Podcast appearances and mentions of tamara schenk

In dieser bewegenden Folge von From Done to Dare sprechen wir mit Tamara Schenk, die im Alter von 32 Jahren einen Schlaganfall erlitt und deren Leben sich dadurch nachhaltig veränderte. Tamara gibt tiefe Einblicke in die Herausforderungen ihres plötzlichen Schlaganfalls, den intensiven medizinischen Behandlungen und ihrem langen Weg der Rehabilitation. Sie teilt offen ihre emotionalen und physischen Kämpfe und die entscheidende Unterstützung durch ihren Ehemann. Besonders betont Tamara die Bedeutung von Bewegung und Ernährung in ihrem Heilungsprozess und erläutert, wie sie ihre Erfahrungen auf Instagram nutzt, um anderen Betroffenen Hoffnung und Unterstützung zu bieten. Diese Episode von ist eine Quelle der Inspiration, die zeigt, wie man trotz schwerer Lebensprüfungen Kraft und Positivität schöpfen kann.

Episode 64: ISE Season 3 #1: BSESWelcome to "season three" of Inside Sales Enablement ...ISE - focused on Enablement History. I'm Erich Starrett. I started out in the ISE audience listening to SES Founding Father Scott Santucci and Trailblazer Dr. Brian Lambert', and then collaborated with them to build OrchestrateSales.com to be the global home for the ISE Podcast and related resources for Sales Enablement #Orchestrators, including Sales Enablement Society history.It is the week of the seventh anniversary of the official signing of the SES into reality by the ~100 Fore-founders in Palm Beach, November of 2016. We begin ISE Season 3 with a focus on "Before the SES ...and how it almost didn't exist" with SPECIAL GUEST Sales Enablement Society Founding Father Scott Santucci himself.Was Sales *Enablement* the first choice, or were there a few left marked through on the Forrester whiteboard?What HEROic role did the four days of Scott and Brian Lambert's Forrester Sales Enablement Conferences play?Would the Sales Enablement Society have even become a thing if Jill Rowley didn't engage a cynical Scott in a Social Media challenge centered around Tiffani Bova, with a few extra nudges from across the pond thanks to Tamara Schenk?The significance of Lisa Pintner not just letting Scott sulk in a corner at the happy hour?How do you create a forum that fosters creative conflict and to challenge each other in a positive way?What was the role of vendors including Corporate Visions (@Jody Kavanaugh and Tim Riesterer,) SAVO Group (now part of Seismic) and @iCentera (Craig Nelson)?What came into reality of the intersections of Sheevaun Thatcher, CPC, Jill Guardia (she/her), and Daniel West introducing Scott to @Jim Ninivaggi?...with involvement of key players like Walter Pollard, Carol Sustala, Mike Kunkle, Lee Levitt)How long did it take Rahul Gupta to come up with the SES Lion brand marketing package...

Mit 31 hatte sie unerwartet einen Schlaganfall, am 26. Dezember in Südafrika. Sie musste 28 Tage lang sitzen, durfte nicht liegen, damit das Gehirn nicht weiter anschwoll. Sie konnte nicht sprechen, nicht schlucken, teilweise nicht hören und sehen. Tamara Schenk ist eine erfolgreiche Unternehmerin und Gründerin der Employer-Branding-Plattform KOA. Ihr Credo? Im Zweifel immer gehen. Auf Events, zu Meetings. Gehen, um das eigene Business aufzubauen und anderen immer einen Schritt voraus zu sein. Doch plötzlich war sie es nicht mehr, sondern viele, viele Schritte hinterher. Sie musste alles von der Pike auf neu lernen und entwickelte dabei einen Kampfgeist, der sie zurück ins Leben holte. Heute weiss sie, dass nichts wichtiger ist als du selbst. Sie lebt nun bewusster und im Moment, reduziert ihren Stress und ernährt sich gesund. Warum die Frage nach dem „Wieso ich?“ einen nicht weiterbringt und man nach einem Schicksalsschlag wie diesen an sich glauben muss und sich nicht ablenken lassen soll, erzählt uns Tamara in unserer letzten, sehr emotionalen Podcast Folge der ersten Glowcast Staffel.

