Podcasts about Gong

We analyzed thousands of battlecards to uncover the biggest and most common mistakes. And who better than Competitive Enablement Consultants Sylvia Rayner and Hunter Sones to help diagnose the problem and find the cure? Hunter and Syliva joined Adam for this installment of Competitive Enablement LIVE — our monthly episode where we invite hundreds of members of the compete community to come and ask their questions, join in on the chat, and have a lot of fun. Register for next month's CE LIVE and watch past editions on our website.Read the full deep data dive in our Klue: By the Numbers article on LinkedIn.And don't forget to sign up for our weekly Coffee & Compete Newsletter for your weekly dose of the best competitive content in the business.To subscribe, visit https://klue.com/newsletterKey Moments:(00:05) Introduction with Adam and Ben(02:49) What a Competitive Enablement Consultant Does(06:23) The biggest red flags when with battlecard audits(10:29) Inserting proof points into your battlecards(17:08) Asking for feedback on your battlecards(24:27) Strategies to encourage feedback on your battlecards(30:17) Creating a Gong playlist(35:34) Getting input from all your internal stakeholders(37:59) Building battlecards for veteran reps(43:10) Distribution best practices for your battlecards(49:21) First steps to take when building battlecards from scratchTeam:Host: Adam McQueenProducer: Ben RonaldPost Production: Grayson OttenbreitAudio Editor: Michael PanesMusic CreditsIntro Music: The Podcast Intro by Music UnlimtedRapid-Fire Music: Los Angeles by MuzaproductionAbout Klue:Klue provides a lens into your competitor's world, continuously updating and connecting dots to help you win more business. It's a new way to capture, manage, and communicate market insights from the web and across the company, in platforms you already use her

Today's guest, Anna Gong, founded Perx Technologies in 2014. Her discussion with Paddle's Neel Desai is a curious one when it comes to the topic of game theory and gamification. While gamification might feel gimmicky and drive shallow customer engagement, it can actually be a tool for good (if done properly). Neel and Anna go over a number of topics in the episode but we'll give you an overview of what you need to know below.High Level OverviewUtilize different game theory mechanics such as leader boarding, badging, teaming, social virality, quests, missions, and other games.Focus on increasing financial literacy and wealth savings, rather than just driving user behavior for spending.You can augment your enterprise motion with Product-Led Growth with an initiative to rally behind.Use AB testing to determine the most effective way to engage customers.Don't just dangle a voucher or cash back, but continuously engage customers.Using Game Theory to Drive Customer LoyaltyGame theory is a powerful tool for driving customer loyalty and engagement. By utilizing different mechanics such as leader boarding, badging, teaming, driving, social virality, quests, missions, and other games games, you can create a challenging effort to achieve a purpose that customers will be more likely to engage with. Here are some tips for using game theory to drive customer loyalty:Utilize Different Mechanics: There are a variety of mechanics available to use when employing game theory to drive customer loyalty. These include leader boarding, badging, teaming, driving, social virality, quests, missions, and other games games. Each of these mechanics can be used to create a challenging effort that will give customers a sense of purpose and get them more engaged with your product or service.Instant Gratification: Customers need to be instantly gratified and rewarded for frequently interacting with a brand, rather than just being offered a voucher or cash back. Utilizing game theory rewards can help to ensure that customers are rewarded for their loyalty and will keep coming back.Focus on Financial Literacy: Rather than always focusing on spending, it can be beneficial to pivot campaigns to increase financial literacy and wealth savings. This can be done through creative campaigns that aim to solve certain business challenges.Be Creative: Utilizing game theory to drive customer loyalty is an effective way to increase engagement and loyalty. However, it is important to be creative and think outside the box. Consider different strategies and mechanics to create a unique experience that will get customers excited about your product or service.Further LearningsFollow Anna Gong on LinkedIn and Twitter.Play Flappy Bird (at your own risk) here.

We Hack Purple Podcast Episode 67 with Jeremy VenturaIn this episode of the We Hack Purple podcast host Tanya Janca met with Jeremy Ventura of ThreatX, to discuss how we can help more people from underrepresented groups into tech and specifically into the field of Cybersecurity / InfoSec. How do we get them a seat at the table? How can we share knowledge and educate people en mass? Can we advocate for others? (Spoiler alert: Jeremy and I gave several examples of both sides of that equation) We talked about “Saying yes more often!” when we are asked to do something a bit outside our comfort zone, if it might bring us new opportunities. We talked about imposter syndrome, different learning styles, and that you can come from any career, education or background, and there's a place for YOU in our field!Jeremy also shared some links and events too!ThreatX Cyber 101 Event! March 23, 2023The ThreatX blogJeremy's LinkedIn#CyberMentoringMondayEXploring Cyber Security - web cast Date unknown - early MarchArticle about #CyberMentoringMonday, read here: Article about mentoring and advocacyJeremy's Bio:Jeremy Ventura is a cybersecurity professional, specializing in advising organizations on information security best practices. He has years of experience in vulnerability management, email security, incident response and security center operations. At ThreatX, he is responsible for the development and presentation of thought leadership across all areas of cybersecurity. Ventura is an industry leader that can regularly be seen in media, blog posts, podcasts and at speaking events. Previously, Ventura worked at Gong, Mimecast, Tenable and IBM, among other security organizations. Ventura holds a Master's Degree in Cybersecurity and Homeland Security.Very special thanks to our sponsor: The Diana Initiative!The Diana Initiative Is: A diversity-driven conference committed to helping all underrepresented people in Information Security. This year the theme is “Lead the Change.”The Diana Initiative is seeking sponsors for their annual event happening Monday August 7, 2023 in Las Vegas - https://www.dianainitiative.org/sponsor/ for more informationThe Diana Initiative Call For Presentations opens on March 1, if you have a topic you want to share submit at tdi. https://tdi.mobi/CFPJoin We Hack Purple!Check out our brand new courses in We Hack Purple Academy. Join us in the We Hack Purple Community:  A fun and safe place to learn and share your knowledge with other professionals in the field. Subscribe to our newsletter for even more free knowledge! You can find us, in audio format, on Podcast Addict, Apple Podcast, Overcast, Pod, Amazon Music, Spotify, and more!

This week's guest needs little introduction, and I am excited to introduce this week's guest JC Pollard. I had a conversation recently with JC on a LinkedIn Live show, and wanted to share this conversation on The 20% Podcast as well. In this episode, we discussed: - JC's Career Transition - What It's Like To Work At Gong - How To Consistently Overachieve Quota - Personalized Email At Scale, Cold Calling Mentality, Physical Gifting - Much More! Please enjoy this week's episode with JC Pollard ____________________________________________________________________________ I am now in the early stages of writing my first book! In this book, I will be telling my story of getting into sales and the lessons I have learned so far, and intertwine stories, tips, and advice from the Top Sales Professionals In The World! As a first time author, I want to share these interviews with you all, and take you on this book writing journey with me! Like the show? Subscribe to the email: https://mailchi.mp/a71e58dacffb/welcome-to-the-20-podcast-community I want your feedback! Reach out to 20percentpodcastquestions@gmail.com, or find me on LinkedIn.

The Internal Marketing Podcast is the unique podcast series that 'flips' the marketing conversation, from external to internal, sharing everything you need to know, to build the brand and drive growth, by engaging and empowering company employees to become advocates of the company brand. If you're not already subscribed to The Internal Marketing Podcast, then join the 'internal marketing tribe' and subscribe, leave a review and share the podcast with anyone in your network whom, you believe, will find it valuable. Thanks for listening! ABOUT MICHELLE J. RAYMOND (Founder & LinkedIn B2B Strategist - Good Trading Co.)Michelle J Raymond is the Founder and LinkedIn B2B Strategist and Corporate Trainer at Good Trading Co. Michelle is a globally recognised LinkedIn Pages expert, co-authoring the world's first book on the topic, the international best-seller ‘Business Gold'. This was followed up by co-authoring “The LinkedIn Branding Book” to assist people to grow their personal and business brand on LinkedIn. Michelle's commitment to, and knowledge of, LinkedIn for Business is recognised by the LinkedIn Pages team, becoming an appointed member of the LinkedIn Small Business Advisory Council for LinkedIn Pages.  Host of the ‘LinkedIn for B2B Growth' podcast and co-host of ‘The LinkedIn Branding Show' podcast. Michelle also runs a successful YouTube channel ‘Good Trading Co – LinkedIn Company Page Experts.'Her mission is “Do good business with good people.”Follow Michelle on LinkedIn: https://www.linkedin.com/in/michelle-raymond-goodtradingco/?originalSubdomain=auGood Trading Co Website and Resources: https://goodtradingco.com.au/quick-links/ ABOUT KERRY-ANN STIMPSON (The Internal Marketing Podcast's Producer and Host)Kerry-Ann is the Chief Marketing Officer (CMO) of the JMMB Group, a financial services group of companies, headquartered in Kingston, Jamaica, with operations across the Caribbean. She is also the producer and host of The Internal Marketing Podcast, a personal passion project that was borne out of her belief that a company's growth and marketing strategies can't succeed, unless company employees (its most powerful advocates) are authentically engaged and empowered to deliver on the brand promise and to become advocates of the company brand. You can follow and connect with Kerry-Ann on LinkedIn. ABOUT WORKSHOP  (The Internal Marketing Podcast's Season 3 Sponsor)Workshop is an internal marketing and employee communications platform for creating beautifully branded, employee-specific campaigns. It replaces any internal email tool that you have and integrates with the other communication channels your team uses the most (including Slack, SharePoint, and Microsoft Teams). Head over to useworkshop.com/marketing to get a ton of awesome (and FREE) content and resources about how you can create and implement internal marketing campaigns and employee advocacy programs for your company. Also, sign up for their Happy Monday Club newsletter here.

