to joining NACD, she was Vice President at ISS Corporate Solutions (ICS) where she served as the principal advisor for the Sustainability Suite working with corporate clients understand the ESG landscape and improve disclosure practices. She joined ICS in 2015 from the Corporate Executive Board where she specialized in investor perception studies and investor messaging. RELATED RESOURCESRozin, Leah. "Understanding the Board’s Role in ESG," NACD BoardTalk blog (Sept. 22, 2020).NACD. Strategic Oversight of ESG: A Board Primer (Sept. 22, 2020; NACD member exclusive).Cyrus Taraporevala letter, State Street Global Advisors (Jan. 28, 2020).NACD ESG Oversight Resource Center 

Tim Pollard is the founder and CEO of Oratium, a leading messaging consulting firm. He is a sought-after speaker and author of the acclaimed books The Compelling Communicator: Mastering the Art and Science of Exceptional Presentation Design and Mastering the Moment: Perfecting the Skills and Processes of Exceptional Presentation Delivery. Pollard draws insight from a long career in sales, marketing, and communications for companies such as Unilever, Barclays Bank, and the Corporate Executive Board. In this episode, Tim Pollard which has deep experience both doing and teaching oral communications, with a particular emphasis on message architecture discussed his approach on how to be effective communicator even in virtual environment and his company Oratium, a consulting and training company which solves the problem of underperforming executive and sales communications, primarily through a transformative and systematic approach to message architecture. Quotes: • “But if they architecture message, well, it'll be spectacularly successful, which by the way, puts world class communications within reach of almost anyone.” • “We need to learn how to communicate better.” • “Communication is an intensely social process.” Resources and Links: https://www.linkedin.com/in/tim-pollard-8145a54/ https://www.oratium.com/ The Compelling Communicator

What's the secret to sales success? If you're like most business leaders, you'd say it's fundamentally about relationships-and you'd be wrong. The best salespeople don't just build relationships with customers. They challenge them. The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades.

Bio Principal, 2004-Present Meany & Oliver Companies, Inc. Sharon Oliver co-founded Meany & Oliver Companies Inc. in 2004.  The firm provides investment, leasing and consulting services in the Washington, DC Metropolitan Area.  Major transactions have included the 625,000 square foot Corporate Executive Board lease at Waterview which, at the time, was the largest private sector office lease ever completed in the Washington, DC metropolitan area and the 300,000 square foot build-to-suit lease with Chemonics International at The Yards.  Major clients have included Alexandria City Public Schools, American Physical Therapy Association, Brookfield Properties, The JBG Companies, Forest City, Peterson Companies, Quadrangle Development, Southern Management Corporation, United Mine Workers of America, Weisbrod Matteis & Copley and The Wilkes Company. Principal, 1999 – 2004 The JBG Companies Ms. Oliver had overall responsibility for the leasing and management of The JBG Companies' entire commercial portfolio. This portfolio consisted of approximately 20 million square feet of office space, both existing and under development. Projects included 1601 K Street, Potomac Center, Arlington Gateway, Chase Tower, 1801 N. Lynn Street and Twinbrook Metro Center. Major transactions included Kirkpatrick & Lockhart, Watson Wyatt, The Ritz Carlton Headquarters, and CapitalSource. Additionally, she completed over one million square feet of GSA leases including the FEMA Headquarters lease and the State Department lease at 1801 N. Lynn Street. Senior Vice President, 1990 – 1999 Grubb & Ellis of Metropolitan Washington, D.C. Ms. Oliver directed the activities of the suburban leasing and sales operations. She was an active broker representing the interests of major developers and significant tenants in the marketplace. Clients included IBM, ADP, Kaiser Permanente, Lerner Enterprises, Prudential, and The JBG Companies. As a member of Grubb & Ellis' Circle of Excellence, Ms. Oliver was designated as one of the top 100 brokers at Grubb & Ellis. Commercial Real Estate Broker, 1977-1990 Ms. Oliver was an active leasing and sales broker at Barrueta & Associates and Rubloff, Inc. At both firms, she earned top producer awards. She started her career at The Equitable Life Assurance Society of the United States where she was responsible for leasing, disposition, sales and asset management. Education Ms. Oliver graduated from Goucher College with a B.A. in Economics and received an MBA in finance from The George Washington University. Show Notes Current Meany & Oliver- Small boutique firm that brings experience to the brokerage assignments (5:15)Changing playbook every day5 People in the Firm (6:45)Phil Meany, Co Managing PartnerMartin Griffin, PrincipalMarty Almquist Origin Story