Heute habe ich die wundervolle Tamara Schenk als Gästin in dieser Spezial-Podcastfolge. Tamara ist die Gründerin der KOA BERLIN - eine Konferenz für Frauen und ging den Weg - vom Leben auf der Überholspur, über einen schweren Schlaganfall zum Kampf zurück in die Normalität. Für mich war es das ehrlichste, emotionalste und wunderschönste Interview, was ich jemals geführt habe in 10 Jahren. Als Ich Tamara diesen Sommer kennengelernt habe als Speakerin auf dem Business Crestor Summit und auf der Koa, habe ich mich direkt mit ihr verbunden gefühlt und einfach krasse Parallelen gesehen. Wir haben einen schweren Schicksalsschlag zur selben Zeit erlebt und mir hat einfach dieses wundervolle Gespräch so viel bedeutet und ich bin einfach dankbar. Danke Tamara.   Folge gern Tamara auf Instagram @tamaraschenk1   Erlebe Quantensprünge - für dich und dein Business - beim Summer of Rise & ResilienzㅿtheRISE Retreat.  Entdecke das ㅿtheRISE Retreat 1.-3.September 2023. https://www.seelenschokolade.com/the-rise Buche dir jetzt dein kostenfreien Call mit Julia (bei Interesse am 1 zu 1, der Mastermind oder dem Retreat): https://calendly.com/seelenschokolade/call-mit-julia-therise ✨Zu Julia´s Webpage: https://juliacolella.com 

Physical and spiritual transformation are separate yet connected changes that can happen to a person. According to Tamara, transformation is an unending journey that takes years for many people, with proper technique and coaching you can embark on your own transformation and be a lot more open-minded towards the physical world and be more connected. Our guest for this episode has spent years on her transformation journey and shares her story about it. Tamara's lifelong mission is to empower human potential and enable people to remove blockages and allow positive energy to build up in their bodies and become more proactive in the things they are involved in, may it be business or personal affairs. If you want to know more about chakras and their importance to your transformation journey, tune in as Tamara Schenk, certified aura and trauma clearing advisor gives us a glimpse of the essentials of having positive energy in today's world. Who is Tamara Schenk? Tamara Schenk's transformational journey has inspired many people including entrepreneurs. She is a certified aura and trauma clearing advisor, a sales enablement leader, and also an author who specializes in energy clearing not only for humans but also for animals. She is currently residing in North Germany together with her husband and ‘soul cats'. Tamara is well known for her energy-clearing practice, and last year she released her book Soul Cats, which is about the journey of her adopted cats and how she got into animal communication. Tamara has been drawn to this practice and has been an advisor for many individuals who wanted to explore and be more open and connected to the physical world. Aura and Trauma Clearing Advisor and Intuition Tamara has extensive experience as well in the corporate world. She has helped many people to improve the way they do business. Tamara discovered various energy-clearing techniques. This opened her up to aura and trauma energy-clearing to help people remove all blockages that stand in the way of reaching their potential.  For her, being more intuitive helps a lot in the process of transformation. According to Tamara, “Intuition is always right which we have to act on it”. Aside from trusting our intellectual power, we should also lean on our intuitive capabilities. Tamara Schenk's Superpower Tamara mentioned her innermost superpower is a combination of two things. Number one, her loving energy for all the life forms on this planet. And number two, her commitment to following her path. She is committed to turning negative energy and removing blockage for a better chakra flow within the physical body. She continues to empower many and create a better and more intuitive world.   Pull out quotes:  "And my mission really is to empower human potential."  "What I always check first, is that, do they have a great foundation?" ​"If I have no blockages in my chakras, I can agree to a lot of energy and it can free, really flow everywhere I need it. And if I have blockages in these chakras, then everything slows down. And these blockages in the chakras, they look like buttons, like buttons you have installed. And as soon as somebody pushes the button, a certain program starts to run."  "Educating the mind which is intellect, this is the rational part of the brain. This is what we learn in school, we learn languages, we learn mathematics, physics and etc...these are all training to the intellect and to the rational mind. So there is not a lot of education, that would educate the children to develop their intuitive capabilities... then we have the instinct playing into this which is the voice of the body..."  "Balance that is missing in the model is the power of our intuition, the whisper of our soul...in some level Intuition is always right which we have to act on it."  "(Transformation) is a journey that never ends."  "Technology is now growing so fast and this is all based on the intellect, and intuition in global is not really growing, right?"   Chapter Stamps:   00:00 Intro 01:04 Tamara's Back story 02:46 Her Book Soul Cats 07:04 Different Chakras 12:54 Diagnosis, Procedure, Transformation 19:27 Tips to Open up Intuition 23:01 What Happens After Transformation 30:53 Tamara's Energy Clearing Practice 33:50 Tamara Schenk's Innermost Superpower   Website: https://energyfieldmastery.com/ Linkedin: https://www.linkedin.com/in/tamaraschenk Twitter: https://twitter.com/tamaraschenk Facebook: https://www.facebook.com/energyfieldmastery Youtube: https://www.youtube.com/channel/UCltbrqsJydFwyRBoJJajjtA?view_as=subscriber