It's like Mark Bolan and T. Rex once said: "Get it on! Banger, Gong! Get it, Gong!” We're not certain who Gong is - according to Lewisohn, it's longtime Lennon idol Chuck Barris -  but we're sure fans of Beatle Bangers. And in Part Two of Part Two, we hear some killer listener-suggested Bangers, and also ask:

NFL free agency is on it way as a lot of players will get cut to get under the salary cap. Randy kicked himself in the junk somehow. Temple of The Golf God might be a thing. Gong through top Free Agents to see which NFL team needs to sign them

We're back at it again! We would appreciate it if you could leave a 5-star rating and review on iTunes or Stitcher. Submit your Black Love Story -- Go to https://blaclovematters.com/lovestory/ and we'll shout you out! We really want to showcase the greatness of black love…   Hit us up!   We have merch!!! Check it out HERE!!   Blog: https://blaclovematters.com/ Itunes: https://itunes.apple.com/us/podcast/black-love-matters/id1243642268 Sound Cloud:https://soundcloud.com/blaclovematters Stitcher:http://www.stitcher.com/s?fid=140894&refid=stpr Pocketcast: http://pca.st/27pW Google Play Music: https://play.google.com/music/m/Iaj7en5imzkg4bahltxx2pddldi?t=Black_Love_Matters Twitter: @blaclovematters Facebook: @blaclovematters

Dans cette 1010e édition La Planète Bleue vous parle des baleines, d'un trio pas banal, du retour de l'homme sur la Lune, de la nouvelle compile de Bureau B et des origines de Gong.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. 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 that they can be more effective in their jobs. Today, I’m excited to have Eric Lindroos from Culture Amp join us. Eric, I would love for you to introduce yourself, your role, and your organization to our audience. Eric Lindroos: Absolutely, thank you so much for having me, I am so excited to be on the Sales Enablement PRO podcast. My name is Eric Lindroos, and a little bit about me is that I love traveling, I am a proud uncle, I am a wine enthusiast, and I just moved to Portland, Oregon after living in Ireland for the last year. I am also on an active surrogacy journey to fatherhood, so fingers crossed, I should also be a new papa by the end of the year. I love all things enablement, of course. Recently, I joined Culture Amp as their revenue enablement partner with a focus on building out our go-to-market outbound sales motion. If you’re not familiar with Culture Amp, we are the leading employee experience platform driving engagement, development, performance, and retention for over 6,000 organizations. Prior to Culture Amp, I was the 24th employee at Gong, I spent almost 4.5 years with the company and held roles that ranged from sales to recruiting from the SDR enablement manager to the go-to-market global enablement onboarding manager as well, so that’s a little bit about me and again, I’m so excited to be spending my time with you. SS: Eric, we’re so excited to have you on the podcast today, so thank you so much for joining us and bringing this energy. I want to start by talking about maximizing sales productivity because that’s top of mind for a lot of companies, especially given the current economic climate. With your experience building global learning programs that scale onboarding, training, and coaching, how can enablement help to drive productivity? EL: Great question. Right now, onboarding and training are definitely top of mind for everyone given the current economic environment, especially if your employees are still remote, or I think if you’re one of the lucky companies that are still hiring. I think having a strong onboarding program is crucial when facilitating an impactful new hire experience. I think a strong onboarding program ensures that new hires feel connected, have cross-functional exposure, have access to leaders, mentors, and buddies, and are given the resources and content that they need to hit the ground running. I also firmly believe that a strong program is key when driving a new higher engagement and productivity. Sorry to say this, but if you’re bored, your new hires are also bored and that’s a ton of time, information, and enablement resources that are just going in one ear and out the other. I think that when properly engaged and when there are a variety of learning styles incorporated into the programs that you’re running, you’re going to see that engagement and the adoption results that you’re looking for. Those desired results, of course, are going to lead to a decrease in your ramp time of new hires and just employee retention long term. When it comes to new hire onboarding specifically, I see onboarding really as the initial foundation that training programs and reinforcement programs should be built on to ensure a deep understanding and skill set of one’s new role. SS: That is fantastic advice. Now, because you have that global experience, what are some of the unique challenges that come along with designing global programs that really kind of address regional markets? EL: Oh my gosh, that question is a trigger. The first thing that comes to mind is time zones. Definitely, time zones are going to be a challenge, but I think how you overcome that challenge to the best of your ability is to try to overlap as many live sessions as you can. If I have US and EMEA onboarding or training, I know that I have an EMEA until like 6 PM their time, which means I’m going to get as much out by 8 to 10 a.m. PST as I can because I want to ensure that teams feel really connected and not siloed from a global perspective and because I want to drive engagement and performance. I also want to guarantee a space for global mindshare and just bonding. When it comes to sessions and trainings that might fall outside of those overlapped hours, I am going to make sure that I record every single one of those sessions and then I’m going to build global library folders of that content to ensure that I drive foundational consistency across the teams. Also, I want to make sure I’m tracking against the completion of any of those self-led programs and trainings to ensure and measure the adoption as well from a global lens. Now that I’m thinking about it, I also think tech is definitely something that can be a challenge if you don’t have the right tech resources in place. In my opinion, if you’re not recording and analyzing the impact of your global sessions, you’re never going to scale or have the organizational and go-to-market consistency in the way that you want. I also think that it’s really important for you to utilize your learning management system, have a knowledge-based platform for collaboration, and invest in an e-learning solution. I think with all of that, you’re also going to help drive reinforcement and development across your teams. Over here at Culture Amp, I am lucky enough to have all of those resources, and from a global lens, I do not know what I would do without them, specifically because we have teams over in APAC, EMEA, and over here in North America. SS: I’d love to actually drill into that because it sounds like you have teams all around the world and obviously there are a lot of differences in background and cultures if you’re scaling global programs. How do you build a program that makes sense for different geography? EL: I think first you have to seek to understand. Be slow to build and fast to listen is my mantra, which is why we have two ears and one mouth. From a foundational level, I think that there should be a program baseline that reflects the company first. When we’re thinking about this, your company values, your value proposition, your buyer personas, your customer use cases, and your leadership should all be accessible and the same regardless of geography. Build that foundation and then scale it because that’s how employees feel engaged and brought into a mission. For example, our mission at Culture Amp is to improve the lives of 100 million people with our platform and I guarantee you that even in the short amount of time I’ve been here, you can feel that that is our mission that everybody is fighting for every single day, regardless of location because it was a part of our global onboarding experience. I say, double down on that baseline and then build programs that reflect the nuances of diverse teams and regions. My grandmother always taught us growing up, never to be the smartest one in the room. She said, if you’re the smartest one in the room, get out of that room because you’re not learning, you’re not growing, you’re not being challenged. Do not try to be the smartest one in the room if it’s not your culture. Don’t build your programs around your own preconceived ideas of what should work. I highly encourage you to seek out employees or consultants in those regions and let them be the smartest ones in the room. I think a huge challenge that I’ve also experienced while building out global programs is not understanding that there are global market differences and thinking that what worked for you in one place is going to guarantee success in another. I have seen this time and time again, leaders saying ‘well that’s what we do in the US so that’s what we’re doing in EMEA. Let’s cut and copy that for other regions.' I think that this approach is literally the deathbed for so many organizations trying to expand globally or scale programs and training efforts. Every single region is different and taking a very thorough and intentional approach to understanding those differences is imperative to see success. When it comes to global programs, talk tracks are received differently, the competitive landscape is different, and company brand awareness is never apples to apples, in my experience. Marketing and lead gen efforts need to be adjusted accordingly and global programs have to reflect those incongruences in order to be successful as well. Let’s also make note that work-life balance looks very different across continents. That has to be factored into global programs and just the conversation. The live-to-work mentality in North America is alive and well compared to the work-to-live mindset that you see with a lot of organizations in Europe. I think that’s a huge challenge that one should be aware of when building out these global programs. Just have that sort of top of mind to have a conversation around with your leadership team and your enablement team as well. SS: Your grandmother sounds like a very smart woman, I have to say. I love that advice. Now, in addition to your experience with the global programs, you’re also really passionate about DE&I, in the workplace. What are some of your best practices for creating an open and inclusive environment for learning? EL: What a question, I feel like I could talk about this for hours. I say first be your authentic self and be unapologetic about it. This obviously looks different for everyone and that’s completely okay, as long as you always feel comfortable. When it comes to feeling comfortable bring up your partners, children, or your weekend activities in your work conversations. Obviously, as long as it’s professional, don’t make a career-limiting move, that is not what I’m proposing here, but show up as your authentic self. Join an employee resource group or otherwise known as an ERG and if there isn’t one, start one. At Gong, I created Proud Gongsters with the help of my CMO, which was an LGBTQ+ Gongster community. The workplace here at Culture Amp already had incredible resources and ERGs in place, so on my first day I was added to camp out and was immediately a part of a community where I felt accepted and supported. I’m also a huge fan of building a DEI or ERG session into your onboarding so that new hires understand the DNA of your company and are encouraged to show up as their true and authentic self from week one or day one. At Culture Amp, we are very heavy on using our pronouns in our Slack and Zoom profiles, which creates a safe space for others to just show up. It also tells them that we support them for whoever they are. I would also say to be intentional about training on unconscious biases so that you can educate your talent teams, you’re hiring managers, and your employees. Fight to have a diverse workplace and diversity in your leadership team so that people see themselves in all aspects of the organization. As you can tell, I think there’s a lot that you can do, but I do guarantee if you do any of the things I just mentioned, you are going to create a space that promotes open and inclusive environments and people are just going to learn organically because they feel comfortable. Last but not least, if your company doesn’t want to support what I mentioned to you or you feel like you have to hide, find a company and a leader that does support you for you. SS: I couldn’t agree more with that statement, Eric. You just touched on this just a second ago, but I’d love to drill into this a little bit more and that’s around leadership’s role in this. What advice do you have for leaders of global teams to help them create a more inclusive team culture? EL: My first piece of advice is to listen to this podcast and follow Sales Enablement PRO. No plug intended, and I know you don’t make me say that, but jokes aside, educate yourself about DEI Initiatives and other cultural norms so that you can be a leader who educates others. Create a space where diversity is not just tolerated, but it’s absolutely celebrated. Demand for an atmosphere that promotes psychological safety for absolutely everyone on your team. Just be curious about others and ask questions. Don’t be afraid to ask questions that you might not know the answer to. I feel like a lot of times we are so scared to look silly or stupid or ask the wrong thing when it comes to something that we don’t know, but in my experience, I promise you that your teams are going to welcome this dialogue because it shows that you care and that you want to grow and become more aware of something that maybe you don’t understand. I’d say provide anonymous feedback surveys as well and be open, not defensive about the results and data. If you’re not collecting employee engagement data around these conversations, I firmly believe that you should be, especially if you have global teams because everybody is different and everybody needs something different. No plug intended, but I do know a platform, Culture Amp, that can help you if you want to talk to me about that further. Those are just a few things that a leader can do to really drive a more inclusive culture within their teams. SS: Well, absolutely, and I will outright plug it because I have used Culture Amp before at past companies and I have to say, I absolutely love it. It does exactly what it is intended to do, particularly around DEI&B, which is near and dear to me. I’m all about the plug for this one. EL: I love that, thank you. SS: Thank you, Eric, closing question for you. This goes back to the environment that we’re in today, at least particularly in the tech sector. How can teams balance a healthy culture with what a lot of companies are feeling about the need to maximize productivity? EL: Oh my gosh, trigger again, for me as somebody who has experienced burnout professionally, this one definitely hits home. I think it’s really important to find a healthy balance of people first and I think that once you do that, productivity and business will seamlessly overlap. There’s actually just a quote I recently heard from Brad Bird who’s an academy award-winning director and he said ‘If you have low morale, for every dollar you spend, you get about 25 cents of value. If you have high morale, for every dollar you spend, you get about $3 of value. Companies should pay more attention to morale.” I totally agree. Find what that people’s first balance looks like and everything else I think is going to come to place. I also think it’s really important right now more than ever in a remote environment if you do have remote teams or global teams to have really clear expectations around KPIs. What does that look like for you and for your team? I have now been a part of two different companies where we’ve had company-wide recharge days, and I think that that’s an incredible way to create a healthy culture of balance as well. It also shows your employees that you value them and you care and when you demonstrate that to your team, and to your employees and that’s a part of your DNA, again to that quote I mentioned, you’re going to see the return because people are going to want to work harder for you and for your mission. Also, I actually encourage people to take time off to recharge. This is something I haven’t always been good at myself, especially over the last few years, and now in this remote environment where we a lot have found ourselves, the burnout is so real. I’ve worked for companies in the past where there’s unlimited PTO, but no one actually takes it because it’s a bait and switch. Every tech company says unlimited PTO, but really that means nothing. I’ve also worked for companies where there were 20 paid business days that were on a use-it or loose-type model. Do you think I took my 20 days off? Yes, I took my 20 days and I was actually able to disconnect. Every company is different, every team is different. You have to find what works for you to establish that healthy culture with balance while also maximizing productivity. Those are some of the things that I’ve seen work for myself and the teams that I’ve been a part of. SS: I love that. Eric, thank you so much for joining us today. It has been an energizing discussion, so thank you so much. EL: Thank you. The pleasure’s all mine. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there is 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 from you. Are enablement teams supporting their sellers effectively to ensure they're motivated to reach their goals? Help us find out by taking the State of Sales Enablement 2023 survey, and get exclusive early access to the insights that will help you enhance the satisfaction and performance of your revenue teams.