Bio Principal, 2004-Present Meany & Oliver Companies, Inc. Sharon Oliver co-founded Meany & Oliver Companies Inc. in 2004.  The firm provides investment, leasing and consulting services in the Washington, DC Metropolitan Area.  Major transactions have included the 625,000 square foot Corporate Executive Board lease at Waterview which, at the time, was the largest private sector office lease ever completed in the Washington, DC metropolitan area and the 300,000 square foot build-to-suit lease with Chemonics International at The Yards.  Major clients have included Alexandria City Public Schools, American Physical Therapy Association, Brookfield Properties, The JBG Companies, Forest City, Peterson Companies, Quadrangle Development, Southern Management Corporation, United Mine Workers of America, Weisbrod Matteis & Copley and The Wilkes Company. Principal, 1999 – 2004 The JBG Companies Ms. Oliver had overall responsibility for the leasing and management of The JBG Companies’ entire commercial portfolio. This portfolio consisted of approximately 20 million square feet of office space, both existing and under development. Projects included 1601 K Street, Potomac Center, Arlington Gateway, Chase Tower, 1801 N. Lynn Street and Twinbrook Metro Center. Major transactions included Kirkpatrick & Lockhart, Watson Wyatt, The Ritz Carlton Headquarters, and CapitalSource. Additionally, she completed over one million square feet of GSA leases including the FEMA Headquarters lease and the State Department lease at 1801 N. Lynn Street. Senior Vice President, 1990 – 1999 Grubb & Ellis of Metropolitan Washington, D.C. Ms. Oliver directed the activities of the suburban leasing and sales operations. She was an active broker representing the interests of major developers and significant tenants in the marketplace. Clients included IBM, ADP, Kaiser Permanente, Lerner Enterprises, Prudential, and The JBG Companies. As a member of Grubb & Ellis’ Circle of Excellence, Ms. Oliver was designated as one of the top 100 brokers at Grubb & Ellis. Commercial Real Estate Broker, 1977-1990 Ms. Oliver was an active leasing and sales broker at Barrueta & Associates and Rubloff, Inc. At both firms, she earned top producer awards. She started her career at The Equitable Life Assurance Society of the United States where she was responsible for leasing, disposition, sales and asset management. Education Ms. Oliver graduated from Goucher College with a B.A. in Economics and received an MBA in finance from The George Washington University. Show Notes Current Meany & Oliver- Small boutique firm that brings experience to the brokerage assignments (5:15)Changing playbook every day5 People in the Firm (6:45)Phil Meany, Co Managing PartnerMartin Griffin, PrincipalMarty Almquist Origin Story

Daniel H. Frankenstein, Alpha Eta (University of California-Berkeley) 2004 is a co-Founder and Partner at JANVEST Capital Partners, a US based Venture Capital Firm investing in enterprise grade, deep technologies coming out of Israel and commercialized in the US. Daniel represents JANVEST on 8 Boards, providing guidance on follow-on financing rounds, the negotiation of significant customer and strategic relationships, and the onboarding of key C-level executives. His areas of expertise include the Internet of Things (IoT), enterprise software, and cyber security. Daniel also works closely with select Fortune 1000 multi-nationals to integrate JANVEST’s portfolio companies’ technology products. Before co-founding JANVEST, Daniel led the Corporate Executive Board’s (NYSE: CEB; acquired by Gartner in 2017) market entry into Israel where he resided for four years. Prior to running CEB’s Tel Aviv-based operations, Daniel worked out of the firm’s Washington, D.C. headquarters, partnering with 400 Fortune 1000 Chief Financial Officers. Daniel graduated from the University of California Berkeley with Highest Honors, completing a B.Sc. in Environmental Economics and Policy and a minor in Business Administration from the Haas School of Business. Daniel currently lives in Manhattan with his wife Erielle Reshef who is a Correspondent for ABC News and his two sons Mayr and Mavryk. Daniel is a citizen of both the United States and Israel.

Are you ready to have more meaningful and differentiated conversations with your prospects, customers and teams? Join me on this episode of the RedRock Leadership Podcast as I interview Jeff Bloomfield, CEO of Braintrust and the author of NeuroSelling. Jeff has taken the latest in neuroscience to the next level, and turned it into a communication system that enables leaders, salespeople, marketers and coaches to do just that.It’s no secret that trust and credibility are two traits customers look for and value the most when it comes to making a purchase decision as well as loyalty. A study conducted by the Corporate Executive Board found that 53% of all buying were dictated by the interactions and conversations buyers had with the field sales organization. It also shows that field interaction had more impact than product (19%), brand loyalty (19%), and price (9%) combined. A similar study conducted by Forrester Research, however, found that most (89%) of all sales calls FAIL to create any commercial impact whatsoever.This shows that the way your sales people convey or present your company’s story impacts the success of your initiatives, product launches and corporate strategy. The greatest skill that separates the best salespeople from the rest is their ability to create trust and deliver a compelling narrative that drives urgency to change.Join us as we explore insights-based selling techniques that will help you create trust, differentiation, an urgency to change, and a clear buying vision for your customers and clients.