Tamara Schenk hat das HR-Festival Koa gegründet und führte jahrelang ein Leben auf der Überholspur. Bis sie einen Schlaganfall erlitt. Jetzt ein Jahr später kann sie wieder sprechen und gehen. Alles Dinge, die sie mühsam wieder lernen musste. Wie sie sich zurückgekämpft hat und warum wir alle mehr auf unsere Gesundheit achten sollten, erklärt sie im Gespräch mit Janna. +++Eine Produktion der Audio Alliance.Host: Janna LinkeRedaktion: Lucile Gagnière und Nicole PlichProduktion: Lia Wittfeld +++Unsere allgemeinen Datenschutzrichtlinien finden Sie unter https://datenschutz.ad-alliance.de/podcast.html +++Unsere allgemeinen Datenschutzrichtlinien finden Sie unter https://art19.com/privacy. Die Datenschutzrichtlinien für Kalifornien sind unter https://art19.com/privacy#do-not-sell-my-info abrufbar.

This week Michelle Fern chats cats with Tamara Schenk, Author of Soul Cats, an Amazon #1 Best Seller. In this book, Tamara shares the story of her rescued, adopted senior cats, Max, Flix, and Howy, and how they transformed her life from being an analyst to becoming a trauma-clearing master healer and trainer. EPISODE NOTES: Soul Cats – How Feline Friends Teach Us To Live From The Heart

This was a truly beautiful episode that I recorded when I had the opportunity to chat to Tamara Schenk the author of the most wonderful book Soul Cats.Tamara lives in Germany with her husband and she has an incredible story to tell, so much that she wrote a book about her life experience. The incredible Soul Cats was born through a deep a meaningful bond with her soul cat Max but it is also so much more than a book.Having adopted Max and Flix from a shelter it was through this act of kindness that Tamara's life changed in many ways and adopting them was only the start of her journey.I do not want to give too much away about the book but the story is of their relationship and the bond they shared which started as one thing but with the help of animal communication it became something more. Tamara learned more about the previous life of Max and Flix which helped her understand them to a much deeper level but most importantly when facing numerous health issues it made the difference to both Tamara, Max and Flix when transitioning from this life to the next.Tamara is now an animal communicator and offers this to many others who seek answers, reassurance and guidance from their feline friends. Through this deep communication pet owners can learn so much. They can communicate with their pets in this life and the next and surely there cannot be anything more reassuring than that.The book is one that when you start reading you cannot put it down for a second and it takes you through a wonderful and at times magical journey alongside Tamara. There are ups and downs, laughter and tears but at the centre a deep and never ending love which you can feel through every word. It is not just a spiritual book, its a book for anyone who loves a story of friendship, trust, building a family, patience, kindness and love, the thing I took most from this book was the never ending love.At the time of recording Tamara advised me that her beloved cat Joey had suddenly passed away only a few days ago and I personally would like to express my condolences to Tamara, Michael and Hubertus. It took strength to still record the interview and courage too. I appreciate her doing so and am so sorry for this incredible loss of sweet Joey.Please read this book and you can pick it up at Amazon plus other places, you will adore it I am certain!Soul Cats: How Our Feline Friends Teach Us to Live from the Heart: Amazon.co.uk: Schenk, Tamara: 9781641466837: BooksYou can learn more about Tamara and her work and journey on her beautiful websiteHome - Soul Cats (soul-cats.com) and perhaps you would like a special soul reading for yourself or feline friend.Facebook  Soul Cats - Tamara Schenk | FacebookSupport the show