RootsTech 2023 will be held in person for the first time since 2020. While the COVID-19 pandemic moved the annual three-day family history event online, attendance spiked from 50,000 people in 2020 to several million participants worldwide in 2022. This year, RootsTech encompasses the best of both platforms with the theme “Uniting.” This episode of the Church News podcast features Elder Kevin S. Hamilton, a General Authority Seventy and executive director of the Family History Department for The Church of Jesus Christ of Latter-day Saints. Elder Hamilton is joined by Steve Rockwood, CEO of FamilySearch International, to talk about the importance and global reach of family history.  The Church News Podcast is a weekly podcast that invites listeners to make a journey of connection with members of The Church of Jesus Christ of Latter-day Saints across the globe. Host Sarah Jane Weaver, reporter and editor for The Church News for a quarter-century, shares a unique view of the stories, events, and most important people who form this international faith. With each episode, listeners are asked to embark on a journey to learn from one another and ponder, “What do I know now?” because of the experience. Produced by KellieAnn Halvorsen.See omnystudio.com/listener for privacy information.

JC Pollard was the top commercial Account Executive at Gong last year and was a top-performing SDR before that. Gong enables revenue teams to realize their fullest potential by unveiling their customer reality. Prior to being elevated to AE, JC was a top Sales Development Representative (SDR). JC is a closer that believes in leading with genuine curiosity, and a desire to help solve complex problems for his prospects and customers. JC is passionate about sales, sales enablement, coaching, and onboarding. He absolutely loves working at Gong, so much so that he's posted a message about it warning potential recruiters not to waste their energy.

מה המשמעות של מותג אייקוני? איזו תשתית נדרשת לבנייה של ברנד? ואיזה אלמנטים מרכיבים מותג חזק?  בניית מותג חזק עשויה להיות אחת מאבני היסוד הכי משמעותיות של כל סטארטאפ, ומה שישפיע על מערכת היחסים עם עובדים, לקוחות פוטנציאלים, ואפילו משקיעים. אבל כששומעים את המילה מותג, הרבה פעמים יש נטייה לחשוב שמדובר במושג שנמצא באחריותו הבלעדית של המרקטינג. בפועל, בנייה של מותג מצריכה גיוס של כל הארגון, וסט של עקרונות פעולה שכל אחת מהמחלקות תפעל לפיהם. מחלקת השיווק היא "הנאמן" של הברנד, אבל ללא שותפות מלאה של כל שדרת ההנהלה ועובדי החברה - אין סיכוי שנצליח להפוך אותו למותג אמיתי "שתופס." השבוע דריה ורטהיים מדברת עם אודי לדרגור, Chief Evangelist ולשעבר CMO ב-Gong.io, על הפרקטיקות לבניית מותג אייקוני. אודי משתף בטיפים סביב שלושה אלמנטים חשובים - השקעה בתוכן, נראות, וגיוס כלל החברה למטרה, ובמה קורה כשמהלך שיווקי גדול לא עומד בערכים של המותג.  ---  פרקים נוספים בנושא:  33: על חמשת התכונות המרכיבות את הדנ״א של מאנדיי.קום 157: על פרסומת הסופרבול הראשונה שלנו --- מוזמנים להצטרף אל קבוצת הפייסבוק שלנו ולהמשיך את השיח - www.facebook.com/groups/startupforstartup/ ניתן למצוא את כל הפרקים ותכנים נוספים באתר שלנו -   https://www.startupforstartup.com/See omnystudio.com/listener for privacy information.

JBay is the Founder/CEO of the Outbound Squad which works with sales leaders to help their sales teams turn complete strangers into paying customers. They've had the opportunity to work with several world-class sales teams at companies like Gong, Medallia, Zoom, CBRE, Monday.com, GoGuardian, and many more. Connect with JBay  https://www.linkedin.com/in/jasondbay/ Connect with David Personal LinkedIn: https://www.linkedin.com/in/davidwdurham/

Gina has been a finance leader at various public companies since beginning her career as a CPA at Ernst & Young. In her current role, she has guided ServiceNow through several acquisitions while leading a global finance team. Gina is currently on the board of Gong and Roblox, and has held positions as International CFO at Revlon and CFO at Ingram Micro.Join us as Jeff Epstein interviews Gina to understand the moves she's made throughout her career and to get an insider's look at what it takes to be a public company CFO. We'll also get her thoughts on how the CFO role has changed and what it takes to be successful in today's environment.Airbase presents: Path to Becoming a CFOPath to Becoming a CFO | Airbase www.airbase.com LinkedIn

Brought to you by Amplitude—Build better products: https://amplitude.com/ | Lenny's Job Board—Hire the best product people. Find the best product gigs: https://www.lennysjobs.com/talent | Vanta—Automate compliance. Simplify security: https://vanta.com/lenny—Christine Itwaru is a longtime product operations leader at Pendo and more recently has taken on the larger role of Principal Strategist there. Before leading product ops, Christine spent 12 years in product management. In this episode, we delve into the rapidly growing field of product ops and discover how Christine is part of shaping the role industry-wide. She helps us define the role of product operations, what kind of person would be a good fit for the product ops role, when your company would benefit from product ops, and what red flags to look for if you decide to go down this path. Find the full transcript here: https://www.lennyspodcast.com/understanding-the-role-of-product-ops-christine-itwaru-pendo/#transcriptWhere to find Christine Itwaru:• Twitter: https://twitter.com/christineitwaru• LinkedIn: https://www.linkedin.com/in/christineitwaru/• Website: https://theproductheart.com/Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/Referenced:• Ben Williams on Lenny's Podcast: https://www.podpage.com/lennys-podcast/how-snyk-built-a-product-led-growth-juggernaut-ben-williams-vp-of-product-at-snyk/• Pendo: https://go.pendo.io/• Marty Cagan on Lenny's Podcast: https://www.lennyspodcast.com/the-nature-of-product-marty-cagan-silicon-valley-product-group/• Salesforce: https://www.salesforce.com/• Looker: https://www.looker.com/• Tray: https://tray.io/• Zapier: https://zapier.com/• Zendesk: https://www.zendesk.com/• Casey Winters on Lenny's Podcast: https://www.lennyspodcast.com/how-to-sell-your-ideas-and-rise-within-your-company-casey-winters-eventbrite/• Inspired: How to Create Tech Products Customers Love: https://www.amazon.com/INSPIRED-Create-Tech-Products-Customers/dp/1119387507/• Leaders Eat Last: Why Some Teams Pull Together and Others Don't: https://www.amazon.com/Leaders-Eat-Last-Together-Others/dp/1591848016/• The Product-Led Organization: Drive Growth by Putting Product at the Center of Your Customer Experience: https://www.amazon.com/Product-Led-Organization-Putting-Customer-Experience/dp/1119660874• Product Roadmaps Relaunched: How to Set Direction while Embracing Uncertainty: https://www.amazon.com/Product-Roadmaps-Relaunched-Direction-Uncertainty/dp/149197172X/• The Product Experience podcast: https://www.mindtheproduct.com/the-product-experience/• Matilda the Musical: https://www.imdb.com/title/tt3447590/• Rise on Disney+: https://www.disneyplus.com/movies/rise/6Yv1uRnw2uAJ• Miro: https://miro.com/• Figma: https://www.figma.com/• Seismic: https://seismic.com/• Gong: https://www.gong.io/In this episode, we cover:(00:00) Christine's background(02:34) How working with Ben Williams led Christine to Lenny's Podcast(05:02) The role of product ops in product management(07:31) How 2019 became “the summer of product ops”(11:19) The different ways product ops can assist product teams(15:50) How Pendo used product ops to bring teams together and share data(18:15) Where user research fits in (22:39) How product ops are being utilized—and not exclusively in B2B companies(24:47) How to convince a product leader that you need product ops(27:41) Why customer experience is the core of a PM's role(29:47) Who is doing the work of the product ops person before that role is created(31:37) Christine's response to Casey Winters's take on ops teams(37:40) Signs your company could benefit from a product ops team(30:56) How a lack of transparency led to Pendo adding product ops(46:11) The line between product ops and product marketing(47:30) Who might be a good fit for a product ops role(53:39) Red flags for product ops roles (that apply to any role) (54:08) How product teams are structured at Pendo(57:18) Lightning roundProduction and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