Today’s guest is Bridgette M. Bennett. She is the Founder and CEO of the Bennett Law Center which opened its doors in 2011 in Groveland, Florida. The firm focuses exclusively on Immigration & Nationality Law, with an emphasis on removal defense, waivers, and family & humanitarian cases. The firm is community-centric and is dedicated to serving the immigration needs of their local and global clientele. Bridgette strongly believes in education as a means of addressing many of the issues facing non-citizens today. Prior to moving to Lake County, Bridgette, lived in Washington, DC for over 10 years, where she was a Senior Research Manager at the Corporate Executive Board. She received her Bachelor of Arts degree in English and Government from Georgetown University in 2000. Bridgette is currently a member of the American Immigration Lawyers Association, the National Immigration Project of the National Lawyers Guild, the Lake and Marion County Bar Associations and the South Lake County and Leesburg Chambers of Commerce. She was recipient of the Caribbean American Association of Lake County’s Community Service Award in 2012 and the Women’s Council of Realtor’s Royal Ascot Model Citizen Award in 2009. Bridgette received the South Lake Chamber of Commerce’s Anne Dupee Gem of the Hills award for outstanding contribution to the community in 2018. Her passion for entrepreneurship was taken to the next level when she graduated from Goldman Sachs’ 10,000 Small Business Program in Spring 2017. She was also awarded the BBIF’s Championship Entrepreneurship Award for excellence in managing a high growth law firm. Bridgette is an enthusiastic special events planner of family “stay-cations” and cruises, a passionate aficionada of fine Caribbean, Asian and Italian cuisine and an avid reader of historical fiction set during the English Regency (early 19th century). The Bennett Law Center is located at 302 W. Orange Street, Groveland Fl 34736 https://www.facebook.com/bennettlawcenterllc/ The Immigrants Bridge Show Monday to Friday 7pm - 7:30 p.m on Facebook Live ; (352)557-8989; yesenia@bennnettlawcenter.com; http://www.bennettlawcenter.com/ --- Send in a voice message: https://anchor.fm/whataword/message Support this podcast: https://anchor.fm/whataword/support

When it's your big moment to speak to an audience, will you be ready? In this episode of the Manage Your Message Podcast host Jim Karrh welcomes back Tim Pollard, CEO of Oratium and author of a new book Mastering the Moment: Perfecting the Skills and Processes of Exceptional Presentation Delivery. Tim had a long career in Sales and Marketing for companies such as Unilever, Barclays Bank, and the Corporate Executive Board. As he has continued to develop his expertise in executive communications, sales messaging, and donor messaging, Tim has become a popular keynote speaker and a regular columnist for Forbes and Entrepreneur.   When we first spoke to Tim in episode 14, he shared insights on the fundamentals of presentation design (from his book The Compelling Communicator: Mastering the Art and Science of Exceptional Presentation Design). This conversation focuses on ways to make the most of your opportunities in the moment to influence others through presentation. Among the topics that Jim and Tim discuss: Why most people are uneasy about speaking to an audience (whether that be in business or, as Jim related, “Delivering a speech to semi-drunk people at a wedding reception”) How the disciplines of message design and message delivery must fundamentally work together The most common bad habits that undermine our effectiveness Basic elements of the physical environment to consider and control What “muscular language” means and how to use it The mechanics involved with maintaining your energy, using humor, assessing the audience, and building trustworthiness Links: Check out Tim's business Oratium, as well as his books: https://www.oratium.com/our-services/our-books-new/ Listen to Tim's first visit to the Manage Your Message Podcast, when he spoke about message design: https://jimkarrh.com/podcast/episode-14-tim-pollard-the-architecture-of-exceptional-presentations/ Learn more about Jim Karrh's speaking topics and testimonials: https://jimkarrh.com/speaking Check out a sample of Jim's new book, The Science of Customer Connections: Manage Your Message to Grow Your Business: https://jimkarrh.com/books  Follow Jim on Twitter: https://twitter.com/jimkarrh?lang=en Connect with Jim on LinkedIn: https://www.linkedin.com/in/jimkarrh Sign up for the Message Manager Memo weekly email https://jimkarrh.com/ or email jim@jimkarrh.com