Herzlich Willkommen zu einer neuen Folge VTalk, dem Podcast vom Bundesverband der Vertriebsmanager Mein Name ist Ann-Kathrin de Moy und gemeinsam mit meinem Kollegen Heinz-Georg Geißler sprechen wir heute mit Tamara Schenk von Showpad. Showpad ist einer unserer Förderpartner im Verband, die uns bei unserer Arbeit unterstützen und uns unter anderem ermöglichen diesen Podcast für Euch zu machen Showpad unterstützt euch dabei eure Produktivität im Vertrieb zu steigern. Eine höhere Vertriebsproduktivität wirkt sich positiv auf die Zeit aus, die Vertriebsmitarbeiter tatsächlich mit dem Verkaufen verbringen können. Mehr Produktivität bedeutet mehr Zeit, die sie mit Kunden verbringen können, um qualitativ hochwertige, wirkungsvolle Gespräche zu führen Zusammen mit Tamara haben wir darüber gesprochen das sich viele deutsche Unternehmen sich schwer mit der Onlinewelt tun Wir haben über die Herausforderungen philosophiert die der aktuelle Wachstum, die steigende Geschwindigkeit und die Technologie für die Menschen im Vertrieb bedeutet. Welche Anforderungen an Top Vertriebler gestellt wird und ob das überhaupt noch zu leisten ist. Wir haben in diesem Zusammenhang auch über Social Selling und die geänderten Anforderungen an die Vertriebsverantwortlichen gesprochen. Wir wünschen Euch viel Spaß bei dieser Folge und freuen uns schon auf euer Feedback!