The story of T. Rex's Marc Bolan is one of those rock n' roll fables that seems so trite that it MUST have been written by some second-rate Hollywood screenwriter. The truth, however, is that Marc Bolan's tale serves as the BASIS for these overused rock clichés, as he led a wild (and unfortunately short) life full of fame, excess, pageantry, and incredible music. This week, we're joined by actor and musician Danny Tamberelli to dive into the history of the Godfather of Glam Rock. Together, we try to figure out how “Bang A Gong (Get It On)” was T. Rex's only US hit, considering The Beatles themselves claim that T-Rextasy was bigger than Beatlemania ever was in the UK. If you like the show, be sure to rate, review, and subscribe. Email us at onehitthunderpodcast@gmail.com. Also, follow us on our social media: Twitter: @1hitthunderpod Instagram: onehitthunderpodcast Wanna create your own podcast? Contact us at www.weknowpodcasting.com for more information. Visit punchlion.com for Punchline tour dates, news, and merch. Sign up for more One Hit Thunder on our Patreon www.patreon.com/OHTPodcast Learn more about your ad choices. Visit megaphone.fm/adchoices

True, enduring joy and eternity with those we love are the very essence of God's plan of happiness.

From #1 New York Times bestselling author Chloe Gong comes two captivating new novellas surrounding the events of Foul Lady Fortune and following a familiar cast of characters from the These Violent Delights Duet! In A Foul Thing, Roma and Juliette have established themselves as the heads of an underground weapons ring in Zhouzhuang, making a living the way they do best while remaining anonymous in their peaceful, quiet life. But when they hear about several Russian girls showing up dead in nearby towns, they decide to investigate-and ultimately discover that this mystery is much closer to home than they ever imagined. In This Foul Murder, Benedikt and Marshall have been summoned by Roma to find the elusive scientist, Lourens, and bring him to Zhouzhuang. Time is of the essence aboard the week-long Trans-Siberian Express, but when someone is murdered on board, Benedikt and Marshall convince the officer in charge not to stop the train so that they aren't thrown off-schedule. Instead, they pretend that they are investigators and promise they can solve the murder, but as they dig deeper, they realize that the murder might having surprising ties to their own mission...

The VC behind buzzy startups Calm, GoFundMe, Udemy and Gong is bullish on FP&A.  Ryan Abdullah an Investor at Norwest Venture Partners tells FP&A Today says there are four reasons why VCs rely on FP&A, particularly during a downturn. Firstly there is a huge increase in appetite for forecasts. Secondly  FP&A must take account of labor shifts in startups (not least caused by large layoffs). Thirdly, ( investors who are all about growth) see FP&A as an ally and “profit center” to help businesses “grow and do better”. Fourthly FP&A is delivering an agenda with other departments to define budgets “rather than just entering numbers in a spreadsheet.” In this episode Paul talks to Ryan Abdullah covering:   How VCS look at the role of FP&A and the benefit to their portfolio companies Which financial insights and KPIs matter most to investors The role FP&A plays in big fundraising? What do VCs see as FP&A magic  The importance of realistic and accurate models for VCs The importance of robust software for handling and cleaning financial data The challenges and opportunities for SaaS KPIs His biggest success and biggest failure Ryan's photography hobby and how it helps him to think about investing  Watch the full show on YouTube Read the full transcript and blog Follow Ryan Abdullah on LinkedIn Follow Paul Barnhurst on LinkedIn Follow Datarails on LinkedIn FP&A Today is brought to you by Datarails. Datarails is the financial planning and analysis platform that automates data consolidation, reporting and planning, while enabling finance teams to continue using their own Excel spreadsheets and financial models. Get in touch at www.datarails.com

We discuss Elder Gong's talk from the October 2022 General Conference. Although the topics are forgiveness and repentance, there is a high emphasis on our human relationships. As social animals we need other people. Even loners and introverts need other people (although in smaller doses).

Gong sound therapy has been practiced for thousands of years. Gong sound baths can help reduce stress and liberate emotional blockages. Enjoy this short meditation using a Cosmic Gong Plate made by Grotta Sonora in Italy. --- Send in a voice message: https://anchor.fm/adreamoracle/message

There's a good chance Steve Hillage was beamed here from another planet and has been living among us as an alien for over 70 years. He starts out in the far out prog band Gong making super challenging music. He then goes solo and makes equally challenging music with producers like Nick Mason and Todd Rundgren while exploring where the mind (and his guitar) could go. Then, he decides techno and trance music has a similar spacey effect so he becomes System 7 and travels the world DJing. Along the way he produces albums by Simple Minds, Cock Robin, Tony Banks, the Charlatans, Real Life, and more. What a long, strange trip it's been! Here him try to explain it all. Enjoy!  www.stevehillage.com www.a-wave.com/system7 www.patreon.com/thehustlepod

This Week's Hosts: Jennifer Roach Sarah Allen Links: YoungBoy Never Broke Again Is Considering a Mormon Baptism Jana Riess: For today's Latter-day Saints, it's food storage light Elder Gerrit W. Gong, wife to keynote RootsTech Family Discovery Day ‘You Cannot Separate Jesus Christ From the Church,' Teaches Elder Hamilton BYU faculty members urged to align their teaching, research better with LDS tenets An alleged $500 million Ponzi scheme preyed on Mormons. It ended with FBI gunfire. The CES Letter Rebuttal Hear Him Retreats

Greg and Jenius are taking the month off to prepare for next month's Madness but they are highlighting all the tiers from Patreon and start with all the content from the Squiddly Diddly tier. patreon.com/nightmarejunkhead

Brought to you by Miro—A collaborative visual platform where your best work comes to life: https://miro.com/lenny | Notion—One workspace. Every team: https://www.notion.com/lennyspod | Eppo—Run reliable, impactful experiments: https://www.geteppo.com/—Eeke de Milliano is the Head of Product at Retool and a former product lead at Stripe. In this episode, we discuss how any team can become an innovation machine. We talk about how a culture of writing led to a team of rigorous thinkers at Stripe. We cover tactics to breed innovative teams that you can replicate at your own company: From embracing retrospectives to creating systems that give individuals the "permission to think big". Eeke shares her framework for prioritizing resources between core products, strategic initiatives, and big bets, and how it helped Retool launch three new products in a year. She also gives a comprehensive overview of the right level of process for companies of different sizes, and how to build a talent portfolio.Find the full transcript here: https://www.lennyspodcast.com/how-to-foster-innovation-and-big-thinking-eeke-de-milliano-retool-stripe/#transcript.Where to find Eeke de Milliano:• Twitter: https://twitter.com/eekedm• LinkedIn: https://www.linkedin.com/in/eeke-de-milliano-3b05a629/Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/Referenced:• Snir Kodesh on LinkedIn: https://www.linkedin.com/in/snirkodesh/• Stripe: https://stripe.com/• Stripe's operating principles: https://stripe.com/jobs/culture• Retool: https://retool.com/• Brian Krausz on LinkedIn: https://www.linkedin.com/in/bkrausz/• Retool Workflows: https://retool.com/products/workflows/• Retool Mobile: https://retool.com/products/mobile• Retool Database: https://retool.com/products/database• Ian Leslie on “Being Human in the Age of AI”: https://www.econtalk.org/ian-leslie-on-being-human-in-the-age-of-ai/• Claire Hughes Johnson on LinkedIn: https://www.linkedin.com/in/claire-hughes-johnson-7058/• Scaling People: Tactics for Management and Company Building: https://www.amazon.com/Scaling-People-Tactics-Management-Building/dp/1953953212• Linear: https://linear.app/• Bird by Bird: Some Instructions on Writing and Life: https://www.amazon.com/Bird-Some-Instructions-Writing-Life/dp/0385480016/• Lex Fridman Podcast: https://lexfridman.com/podcast/• EconTalk: https://www.econlib.org/econtalk/• The White Lotus on HBO: https://www.hbo.com/the-white-lotus• Gong: https://www.gong.io/product-demo/• FullStory: https://www.fullstory.com/• Rewind: https://www.rewind.ai/In this episode, we cover:(00:00) Eeke's background(03:36) Eeke's time at Stripe(08:58) Why Stripe didn't add PMs until hitting around 100 employees(11:03) Why being a PM is not for everyone(12:22) Stripe's internal culture guide(17:36) Stripe's operating principles (20:52) Why isn't every team innovative?(23:21) Retool's “crazy ideas” list (27:27) How to cultivate a failure-safe space (28:47) Fostering risk-taking and innovation(32:03) The three products Retool launched this year(35:06) How Retool was able to launch several products at once(38:00) The amount of process needed through different stages of growth(45:37) Why you should build products for your “best users”(47:34) Build the scooter, not the axle (why you should make something simple but functional first)(48:37) The 70-20-10 framework for investing resources and time(49:57) Finding time for maintenance and bug fixes(50:59) How Retool's PMs keep close to customers(53:29) Building product in a sales-led org vs. product-led growth (56:10) The product talent portfolio: how to build diverse, balanced teams(58:43) Lightning roundProduction and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Udi Ledergor is the CMO of Gong. In this episode, Udi talks about how to create world-class content, positioning, and the future of Gong. Connect with Udi on LinkedIn and Gong here. Resources mentioned in the episode: Show Notes Page  Here are three more ways to get help with your prospecting: Our best bite-sized content. Want my best LinkedIn posts, podcasts, and webinars? Stuff you can implement in 10-15 minutes or less? Look no further. Outbound Squad. A program for reps who crave accountability, structure, and results over theory. If you hate hitting plateaus in your sales career, check it out. Accelerator. Give your team hands-on training and coaching to overcome call reluctance, build meaningful relationships with prospects, and land more meetings through their cold outreach.