Steve Richard is a legend in sales leadership, training, and coaching. But it didn't always start out that way. Long before ExecVision, Vorsight and Corporate Executive Board there was the big donut of 0 for 22, yes, TWENTY-TWO consecutive failed interviews. He then figured it out and went 5 for 5. Fast forward a few years and you now get the wisdom that is Steve Richard. In this episode learn about: 1. Cowboys, Librarians, and Snipers on your sales team 2. Why you should NOT call coach your bottom 20%. 3. Defining Good reps from bad

I’m Peta Al Akawi and Welcome to Life School, the podcast. Each episode I’ll be chatting openly and honestly with a different guest about a whole host of purposeful topics. From personal success and failure stories, to relationship advice, tips and tricks for entrepreneurs, to professional and practical guidance on living a more fulfilled and happy life. I’ll be speaking to men and women from all walks of life, all with unique experiences they want to share in the hope of inspiring YOU. I hope throughout this series you can take away some valuable nuggets of wisdom to help you navigate through life's many twists, turns and lessons. Here at Life School, we are all about the business of learning. It’s been rather a busy summer for me, so I haven’t had chance to publish and new episode of #DXBWomenWhoInspireMe for a couple months. But I’m so happy to be back with a brand-new episode with a fabulous new guest, Natasha D’Souza. Natasha is a business journalist, strategist and presenter focused on startups, technology and innovation in emerging markets. She writes for numerous publications both in the region and globally, profiling startups, technology and the culture of innovation and leadership in the Middle East. Commencing her career in Washington D.C., Natasha worked with global leaders in the business, media and international development sectors including The Corporate Executive Board, the BBC and the Kennedy family. In 2007, she joined the Harvard Medical School Dubai Center, working on the region’s foremost greenfield project to establish Dubai as the center for academic medical research and practice in the Middle East. It was fascinating getting to know Natasha and her global way of thinking really inspired me to think beyond just the city I live in. Be sure to follow us on Instagram @lifeschoolme for behind the scenes footage and further information on some of the topics we discuss on the show. P X Website & Insta Handles: https://www.instagram.com/natasha.notes/?hl=en https://linktr.ee/natasha.notes Mentions: https://www.instagram.com/camanpour/?hl=en https://www.instagram.com/feministabulous/ https://www.instagram.com/malcolmgladwell/

In this conversation about optimism, curiosity, resilience, data and action, we speak to Navin Kunde. Dr. Navin Kunde currently leads the Open Innovation group at The Clorox Company, a US-based consumer goods company in the Fortune 500.The Open Innovation group enables business leaders and innovation teams to make better decisions by helping them access and synthesize data, learn from external experts, and build partnerships. Navin has delivered over 500 speaking engagements and workshop presentations to senior executives and their staff across North America, Asia-Pacific, and Europe.Before joining Clorox, Navin spent seven years at The Corporate Executive Board in Washington DC, advising Global 1000 innovation and operations executives.He lives in the San Francisco Bay Area with his wife and two daughters and has been known to have some of his best inspiration while thinking in a park outside even if he's being interrupted by wild turkeys.

Natasha is a journalist, business strategist and speaker committed to sharing the Asia success story with the world. She explores the pivotal role that Asia - home to two of the world's fastest growing economies China and India - plays in shaping global business, tech and culture. As one of the region's rising independent journalistic voices, Natasha reports on fast-moving Asian markets for global business media and has interviewed some of the foremost moguls, entrepreneurs and thinkers of our time: from the former CEO of Pepsi and Apple - John Sculley- to New York Times bestselling author Malcolm Gladwell to one of the most powerful women in Indian business - Vani Kola; along with several government leaders, industry titans and celebrated change-makers worldwide. In recognition of her reportage, Natasha was selected to Wharton's fellowship program for business journalists in 2017, the first UAE-based journalist to gain admittance in the program's 50 year history. Drawing on a diverse corporate career at institutions including The Corporate Executive Board, the Harvard Medical School Dubai Center and Dubai Holding, she now advises forward-thinking institutions and brands on communications and growth strategy, is a sought-after conference host and moderator and frequently delivers keynotes about the future of work, the new era of leadership and the strategies that institutions and individuals can leverage to stand out and succeed in this future. Find her here: https://www.thrivetalks.me/events www.natasha-notes.com Instagram: @natashanotes As always, I'm DigitalHoos and you can find me: Instagram: @digitalhoos Twitter: @digitalhoos LinkedIn: Hussam El-Hage