During the October 2022 general conference of The Church of Jesus Christ of Latter-day Saints, Elder Dieter F. Uchtdorf of the Quorum of the Twelve Apostles announced a new “For the Strength of Youth” guide, reminding the rising generation that Jesus Christ is their strength. This episode of the Church News podcast features the Church's Young Women general presidency, President Bonnie H. Cordon, Sister Michelle D. Craig and Sister Rebecca L. Craven. They talk about the strength of Latter-day Saint youth, the recent worldwide devotional with Elder Gerrit W. Gong of the Quorum of the Twelve Apostles, the 2023 youth theme “I Can Do All Things Through Christ” and the lessons learned during their nearly five years of service in the Young Women general presidency.  The Church News Podcast is a weekly podcast that invites listeners to make a journey of connection with members of The Church of Jesus Christ of Latter-day Saints across the globe. Host Sarah Jane Weaver, reporter and editor for The Church News for a quarter-century, shares a unique view of the stories, events, and most important people who form this international faith. With each episode, listeners are asked to embark on a journey to learn from one another and ponder, “What do I know now?” because of the experience. Produced by KellieAnn Halvorsen.See omnystudio.com/listener for privacy information.

In this episode Todd, Rivka and Burke discuss the talk, "Happy and Forever" by Elder Gerrit W. Gong from the October 2022 General Conference.

The eyes play a significant role in your experience of the phenomenal world. But, there is much more to Existence than the objects you perceive with your eyes. My prayer is that you not only see more...but see it All. --- Support this podcast: https://anchor.fm/plant-powered-buddhist/support

Carly and Malvina are joined by Udi Ledergor  , Chief Evangelist @Gong,  to talk buyer enablement, existing trends in market, forecasting capabilities and the importance of social presence! Some of the key themes from the episode:We're seeing a lot of discussion around 2023 being the year of Buyer Enablement. How does Gong help its customers focus on the Buyer? Gong is a leader in sharing trends, what are some existing trends we are seeing in the market?What are Gong's forecasting capabilities ?Why buyer loyalty isn't everything, especially in 2023About Udi:Udi is a five-time Marketing leader at B2B start-ups and currently the Chief Evangelist at Gong, the Revenue Intelligence category leader unlocking reality to help people and companies achieve their full potential.He's also an author, speaker, angel investor, and advisor.Outside of work, Udi is a lifelong lover of theater, performing arts, music, magic, wine and whisky (no 'e!'). He's a passionate social activist, having founded and served at multiple non-profit organizations working for causes like LGBT rights and education.He holds an MBA and a B. Bus. from the College of Management in Israel. Udi lives in the San Francisco Bay Area with his husband and three children.About Gong:Years ago, while CEO at another company, Amit Bendov had an idea. His teams were consistently losing deals and no one understood why. After reviewing a number of recent sales calls in search of a solution, Amit realized that team members were hearing only part of the customer conversation. Lacking an efficient process for accessing and synthesizing customer communications, executives and their teams would spend hours reviewing CRM notes. Yet in spite of this laborious effort, most still resorted to guesswork rather than fact when making crucial business decisions. The results he observed were lost deals and misaligned efforts across functions, teams, and divisions.A discussion with his engineer friend Eilon Reshef revealed that AI could help solve the problem. What ensued was a software product that not only recorded customer conversations, but also processed them, understanding exactly what was being said: the good, the bad —the reality. This new product could actually coach teams to close, offering warning signs and recommendations for how to control any interaction. It wasn't long before the two friends teamed up to ignite a “Reality Revolution” in business. The Gong platform was born.Gong brings an experience to users, teams, and companies that is reality-based, autonomous, and aligned amongst employees. Now, not only individuals, but entire teams, functions, and companies are empowered to reach their full potential. This Reality Revolution has Gong working in ways we had never imagined. And we've rallied the entire company around it.Subscribe to the podcast and please leave a review!

Correction: BYU Suspends Julie Stoffer Follow us on Instagram @TheCulturalHall Or on Twitter @TheCulturalHall Want to be in charge of TikTok? Want to help and make very little money? Cold man breaks into Provo temple..to get warm? Jana Parkin, artist... The post The “Gong” Show AoN Ep. 663 The Cultural Hall appeared first on The Cultural Hall Podcast.

Welcome to this special 5-part series on breaking into tech sales. We're hosting special conversations with sellers from non-traditional backgrounds, unpacking their story and discussing what they learned on their journey into tech.Caspian Lewke is a Senior SDR at Gong, a conversational intelligence platform. But he actually got started in finance – first a stint at KPMG and then as an investment advisor at Fidelity before transitioning to tech sales. We talk his excellent meme game on LinkedIn, how humor infuses his entire approach, why you should capitalize on your unique strengths -- and how finance prepared him for executive-level conversations. Connect with Caspian Lewke: https://www.linkedin.com/in/caspian-lewke/Follow Nicholas Thickett on LinkedIn: https://linkedin.com/in/nicholasthickettFollow Morgan Smith on LinkedIn: https://linkedin.com/in/morganjsmithVisit our site b2bpowerhour.com to learn more about our upcoming live shows, community, and more.

Elder Gong teaches that as we follow God's plan for us, we will find eternal joy with our families.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. 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 that they can be more effective in their jobs. Today I’m excited to have Shawn Fowler from RevenueReady join us. Shawn, I would love it if you would introduce yourself, your role, and your organization to our audience. Shawn Fowler: Thank you for having me today. My name is Shawn Fowler and last year started a company called RevenueReady with a couple of partners. Before that, I really had three careers. My undergrad degree is in philosophy which got me a great job waiting tables, so I went back and got a degree in computer programming and did IT and programming for a while and then ended up doing academic research before I went to grad school. After that, I ended up doing training at a startup and it was mostly the technical training part of the startup. People kept telling me ‘you should be a sales engineer' and I kept thinking I definitely don’t want to be in sales, I think they’re bad people, and I definitely think I’m not that kind of person. Then I found out how much more sales engineers made than me and decided that I did want to be a sales engineer. My first foray into sales was sales engineering at a company called Silverpop. We sold email marketing software and I loved it. Being a sales engineer was awesome. It took me a while to figure out how to be a sales engineer instead of a trainer because I think I initially was really training more than anything else and I had a few sales leaders and sales reps who essentially taught me how to sell instead of train. I did that for a while and ended up going into services sales and then went into sales enablement. I didn’t even know what it was but basically, I was told that I would be good at it when they were hiring their first sales enablement person at Silverpop. After that IBM acquired Silverpop and I ended up being responsible for taking the Silverpop brand to market in Latin America, Japan, and China. For 2.5 or 3 years I was basically doing international sales and go-to-market. That got kind of old and I got tired of traveling so much and I had a young family. After that, I ended up going back into enablement there at IBM for our business unit before joining Salesloft, which was a wonderful place to work. I essentially got to build the sales enablement program there and got to teach salespeople to sell sales software to other salespeople which mean you get to study sales a lot. Then, a couple of years ago I joined a company called Attentive which was fantastic because Attentive has a sales-assisted PLF sales motion, so I got to learn more about that. That’s my background in a nutshell. SS: I love it. You definitely have a diverse background. I want to dig in because you said you have a Ph.D. in educational psychology with a focus on motivation. How does this expertise give you a unique perspective as an enablement leader? SF: It's interesting. I didn’t even know enablement was a thing in 2012 and it actually sits at the intersection of what I really love. Sales, really when you get down to it, is applied psychology. It’s basically taking principles of persuasion, and principles of education and applying them in a real-world setting and figuring out what works and what doesn’t work. My approach to enablement is a combination of what I’ve learned through actually selling and being in sales management and then what I learned through my education in graduate school studying educational psychology. I think a lot about motivation and learning and how to create situations in which people come to the conclusions that I have come to because ultimately selling and teaching is kind of the same thing. You’re trying to get someone to see things the way that you see them and come to the conclusions that you’ve come to and a lot of people in teaching and a lot of people in sales try to push. They try to get someone to accept their opinions, they try to get someone to accept their approaches and this almost never works. In fact, it often creates resistance. A much better way to approach selling and a much better way to approach teaching is to create an environment in which people can see what you’re seeing and come to the conclusions that you’ve come to. I think a lot about that when I tried to create enablement programs, I think a lot about that when I’m actually leading a classroom and I think a lot about that whenever I’m selling, SS: That’s fantastic. Now, what would you say though are potentially some common barriers to motivation that you’ve seen in sales learning programs, and what do you think is the root cause of some of those challenges? SF: There are as many barriers to the success of enablement programs as there are stars in the sky, to be honest with you. One of my favorite quotes is the opening line of Anna Karenina by Tolstoy it says ‘all happy families are the same, but each unhappy family is unhappy in its own way' and I think that’s probably true of most dysfunctional things, including enablement programs. The biggest obstacle to motivation and success and enablement programs is frankly that the reps don’t want to do it. They think it’s a waste of time, and there’s a variety of reasons they could think that. One is they just want to spend their time selling. Two, they might think that the thing that you want them to learn is not important or not something they need to work on. Three, a lot of times there’s a lack of buy-in from leadership, and a lot of times you have all three of those things going on at once and that’s not a very easy situation to approach. The way around that a lot of times is actually getting buy-in from the start from leadership. Like, as collaborating with leadership on what specifically they would like to focus on in order to improve the performance of their reps. This is best done at the front-line manager level because you can sit down and have conversations about where the gaps are in performance and when you’re doing that you need to start with data like having very specific team and individual level data that you can use to say, hey, it looks like you’ve got a problem with creating opportunities for instance on your team. If you can increase your opportunity volume and get them up to speed with some of these other teams, it looks like you’re going to have much better outcomes as a result, you’re more likely to hit your number. These specific reps seem to be the ones who have the biggest problem with opportunity creation. Could be discovery, could be demoing, could be progressing deals that are late stage and closing whatever, but having the data that helps you identify where those gaps are is really the starting point because that allows you to prioritize. If you’re not having a data-focused conversation, you end up in this weird situation as an enablement leader where you’re waiting to be told what to do by someone who is having ideas, but those ideas might not always be the ones that are the most important and you end up kind of being a junk drawer as a result of that. Starting with the data, working with leadership is the first thing. The second one is actually getting the reps to see what you see as well, and for that, it’s really useful to use tools like Gong or Chorus, or Salesloft where people can go in and see their own calls. I’m a big fan of self-scoring. Getting people to actually score their own calls and to score the calls of others with a guided scorecard, is really important actually, you have to give them a good focus scorecard because if you don’t, people don’t always pay attention to the most important things. But getting people to self-score is really important because it allows them to begin to understand where their actual gaps are and to think critically about how they’re conducting deals versus how someone else might be conducting a deal. Then, the final thing is recognition, and praise, like actually giving people the opportunity to be recognized for good work and praising people who are doing things well that you want other people to do. If you look at the research, money is necessary but not sufficient. People in sales typically like money, but a lot of times they like money because it’s an indicator of the fact that they are performing well. It is a form of recognition. Top salespeople typically like recognition from their peers and their superiors even more than money. Using that as an avenue to motivate people can be very effective as well. SS: Absolutely. One of your specific areas of focus in your Ph.D. research that we’ve spoken about this was around motivating in online educational environments. How does motivation differ based on the environment that the learner is in and maybe what are some of the unique considerations for virtual programs? SF: I spent seven years thinking about this when I was doing my research. It is something I’ve thought about a lot. If you look at a traditional learning environment, like a classroom-based learning environment versus a virtual learning environment, obviously the context is the biggest difference and the thing that I drilled in specifically on was the difference in social engagement. That can be engaged with your professor or your teacher as well as engagement with your fellow students mostly in informal ways. I think we’ve all had experiences in college, for instance, where you didn’t really like a class, you weren’t into it, but there was somebody who you would go grab coffee with after class or talk to on the way to the next class or you had this study group that likes kept you going at it. These are kind of these informal social interactions that really do a lot to motivate and reinforce people because identity plays such a key part in motivation. My research is based on self-determination theory, which clauses there are three factors that are necessary for motivation. One is autonomy, so do I have the ability to control how I spend my time, how I spend my energy, and things like that? Obviously, that’s within some level of constraint, nobody has absolute autonomy either in a classroom or a work setting. The second one is competence, so do I feel like I’m good at what I’m doing? The third one is relatedness, do I feel like I’m part of something bigger than myself? How much have I incorporated that thing into my own personal identity? The first two things, autonomy, and competence are pretty well researched, the relatedness one isn’t as well researched and that’s what I focused a lot on and that really is the fundamental difference between a traditional and a virtual classroom setting. Figuring out how to create opportunities for informal engagement is really important in motivating students in a virtual classroom because they don’t have those informal opportunities. They don’t feel necessary like they’re part of a classroom, part of this larger thing that is really important when it comes to motivation. What’s interesting is I finished my Ph.D. research in 2018 and 2 years later, the pandemic hit and suddenly everybody’s experiencing a lot of these same things from a work perspective, because we had this situation where pretty much everybody in software at least went remote and it’s not going back. I think we’re seeing a lot of those issues begin to arise associated with remote work. There’s a lot of depression, there are a lot of people who don’t feel like they’re part of this bigger culture for their team or this bigger culture for their company and that’s a real problem because when you don’t feel like you’re part of it, then you don’t end up putting the same level of effort in and you create these kinds of fragile or brittle teams who don’t have the resilience to get through hard times because they don’t feel that same sense of connecting this. So it’s really interesting because that’s something that we as a society are going to have to figure out over the next few years as we begin to move more and more to a remote environment. SS: Absolutely, I couldn’t agree more. I’ve had conversations around just the social disconnect that the new way of working has seemed to have created in the workplace, to be honest. Do you have some best practices may be around motivating reps in this virtual, slightly more siloed environment? SF: There are a few things. One is creating opportunities for informal interaction. I mean I started doing this when I was at IBM, I had 80-something people on my team at IBM and they were spread literally all over the world across five different continents. People had never met in person, and likely never would meet in person, and I wanted them to feel like they were part of something. A lot of times in my meetings, like it’s 50% work, really kind of 50% hanging out now. I was never explicit about the 50% hanging out piece because then it feels weird because you’re being forced to hang out, but that’s really kind of what was happening. I, as the leader, tried to be as vulnerable as possible and as transparent as possible. If you are a leader, it’s on you to kind of set the tone for what the rest of the team can do, you’re kind of establishing what is okay in your team from a cultural perspective and so I would share parts about my personal life, I would ask people how their weekend was. I would have a lot of those conversations that you would normally have and I would have those in a virtual setting instead of in a break room or around the water cooler or wherever you would have had them in a physical setting. It takes a minute because people aren’t used to it, but after a while, people begin to open up and start to share some of those things and I began to see it kind of trickle down a little bit in some of the conversations they would have with each other as well, which I found very valuable made me very happy. Another thing that I pretty much always do is a daily stand up and again with the daily stand-up, it’s only part work. I mean there is a focus on like, hey what are you gonna knock out today, what are some of your blockers, what did you not get done yesterday? There’s also a lot of like, hey how’s it going, like that cup of coffee conversation you have in the morning because I think that makes people feel like they’re part of something else. Another thing that I focus on a lot is spotlighting people. If you have a sales all-hands on a weekly or biweekly basis, like identify reps who are doing a really good job and spend 10 minutes interviewing them. Interview them with someone on how they perform well, but also give people an opportunity just to get to know that rep. Like where are they from? Where did they go to school? What do they do for fun? When you don’t have the opportunity to get to know people like that informally, you have to start to formally incorporate that into what you do. SS: Absolutely Shawn, this has been phenomenal. Last question for you. In today’s world it feels like we want to be able to track everything, so how do you track rep motivation? Do you maybe have any tips on understanding how to correlate the impact of motivation on the effectiveness of enablement programs? SF: It’s a tricky thing to track, there’s not like a good direct way to track it. I rely a lot on working with HR teams on engagement surveys. I think most companies now do at least a yearly engagement survey. I think many of them are also doing quarterly pulse surveys as well, and that’s really valuable because it helps me figure out how engaged are people, how motivated are people, and how much they feel like they’re part of their team in their organization. That’s one big factor. Another one is activity. People who are motivated do the activities that will get the outcomes. When you find people who are consistently engaging in those activities, you’ve got a motivated team. Those are the two biggest ways that I typically track that stuff. SS: I love it, Shawn. Thank you so much for joining us today. I really appreciate the insights that you’ve shared with us. SF: Thank you so much. It was a pleasure. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there is 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 from you.

Welcome to this special 5-part series on breaking into tech sales. We're hosting special conversations with sellers from non-traditional backgrounds, unpacking their story and discussing what they learned on their journey into tech. Christyl Tabbert started out in hospitality as a Supervisor at Four Seasons. But after a sales stint for a small lock company, she broke into tech sales at Gong. Christyl shares her journey into an enterprise inside sales role, her favorite practice for managing tasks every day, dealing with imposter syndrome -- and how a  collaborative sales environment helps accelerate learning.Connect with Christyl Tabbert: https://www.linkedin.com/in/christyltabbert/Follow Nicholas Thickett on LinkedIn: https://linkedin.com/in/nicholasthickettFollow Morgan Smith on LinkedIn: https://linkedin.com/in/morganjsmithVisit our site b2bpowerhour.com to learn more about our upcoming live shows, community, and more.

Merry Christmas, Happy New Year and Gong Xi Fa Cai - in that exact order. Table Talk is BACK with new weekly news debates and discussions about everything happening on your busy feeds. (Kopitiam uncle style) This week, we have our eyes on: confusing festive messages, WILD WILD WIIILLLD achievements happening in our local creators scene, and the mind-boggling Merdeka 118 tower trespassers that have taken our local news by storm. You say, I say, it's time for the Takeaway.

Udi Ledergor is a five-time Marketing leader at B2B start-ups and is currently the CMO at Gong, the Revenue Intelligence category leader helping go-to-market teams close more deals and accelerate growth by capturing, understanding and acting on their most important asset – customer interactions.

Gong hei fat choy! In this episode, Emily and Kate dive into the complex and long-celebrated Lunar New Year, covering just what exactly is a lunisolar calendar, where and how is Lunar New Year celebrated, the Chinese Zodiac and what this year of the Rabbit has in store for us. Then Kate pulls a card from her Korean Oracle Four Seasons Hwatu deck. 