Jennifer Hill talks to author, Dr. Natalia Peart, about her new book, “FutureProofed: How to Navigate Disruptive Change, Find Calm in Chaos, and Success in Work and Life.” Dr. Peart discusses how multi-tasking is bad for the brain. Dr. Peart also discusses how to find lasting happiness and better work/life balance. getfutureproofed.com Dr. Natalia Peart is author of the brand new book, “FutureProofed: How to Navigate Disruptive Change, Find Calm in Chaos, and Success in Work and Life” (Jan 2019) MORE INFO: Dr. Natalia Peart, PhD, has more than 25 years’ experience as a clinical psychologist and an executive leadership consultant. She served as an adjunct professor at the University of Nebraska, where she taught Women in Leadership courses, as well as Creighton University’s College of Business Administration, where she taught Management of Nonprofit Organizations to MBA students. Natalia was also the Senior Director of the Corporate Executive Board, a provider of best practice research to leading global companies, and she served as Staff Psychologist at Johns Hopkins. Dr. Peart completed her postdoctoral fellowship at Georgetown University and her clinical internship at Harvard Medical School. Natalia received her PhD from the University of Maryland, and her B.A. from Brown University. She’s also served on the boards of Operation Hope, the Federal Reserve Bank of Kansas City, the University of Nebraska Medical Center, and others. Dr. Natalia Peart is also the former CEO of the Women’s Center for Advancement and former Consultant for The Gallup Organization, where she worked with companies in the financial services, medical devices, high tech, hospitality, retail and automotive industries on strategic and tactical management issues.

Natasha D'Souza is a journalist, strategist and speaker focusing on startups, technology, business leadership and gender equality in emerging markets. From CEOs of Fortune 500 companies to government visionaries to leading entrepreneurs, she captures authentic stories and actionable insights that keep it real.  Natasha's reportage resulted in her selection by the SheSource braintrust, a global initiative by the Women's Media Center in Washington DC, making her the only UAE-based woman expert on the platform to date. She is also the only UAE-based journalist accepted to the prestigious Wharton Seminar for Business Journalists in its 40 year history.  As an advisor and strategist, Natasha develops and drives growth and communications strategies for startups, tech and media brands seeking to expand in emerging markets. A former corporate warrior, she has worked closely with some of the top brass in business, media, healthcare and government in three countries across three continents including The Corporate Executive Board, BBC, Harvard Medical School Dubai Center and Dubai Holding. Natasha shares what she did to create her own path in her life and career to be the powerhouse woman that she is today. Check out thetaoofselfconfidence.com for show notes of Natasha's episode, Natasha's website, resources, gifts and so much more.

Read the complete transcript on The Sales Game Changers Podcast website. Liam Healy is a Senior VP and Managing Director at Diligent. He's led commercial operations at Board Effect which was acquired by Diligent. Before that, he was at Vocus (now Cision) and the Corporate Executive Board. Interestingly as well, he's spent 8 years in professional baseball, in the Kansas City Royals and other organizations.

Read the transcript to this podcast on The Sales Game Changers Podcast web site. Reed Fawell began his sales career shortly after college at a boutique professional services firm in Buenos Aires, Argentina, where he helped American companies grow in the Argentinean and Chilean markets. Upon returning to the US, Reed joined the Corporate Executive Board, CEB, as a sales executive selling best practices research and decision support services to human resource executives. Over his 14 years at CEB, he grew to lead over 100 sales and account management professionals across the human resources, sales and marketing and finance practice areas. Currently, he is the CRO, the chief revenue officer at Link Labs, the leading provider of Internet of Things technology for large enterprises. Find Reed on LinkedIN!

Venture Vignette's guest this week is Sampriti Ganguli, Arabella Advisors' chief executive officer. Sampriti leads Arabella Advisors, a mission-driven, Certified B Corporation that has provided strategic guidance on over $100 billion in assets to increase their clients' philanthropic impact. Arabella helps foundations, philanthropists, and investors who are serious about their impact achieve the greatest good with their resources. Prior to her leadership at Arabella, Sampriti worked as Executive Director at the Corporate Executive Board, a corporate best-practice research firm in Washington D.C. Sampriti is originally from India, grew up in the Philippines, and has been in the United States since arriving for her undergraduate years at Swarthmore College from where she holds a B.A. She also earned an M.A. in international affairs from Johns Hopkins School of Advanced International Studies, and an M.B.A from the Wharton School of Management. In this episode, Riana and Sampriti have a heart-to-heart about her work leading Arabella and preparing for executive leadership throughout one's professional career. --- Support this podcast: https://anchor.fm/venture-vignettes/support

Heather Combs is 3Pillar Global's Chief Revenue Officer. She oversees 3Pillar's Marketing and Client Services teams. In her role, Heather is responsible for continuing 3Pillar's double digit annual revenue growth. Heather believes that success in business depends on a positive client experience. As such, she leads and develops her teams to deliver first-rate, quality services in the digital software product industry. Additionally, Heather works closely with 3Pillar's delivery organization to ensure 3Pillar customers are receiving quality, cutting-edge software products. Heather has served an executive as Chief Business Development Officer at HRCI and Aronson. She was also Chief Sales Officer at Hanover Research. Heather attributes a great deal of her success in sales and business to the 13 years she spent as a consultant for the Corporate Executive Board.

The lecture is being presented by George Fox’s Office of the President and College of Business, and is the first installment of the university’s Reiten Lecture on Leadership Development. Nair guides Cambia Health’s Innovation Force as it inspires ideas from a variety of sources, selecting execution-focused concepts and starting them on the path to new businesses or concepts. He joined the company in 2004 as executive vice president and chief marketing executive accountable for product development, brand management, consumer-directed health systems/e-business, business intelligence and corporate performance management/planning for all four company health plans. Nair was so captivated by computer science that he left his homeland, Singapore, to study at the University of Oregon, where he earned his BS and MS degrees in the field of computer and information science. In the 35 years since, Nair has served in various executive leadership roles at Intel, Mentor Graphics and as president of two startups. His experiences have taught him that the basis for all transformation is personal. Nair is known to some for his marketing mind, reflected by the acknowledgment by the Marketing Leadership Council of the Corporate Executive Board as a 2009 Marketing Thought Leader. Others know him as author of three books in cost and performance management. His most recent book is Strategic Business Transformation.

Tim Pollard (PAW-lard) is author of The Compelling Communicator: Mastering the Art and Science of Exceptional Presentation Design. He is the founder and CEO of Oratium, a communications firm helping organizations from Fortune 500 companies to law offices hone their presentation and messaging skills. In his decades-long marketing and communications career, Tim has held key positions with Barclays Bank, Corporate Executive Board and Peacemaker Ministries - a nonprofit specializing in conflict resolution. Gary Stone has been investing, researching, and coaching in the stock market for over 25 years. He founded Share Wealth Systems in 1995, and has empowered and trained thousands of everyday people to achieve a better life and retirement through stock market investing. Gary has a BSc. in Mathematics and Computer Science. He has run many marathons and ultra-marathons, and is a keen amateur golfer with a single figure handicap. Connect with Bert Martinez on Facebook. Connect with Bert Martinez on Twitter. Need help with your business? Contact Bert Martinez. Have Bert Martinez speak at your event!  

Mick Collins has been a leader in the field of workforce planning & analytics for over a dozen years. He's led numerous research projects in the field and has advised some of the world's leading companies. He's now the Vice President of SAP/SuccessFactors after years in leadship roles at Infohrm and the Corporate Executive Board. In this discussion Mick highlights important distintions in the language of analytics. he offers up some leading practices. And he shares his thoughts on the future of the space.

I had the great privilege of being in Kara DelVecchio’s audience at a recent conference focused on women in leadership in the Washington, DC area. Her stories and passion were enough to capture my attention for well over an hour—in fact, I was nearly late getting set up for a session I was responsible for because I was so intrigued.   When she agreed to let me interview her for this podcast, my fingers couldn’t type my questions quickly enough. Her journey, curiosity, courage and compassion are enlivening and inspiring—so was this interview. Enjoy!   Resources from the interview:   --Willful Blindness by Margret Heffernan --The Surrender Experiment by Michael Singer --Kara on LinkedIn   About Kara:   Kara DelVecchio is the Vice President of Sales, responsible for North American revenue for WeddingWire. She oversees an inside sales team of more than 150 sales professionals and is focused on delivering profitable growth and scaling the organization for future success.   Prior to joining WeddingWire, Kara held a variety of roles at Corporate Executive Board, and most recently served as Executive Director of North American sales overseeing a $400m revenue line. Kara has more than 15 years of experience leading complex sales organizations in a fast paced environment and managing client relationships with Fortune 500 executives.   Kara holds a Bachelors Degree from Florida Atlantic University and a Masters Degree from the University of Virginia.  She lives in Alexandria, Virginia with her husband Robert and three children.   Here’s to your greatness,   Misti Burmeister

It is always fun when I get to turn the mic on someone who has a highly successful radio show and business. Especially when they have interviewed me in the past. John Warrillow has a top-rated radio show called, Built To Sell Radio where he interviews people who have sold their companies and they share their lessons learned. He writes for Forbes and has his own highly successful company advising entrepreneurs how to build value into their companies to increase their resale value.  With two #1 bestsellers on the market, Built to Sell and The Automatic Customer, John shares with me how to convert customers to a subscription model, what makes a company more valuable to buyers and how any company can create their own subscription business. Whether you are a solopreneur looking to create membership sites, a brick and mortar company wondering how you can lock customers into a monthly plan of products or a service business wondering how to bundle services for a monthly fee, this is a don't miss episode. John Warrillow is the founder of The Value Builder System™ and the author of the bestselling book Built to Sell: Creating a Business That Can Thrive Without You, which was recognized by both Fortune and Inc. magazines as one of the best business books of 2011. Built to Sell has been translated into four languages. John’s new book, The Automatic Customer: Creating A Subscription Business In Any Industry was released by Random House in February 2015. Prior to starting The Value Builder System™, John started and exited four companies, including a quantitative market research business that was acquired by The Corporate Executive Board (NYSE: CEB) in 2008. John has been recognized by B2B Marketing as one of the top 10 business-to-business marketers in the United States.  