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. 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 that they can be more effective in their jobs. Today I’m excited to have Chuck Marcouiller from Freightwaves join us. Chuck, I would love for you to introduce yourself, your role, and your organization to our audience. Chuck Marcouiller: My name is Chuck Marcouiller and I’m the Vice President of revenue enablement for Freightwaves. Freightwaves is an interesting space. We are sort of like the Bloomberg of the supply chain in that we’re a media company as well as a technology company, software as a service company, that supports the shippers, carriers, and brokers on anything that moves by ship, road, and rail. We’re sort of like the database that says what it cost to move anything, where you go for business, and the analytics on anything within the supply chain. I’ve been with them for just about a year, but as far as enablement, I’ve been in pre-IPO SaaS and sales and sales enablement for about 27 years plus. That’s a little bit about my background and where I’m working right now. SS: You and I have known each other for a while and I know that you have focused on building enablement programs broadly across sales, marketing, and customer success teams. I’d love to understand, what are some of your best practices for tailoring your programs to meet the needs of each of those roles. CM: That’s a really interesting question. I’ve really built a career in pre-IPO SaaS companies over the past 10 years and as I’ve been doing revenue enablement programs, meaning working with everything from marketing to demand generation to new logo acquisition and then into CS, I’ve learned that as I’ve gone from company to company no size fits all and what I have to do when I come into a company is really sit down with senior leadership and figure out how we are making the cake here. I need to understand what is the program and what is the process we’re doing in order to be able to deliver the revenue and the buying experience for the customer. It always comes down to the buying experience. How are we trying to bring in the customers and what is the experience we’re trying to give to the customers in the product and the process that we’re trying to do and then back engineer into the sales process and make sure that we’re getting a scalable repeatable process that our sales teams can deliver to. That’s what we’re really trying to do with enablement is how do we put in a program and a process that we can train our people to and then we can measure against to improve the overall efficiency and effectiveness of our teams and ensure the overall success of the program and the people and the company as a whole. My best practices really sitting down and first analyzing, then sitting with my leadership and then putting together sort of a hypothesis of how we can take it to the next level and really understanding what’s there first and then bringing in best practices of how do we take that to the next level and what should we be measuring and what are the outcomes that we’re trying to deliver to and understanding that each role has a different piece to play, but every role is interlinked in order to bring that success for the customer. The customer really doesn’t care what each role is, as long as they’re getting the end outcome that they’re looking for and as long as we’re staying focused on what the customer is trying to achieve along that whole lifecycle from first look to full impact, it’s how do we sit there and engineer together to make sure that that’s achieved for what the customers are coming to us for. SS: I think that’s fantastic. Now you mentioned briefly that when you’re starting the creation of a new program, you really sit and analyze the current situation at the onset and try to understand maybe what are some of the gaps between the current capabilities and the desired capabilities. How can enablement practitioners identify some of these gaps? What are some tips or tricks that you have about how to approach doing that? CM: Well, it’s two parts. First, I come in and I say do we have a defined process? It’s funny when I come into a lot of different companies, I find that they really have a very loosely defined process. First of all, is there a documented process at all as far as the sales process, and then are they actually adhering to the sales process? This means oftentimes there’s something in a playbook or something that’s written down for a sales process and then I like to sit down and what I like to say is my listening tour is I’ll sit down with reps and with leaders and I say, so, how do we do this here? You know, what do you do on a day-to-day basis? What is the experience that we take a customer through? Show that to me. I love tools to listen to the sales calls themselves to see what is actually happening in the street. Then I take my notes and I say, okay, so now that we’ve seen this thing, what’s actually happening and then we go and say, alright, now that we see what’s happening, I go back to sales ops and say show me the stats, how are things going along this process and what’s the conversion rates from the steps that we’re seeing within Salesforce? It may sit there and say that, oh, you know, on paper, we’ve got a seven-step sales process from the first look from SQL to close won or close loss, but when you look at it in the actual feed on the street, they’re actually doing three steps. We do a first meeting, we do this long demo, we throw out a bid and then we start negotiating whether they’re actually going to go forward and go through some sort of legal process before we try to close them. That’s not what we’re trying to do and so we have this abysmal conversion rate and they wonder why the business is working or it’s not working, and we go, okay, well this is what the numbers we’re seeing from Salesforce and this are what people are saying is really happening in the street and well here’s what the paper process said that we were going to try to do, so how do we sort of get this all working together? Then we sit down and we sort of back engineer and say, alright, salespeople, why are we doing this deviating from what the standard we said we wanted to do, and then we pull it apart and then start building best practices back together. This is what I’ve been doing from, from one team to the next, and we say, okay, so here’s what we needed to do, and then here’s what’s really happening and we start pulling the skills and processes together. One of the things that I found as we re-engineer the sales process to the buying experience that the customer is really expecting so that we can have success in what we’re trying to sell is looking for that domino rep. So, Shawnna, are you familiar with the term domino rep, what that concept is? SS: No, love for you to tell me more. CM: So one of the mistakes that I made early on in my enablement career is looking for a process and then saying, okay with leaders, here’s a process, let’s roll it out, and let’s see if the field adapts to it. You can train a process and then say, okay, here’s the slide deck, here’s the training, go forth and do great things. Then it goes out, and the sales reps try it, but it really doesn’t stick. What I found is that in any team, there are one or two reps who really are sort of the heart of that team, who everybody else looks at and says is she or he doing it? If they’re doing it then, are they having any success with it and if they’re having success with it, well then I got to try to. Those are your domino reps, those are the ones who everybody else looks to say, is it going to work or is it not going to work? If they can do it and if they’re doing it then it really does work. I found that with my programs, one of the things that I’m going to try to do is I’m going to try to get that one or two reps that everybody else looks to and I’m going to co-op them early on in my process to have them look at my process and be part of the design process, have them try it and help me get the rough edges off it before I train and roll it out to anyone else. I find that when I train and put the process together and have that domino rep as part of the initial rollout, then it goes so much smoother. I get better feedback from the field and a lot better field adoption when we roll out the new process. SS: I love that approach to getting reps on board with your programs. How do you go about partnering with other senior leaders, maybe in sales, marketing, customer success, and maybe even operations to align enablement programs with their priorities? CM: I think you can’t please everybody with your enablement programs and I think one of the things right off the bat, you’ve got to figure out which master you’re going to serve and what you’re going to try to achieve right off the bat. You have to tackle a few programs and tackle them well and then make sure that you’re building the right partners along the way in order to achieve those. On a quarter-by-quarter basis, I sit down with my CRO and say, all right, what are the things that you want to move the needle on and why is this important for us to move the needle on? We can’t do everything, but what is the big bet that we have to have? We announced that together and built a consensus committee with the others and made sure that it was aligned with the same big bet that they were trying to make with my marketing partner or my partnership partner or the other senior leaders. Then, we are aligned on our QBRs as to what the big bet is, and we sit down and we say, okay, we know what the CRO wants us to do, or the CFO wants us to do, and then we can say, okay, so this is my project, here’s where we overlap, can I get your support and partnership on this and what do you need from me? We do a little horse trading. If I work on these things for you, will you help me with these things here? That goes a long way because everybody understands what each other is trying to do and what support is going to be needed, what resources are going to need in order to make sure that all of us are successful and it’s not done in a vacuum. I know what my marketing partner is trying to achieve and they know what I’m trying to achieve so that I can make sure that she’s successful and she can make sure that I’m successful, but we’re all hearing it at the same time from our boss as to what they’re trying to move the needle on and we’re all working towards that same goal. It’s that goal alignment, when the goal alignment is done together, then we stand a chance to achieve it, but when we are each trying to do these things in a vacuum and we reach popcorn in each other going, hey, I need your help here or hey I need your help there and no one knows what each other are doing, that’s when we sort of get into conflict with each other. SS: I really do like that approach of bringing all of those teams together. Now to ask a slightly different question, since you are building a lot of these learning programs for many of the revenue-facing teams from onboarding to ongoing training and coaching, how do you design the programs to maximize real role effectiveness across the different teams you support? CM: Role effectiveness is one of those ongoing things that you are always trying to chase. I think it’s one of those things where you’ve got to sit down with your leaders and say, okay, what are we trying to tune, and why are we trying to tune that thing? One of the processes that I’ve adapted from my partners at winning by design, I brought an outside group in and I like what we call REKS. What are the results, efforts, knowledge, and skills? We sit down and we say, all right, instead of the lagging metrics of achieving quota, we say what is a leading metric, what is a leading result that we’re trying to do? Say for example, I’ve been working with my demand generation group and we want to increase the SQL to SAL, meaning the qualified leads to the accepted leads conversions and we say in order to be able to do that, that’s the result that we want to get, so what are the efforts that we have to do in order to do that? We list a bunch of efforts to do that and then we say, all right, what’s the knowledge that they have to have in order to be able to do that well, and then what are the skills that they have to do in order to be able to do that. One is the knowledge and then the other is the skill to be able to do it. We break that down on a couple of things that we want to measure and we want to move forward in their overall ability and we pick one to two per roll and we try to work on that on a quarter-by-quarter basis with each of my leaders, them identifying and having, again, the domino reps help us identify how to do that. That kind of program of documentation and working on that as a whole has helped us get into a better routine of figuring out, not trying to boil the ocean, what are a couple of things that we can work on and build programs around to help everybody improve and feel like they’ve got a say in it, but also have things that we can achieve and have tangible metrics that we can go back to our senior leadership and say, hey, the investment that you’re making enablement in the investment that you’re making in skills and tools is having tangible results on the ultimate outcome that you want to have, which is sales. SS: Absolutely. Now, speaking of tangible benefits, I’ve seen something that you shared on, LinkedIn about applying “sales-as-a-science” principles to designing enablement metrics. Can you walk us through that approach? CM: Sales, by its very nature, you know, both art and science, the individual art of the delivery, but there’s always the measurements of each stage within your process to say, okay, as I go from stage to stage, what are my conversion rates as a whole within the team and then as an individual. How far off is the individual deviating from each stage within the steps of the process? We can measure those within the tools that we have, whether it’s conversations to appointments booked, from appointments to discovery calls, discovery calls to whatever stage is with the process, and we look at those and we say, okay, so what’s as a whole, within the team over time, is the team getting better, is the team getting better because the skill is getting better, is the economy getting better? What are the factors that are going into it? Then, what are we making as a leadership team, a bet on our investment within tools or programs to help our reps be more successful and who are we applying it to? Then we’re listening and coaching within tools such as Gong or Chorus to say, all right, what are we hearing, is that improving overall, and are we seeing within numbers? There’s the balance between designing a program, rolling it out, coaching to that, and then measuring the overall effectiveness of that within the systems that we have to say, are we seeing an outcome to it, and then what does that mean? Sometimes we’re successful, sometimes we’re not successful and we have to go back to the drawing board and use the science of the data to say, what is this telling us, and then what are we going to do about it? Then we adjust. The whole art and science is adjusting to the reality of the numbers and making sure that we’re not waiting too long to make an adjustment. SS: I love that. Last question for you, Chuck. What are some of the core metrics you track to determine success and how do those maybe vary by the different various teams that you work with? CM: We have a tendency where we want to sit there and look at the metrics of quota because, in every role that we have within the sales team, we have some sort of end quota goal, which is the lagging metric. The key metrics on the front side are a few key activity metrics and I found success in making sure that we’re looking at quick key weekly metrics, such as when we look at the SDRs, what are the activity metrics, and are we seeing enough of the input metrics to give them a chance to hit the output metrics or the lagging metrics that we measure on a monthly basis and is there a decent, are they adhering to the conversion rates that we expect to see? This is an early indicator of if there is a chance for them to be successful or if we see some gaps in their skills. When we look at the AEs, when we’re looking at the new logo sellers, we sit there and analyze if there are enough conversations and enough meetings that they’re having in order to have enough deals within the funnel, and if are they converting at the pace that we expect to see within the team in order for them to have a chance to be able to hit the quota on a month by month, quarter by quarter basis. On an individual basis, what are their numbers telling us? Then diving into their calls to say, are they delivering what we expect to hear skill-wise, or do we need to work with this individual person on a coaching basis to deliver their skill back up into the areas that we expect them to be in in order for them to be successful? On the CS side, we sit there and we look at, are seeing them having success, bringing them in, and then are they having the kind of conversations that we expect in order to be able to get ahead of churn and be able to delight and deliver the impact that our customers expect? Are they touching base? What is the sentiment of the conversations when they do have conversations with our customers? Are they able to retain the current renewals and dollars that we expect and is that allowing us to, again, look at the metrics with the individual reps to say, is there a skill gap there or are there opportunities for us to put better processes in place in order to expand the revenue with their existing customers? SS: I love that, Chuck. Thank you so much for joining us today. I really appreciate your insights. CM: My pleasure. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there is 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 from you.