In this episode, Dave interviews John Warrillow, founder of The Value Builder System—a company that helps business owners improve the value of their company. He’s also the author of the best-selling book Built to Sell, recognized by both Fortune and INC magazine as one of the best business book of 2011. His newest work, The Automatic Customer, helps entrepreneurs understand what it takes to create robotic customer retention.  Time Stamped Show Notes: 00:35 – Introducing John Warrillow 01:06 – Founded The Value Builder System 01:25 – Authoring Built to Sell 01:38 – His newest book is The Automatic Customer 01:55 – Starting and exiting companies like the Quantitative Market Research Business acquired by the Corporate Executive Board 02:15 – John has been widely recognized as one of the Top 10 B2B marketers in the United States 03:00 – What motivated John to sell his business and move to France? 03:05 – “The move in France provided a reflection point in life.” 03:35 – “Tell me about the company you [John] sold.” 03:38 – It was called Warrillow, and we worked with large enterprise companies to help them better understand small to medium business market 04:00 – Discussing the book John wrote in the early 2000s 04:16 – The book was conceptualized to be a calling card for the consulting business 05:00 – Unfortunately, the book was not a commercial success 05:10 – “Built to Sell is very different.” 06:10 – What defines the success for John 06:39 – Success is about having an impact that goes beyond your personal ability to sell something 07:50 – If you want to be successful as a business right now with minimal effort, tap into the subscription economy 08:45 – Clearly, Built to Sell is a successful book but can initiative like that make you money? 09:20 – The pro to self-publishing is control over the entire process 10:43 – Value Builder has benefited tremendously from Build to Sell 12:57 – “Life in 10-year Chunks” by Verne Harnish 14:17 – “It gave me a different perspective on breadth of experience” 14:29 – John discusses why he decided to move back from france 16:40 – “I’m a capitalist and France is really a socialist country.” 18:21– He wasn’t keen on his kids becoming French and having a French perspective on life 18:38 – Are your kids showing any signs of entrepreneurship in them? 18:50 – Youngest son has more of an entrepreneurial perspective 19:35 – Academia and entrepreneurship as almost opposite sides of the spectrum 20:08 – John’s battle with dyslexia 21:11 – Entrepreneurs are much more likely to have ADHD 21:26 – ADHD makes them better communicators and, generally, better conceptual thinkers 22:40 – John’s childhood and discovering the entrepreneurial spirit 23:39 – “For better or for worse, being the fat kid changes your perspective.” 25:45 – Talking about the media, John explains its shortcomings 26:55 – Working as a promotions coordinator for an AM radio station in Sudbury, Ontario 27:15 – Originally, John wanted a sales job with the same radio station but didn’t get it 30:33 – Build to Sell is all about creating a business that’s teachable, valuable and repeatable 30:45 – “The idea is for your business to have value beyond your ownership of it.” 31:52 – Having a niche is important but it’s got to be something you can teach others to deliver 32:59 – com- talks a lot about valuation in a business 33:25 – Trying to quantify things like culture and brand? 33:40 – 24,000 entrepreneur participated to get their value builder score, determined by the eight quantifiable factors that impact the value of a company 34:34 – All investors are lookingfor companies with a differentiated value proposition 35:39 - The two big leaders are how much profit is this company going to make in the future and number two, how reliable are those estimates 37:07 – In com, you can get access to value builder score engine 37:29 – It takes 30 minutes to answer the questions about your business 37:37 – Average score is 59 out of 100 37:47 – The average business that goes on to sell with a score of 80 or greater is getting a 71% premium over the average business in their industry 38:10 – John’s newest book, The Automatic Customer 38:20 – It’s about the recurring revenue model 38:54 – You can create recurring revenue virtually in any industry and it just gives you a sort of a formula 39:10 – Can you talk to me about membership versus subscription? 40:05 – “I think they are somewhat synonymous.” 41:45 – Tips for how to convert product or service-based business to recurring revenue without losing some of the overall revenue? How do you convince your client that they should commit to you for a long period of time? 42:15 – “Demonstrate to clients how they’ll get a 10X return on their investment for subscribing, and the rest will take care of itself.” 45:18 – Get your value builder score for free at com 45:26 – com, TheAutomaticCustomer.com and the podcast Built to Sell Radio 45:50 – Dave closes the podcast  3 Key Points: Having a niche is important but it’s got to be something you can teach others to deliver. “Invest in businesses with a deep and wide competitive moat.” – Warren Buffet You have a decision. You can either fight back or kind of go along with it.  Resources Mentioned: Built to Sell Radio – John’s podcast Built to Sell and The Automatic Customer – John’s best-selling books The Value Builder System – Website to John’s company where you can get access to value builder score engine. Credits: Show Notes provided by Mallard Creatives

Michel Sadaka is the founder of Store My Tumor. He has 18 years of business experience and a background in Senior Management, Finance, Strategy and Sales. www.storemytumor.com In his most recent role, Sadaka served as the Managing Director of the Swiss Cancer Centre.  Previously he was acting COO at University of Pennsylvania Ovarian Cancer Research Center. He also spent 5 years as the managing partner at Landmarkk (an international private equity firm), and another 5 years as Director at Corporate Executive Board (a Management Consultingfirm in DC)  In terms of education, Sadaka holds an MBA from Columbia Business School, and a Masters of Engineering from UCLA. The goal of Store MyTumor (SMT) is to offer patients the capability to store their tumor tissue alive so that they can maximize their future therapeutic options.  SMT collects the tumor tissue, processes it, and stores it alive on the patient’s behalf and for the patient. Given the nature of such a new service, SMT has built teams to educate the patients and the surgeons about the benefits of storing the tumor alive and the various types of immune based therapies and diagnostics available today and in the near future. 

Camille Preston is a psychologist, executive coach, consultant, speaker, and internationally recognized expert on Virtual Effectiveness. She is the founder and CEO of the organizational consulting firm AIM Leadership and the author of Rewired: How to Work Smarter, Live Better, and Be Purposefully Productive in an Overwired World. For more than twenty years, Camille has guided leaders, executives, policy makers, professionals, and individuals alike to new heights of leadership, performance, efficiency, and greater happiness and fulfillment. Her clients span industries and fields around the globe, including executives from NBC, Zappos, MGM Mirage, Citrix, the Corporate Executive Board, Mars, Verizon, GE, Capital One, the US Army, and many others. Camille Preston, Ph.D., PCC Founder, 

Matt Dixon, director at Corporate Executive Board and coauthor of the HBR article "The End of Solutions Sales."

Special guest......Camille Preston, Author of Rewired: How to Work Smarter, Live Better, and Be Purposefully Productive in an Overwired World.     Camille is a highly sought-after speaker, writer, executive coach, psychologist and facilitator. She specializes in training individuals, executives, teams, and organizations to be effective, productive, and authentic in a virtual world. Her clients include Harvard University, MIT, the Asia Foundation, NBC, Zappos, MGM Mirage, Citrix, the Corporate Executive Board, Mars, Verizon, GE, the US Army, and others. You can learn more about Camille's speaking on her media page - http://aimleadership.com/media AIM Leadership https://www.facebook.com/pages/AIM-Leadership Twitter: @CamilleP

Special guest......Camille Preston, Author of Rewired: How to Work Smarter, Live Better, and Be Purposefully Productive in an Overwired World.     Camille is a highly sought-after speaker, writer, executive coach, psychologist and facilitator. She specializes in training individuals, executives, teams, and organizations to be effective, productive, and authentic in a virtual world. Her clients include Harvard University, MIT, the Asia Foundation, NBC, Zappos, MGM Mirage, Citrix, the Corporate Executive Board, Mars, Verizon, GE, the US Army, and others. You can learn more about Camille's speaking on her media page - http://aimleadership.com/media AIM Leadership https://www.facebook.com/pages/AIM-Leadership Twitter: @CamilleP

In this show, we discuss the development and role of the strategic HR function. We are joined for this show by Christoffer Ellehuus, the MD, EMEA for the Human Capital practice at the Corporate Executive Board / Corporate Leadership Council, and discuss their research into the HR - line manager relationship. Talking HR is hosted by Krishna De and Jon Ingham and you can contact them with your thoughts and feedback about the show at talkinghrpodcast(at)gmail.com

In this show, we discuss the development and role of the strategic HR function. We are joined for this show by Christoffer Ellehuus, the MD, EMEA for the Human Capital practice at the Corporate Executive Board / Corporate Leadership Council, and discuss their research into the HR - line manager relationship. Talking HR is hosted by Krishna De and Jon Ingham and you can contact them with your thoughts and feedback about the show at talkinghrpodcast(at)gmail.com