How can Marketing catapult your company to the next level? Get behind the scenes with this one.Learn the secrets with a master - to category creation, brand awareness, generating leads, and ultimately driving pipeline and revenue.Udi Ledergor is the CMO at Gong. He is a 5-time VP of Marketing with 20 years of industry experience heading world-class marketing teams for public and private companies across a variety of industries. He's also an Angel investor and a start-up adviser.Listen in as we discuss his playbook in detail.Ready for more exclusive content?Join Tenbound Plus today - Limited Time - Get Full Year Access. https://www.tenboundplus.com/Peer-Led Community Access - Slack and Luma Private groupSales Dev Manager Online Training CourseSDR Bootcamp Online Training CourseExclusive Events, Meet-ups and ConferencesThe Sales Development Framework Print Book ..and much more. https://www.tenboundplus.com/

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Happy New Year! This episode showcases the best of our 2022 podcast. Listen in to hear some great insights from four amazing guests: Kelly Wright is the Founder of Culture Driven Sales which helps companies create exceptional cultures. She is also the President and COO of Gong, a company that analyses customer facing interactions to deliver the insights needed to close more deals. Kelly helps us connect thought leadership and sales. We learn why companies want to work with thought leadership partners that will challenge them and create a better environment for sales. Kelly shares what sales can do to aid in that goal and the tools they'll need to succeed. Kimberly Ellison-Taylor is an experienced accountant and active member and CEO of KET Solutions, a consulting firm focused on business growth, innovation, strategy, transformation and inclusive leadership. Kimberly has served on a number of boards and shares how thought leadership can help you prepare for such a position.  Being a thought leader means having a broad perspective and an insightful, distinct view to share. Kimberly also shares how you can help the board identify gaps in their knowledge, patch them, and then use that knowledge to serve their market both internally and externally. Mark Smith is the Director, HR Thought Leadership at the Society of Human Resource Management (aka: SHRM).  Mark has a Ph.D. in Industrial-Organizational Psychology and years of experience in Human Resources consulting. Mark holds the first thought leadership position at his company and was responsible for building the role from the ground up.  We learn the steps he had to take to make it a meaningful position within the organization and how he discovered ways to bridge the gap between the important research they were conducting and the audience they hoped to reach. Adam Zuckerman is the Product Leader, Employee Engagement Software at Willis Towers Watson, a company offering data-driven insight-led solutions in the areas of people, risk, and capital. In the last couple of years Adam has focused more on the visibility of thought leadership for the product. One of the ways he is accomplishing that is through social media, specifically LinkedIn, a platform he had previously ignored. Adam shares ways to use the platform as a powerful tool to build relationships, discover new ideas, and hone your content.  Three Key Takeaways: * Thought Leadership can help you punch above your weight if you can reach your audience in meaningful ways with actionable content. *  Effective thought leadership needs to be well researched, and place its insights into the hands of those that need it most. *  Social media can be a powerful tool for reaching your audience, and by listening to your audience you can sharpen your content.

Amit Bendov is a serial founder who's scaled three unicorn software companies to massive exits. He's currently the co-founder and CEO of Gong, an AI sales intelligence platform. Auren and Amit discuss the best practices for B2B sales, based on data Gong has collected from over a billion sales conversations. Amit breaks down how winning strategies have changed in the challenging macro environment. Auren and Amit also discuss the generational difference in startup founders and what's made Israel the most startup-dense place on Earth. World of DaaS is brought to you by SafeGraph. For more episodes, visit safegraph.com/podcasts.You can find Auren Hoffman on Twitter at @auren and Amit Bendov on LinkedIn.

With more than 1,200 employees, it isn't easy for Gong co-founder and CEO Amit Bendov to stay in touch with everyone. So, his team has established a series of regular programs to communicate the company's priorities and give workers a chance to ask questions. And despite the revenue intelligence company's scale, they've established a core value called No Royalty: “You're supposed to be able to communicate with anybody in the company,” Amit says. “You're no better than anybody.”In this episode, Amit and Joubin discuss name pronunciation, education and culture, communicating in English, family as pseudo-co-founders, remote work, AI customer management, missing the quarter, “Google for enterprise,” drinking your Kool-Aid, “win as a team,” GPTChat and other AI breakthroughs, and solving problems vs. pursuing opportunities.In this episode, we cover: The “captain's table” and spreading company priorities (02:12) Amit's first jobs and splitting his time between the US and Israel (06:47) The differences in work culture between the two countries, and returning to the office (14:19) Amit's pre-gong jobs at Click Software, Panaya, and Sisense, and how he got the idea for Gong (18:40) Starting a new company in your 50s and why “nobody wanted to invest in us” (24:58) Gong's brand, its culture, and the lines before personal and professional (32:15) The art of company-building and enjoying the ride (34:59) Professional struggles and two embarrassing stories about cars (39:57) Being on autopilot, and the pros & cons of letting your mind wander (45:05) Automation vs. personal human relationships, and what AI can do that humans can't (48:04) If Amit were starting Gong over from scratch, what would he do differently? (55:08) Links: Connect with Amit Twitter Linkedin Connect with Joubin Twitter LinkedIn Email: grit@kleinerperkins.com  Learn more about Kleiner Perkins

In this week's episode, we're coming to you from our latest Celebrate Session, featuring Dan Morgese, Sr. Manager of Thought Leadership at Gong. Dan walks us though the latest Gong Labs data that unlocks the reality of how to make your team's activity as impactful as possible. He also reveals data around how context, prioritization, and automation can help your team win more deals.

Along with meeting each other through different Louisville bands we had played with over the years, (The Last Origin, Blank Agenda, The Balrogs) 7 out of our 9 members met through attended the University of Louisville School of Music, studying everything from jazz drumming to orchestral conducting. John, Misaki, and William met through playing in the UofL symphony orchestra together while Kenny, Matt, Christian, and Sam met through playing in the UofL Jazz department. John and Kenny (having known eachother through TLO) had been kicking around different demos/concepts starting in late 2020 and eventually wanted to form the band that would realize all of these ideas. The band gradually grew over the course of 2021-2022 by inviting in mutual friends from the UofL school of Music as well as friends from other bands in the area. While we have spent much of the past two years writing, practicing, and recording, we've put together a unique live show that we can't wait to perform. --- Support this podcast: https://anchor.fm/tophillrecording/support

True, enduring joy and eternity with those we love are the very essence of God's plan of happiness.

Blue is the insane canine living inside the studio grounds. Bryan hires a trainer to come help with some behavioral issues and he bring his clicker and Dog Training Dong Gong! It's an unusual way to train an animal but it seems to have Bryan convinced! And...a woman in England wants to marry her ghost boyfriend on Halloween. Will he? Won't he? Can he hear her?? The TCB opening is WAY too long! Listen to TCB at double time. You'll get more of your life back and it's funnier. Niko the smelly ghost dog is less smelly now that he is an actual ghost! Blue the remaining canine at the Green house is bonkers. She has lost the plot! Blue is a perfect dog when no one is home? Bryan puts Blue on one very expensive diets. The new dog food smells like s*&t and looks even worse. One dog trainer brings over a very interesting training tool A woman in England wants to marry her ghost BAE...will he go through with it? LINKS: Send us show ideas, comments, questions or concerns by texting us or leaving a voicemail at: 1.855.TCB.8383 Lululemon.com is for people who like comfort! Watch Us on YouTube Creator: Bryan Green Co-Host: Bryan Green Co-Host: Krissy Hoadley Written By: Bryan Green Exec Producers: Bryan Green & Krissy Hoadley Content Production & Research: Tina Khano YouTube Producer & Editor: Morgan Please Audio Editing: Christina A. Executive Director: Astrid B. Associate Producer: Gustavo Episodic Contribution: Marianne, Diane, Natalie, Will The Champ, Will D** Huge Thanks To Our Supportive Listeners, Friends, Family & Spouses: Astrid & Jeff!! Learn more about your ad choices. Visit podcastchoices.com/adchoices