BEST OF 2021 In this episode, we catch up with https://www.linkedin.com/in/tamaraschenk/ (Tamara Schenk). She is a globally acknowledged sales enablement leader, analyst, advisor, award-winning blogger, and keynote speaker. Her experience spans twenty-five years in corporate leadership and includes designing the global sales enablement initiative for T-Systems where she led the global enablement and transformation team. Prior to co-founding Bartlett Schenk & Co., Tamara was research director at CSO Insights. During this time, she led various global sales enablement studies and co-authored the book "https://www.amazon.com.au/Sales-Enablement-Framework-Empower-World-class/dp/1119440270/ref=asc_df_1119440270/?tag=googleshopdsk-22&linkCode=df0&hvadid=341793170132&hvpos=&hvnetw=g&hvrand=11961950126512157448&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9071830&hvtargid=pla-467231400395&psc=1 (Sales Enablement – A Master Framework to Engage, Equip, and Empower a World-Class Sales Force)." Tamara also serves as a strategic advisor for Showpad. These are some of the questions we're discussing: From your experience, do a lot of teams that you work with have a good idea of their buyer journey or is it an aha moment that they really focused on? What role does content play in really positioning your sales team and being a strategic advisor to the buyers? Do you think sales enablement should be owned by a senior leader? Or is it something that can be derived from the bottom up? What's the maturity level of an organisation before it makes sense to introduce sales enablement as a strategic initiative or as a strategic function? What makes enablement so hard for those people that are in the thick of it managing that function? What are the challenges associated with that role? What is something to consider for people who are considering moving into sales enablement? What's your take on frameworks and what frameworks have you seen work and work not so well with an organisation? Which role does technology play in successful sales enablement initiatives? Here are some of the resources referenced in this episode. Tamara's book - Sales Enablement – A Master Framework to Engage, Equip, and Empower a World-Class Sales Force: https://www.amazon.com.au/Sales-Enablement-Framework-Empower-World-class/dp/1119440270/ (https://www.amazon.com.au/Sales-Enablement-Framework-Empower-World-class/dp/1119440270/) Sales enablement resources brought to you by Krueger Marketing: https://www.kruegermarketing.com/learn (https://www.kruegermarketing.com/learn) Connect with Tamara Schenk online: https://www.linkedin.com/in/tamaraschenk/ (https://www.linkedin.com/in/tamaraschenk/) Connect with Felix Krueger online:https://www.linkedin.com/in/hfkrueger/ ( https://www.linkedin.com/in/hfkrueger/) Where to find The State of Sales Enablement: Website (subscriber exclusives can be found here) -http://thestateofsalesenablement.com/ ( http://thestateofsalesenablement.com/) LinkedIn -https://www.linkedin.com/company/the-state-of-sales-enablement-podcast/ ( https://www.linkedin.com/company/the-state-of-sales-enablement-podcast/) Apple Podcasts -https://podcasts.apple.com/au/podcast/the-state-of-sales-enablement/id1558307853 ( https://podcasts.apple.com/au/podcast/the-state-of-sales-enablement/id1558307853) Spotify -https://open.spotify.com/show/4ceCJYJLuCbTNbRTriOFpe?si=avn_E9EGSNu3gmHfoqJ_6g ( https://open.spotify.com/show/4ceCJYJLuCbTNbRTriOFpe?si=avn_E9EGSNu3gmHfoqJ_6g)

Join us in the Krueger Marketing podcast studio this week for another episode of The State of Sales Enablement. In this episode, we catch up with https://www.linkedin.com/in/tamaraschenk/ (Tamara Schenk). She is a globally acknowledged sales enablement leader, analyst, advisor, award-winning blogger, and keynote speaker. Her experience spans twenty-five years in corporate leadership and includes designing the global sales enablement initiative for T-Systems where she led the global enablement and transformation team. Prior to co-founding Bartlett Schenk & Co., Tamara was research director at CSO Insights. During this time, she led various global sales enablement studies and co-authored the book "https://www.amazon.com.au/Sales-Enablement-Framework-Empower-World-class/dp/1119440270/ref=asc_df_1119440270/?tag=googleshopdsk-22&linkCode=df0&hvadid=341793170132&hvpos=&hvnetw=g&hvrand=11961950126512157448&hvpone=&hvptwo=&hvqmt=&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9071830&hvtargid=pla-467231400395&psc=1 (Sales Enablement – A Master Framework to Engage, Equip, and Empower a World-Class Sales Force)." Tamara also serves as a strategic advisor for Showpad. These are some of the questions we're discussing: From your experience, do a lot of teams that you work with have a good idea of their buyer journey or is it an aha moment that they really focused on? What role does content play in really positioning your sales team and being a strategic advisor to the buyers? Do you think sales enablement should be owned by a senior leader? Or is it something that can be derived from the bottom up? What's the maturity level of an organisation before it makes sense to introduce sales enablement as a strategic initiative or as a strategic function? What makes enablement so hard for those people that are in the thick of it managing that function? What are the challenges associated with that role? What is something to consider for people who are considering moving into sales enablement? What's your take on frameworks and what frameworks have you seen work and work not so well with an organisation? Which role does technology play in successful sales enablement initiatives? Here are some of the resources referenced in this episode. Tamara's book - Sales Enablement – A Master Framework to Engage, Equip, and Empower a World-Class Sales Force: https://www.amazon.com.au/Sales-Enablement-Framework-Empower-World-class/dp/1119440270/ (https://www.amazon.com.au/Sales-Enablement-Framework-Empower-World-class/dp/1119440270/) Sales enablement resources brought to you by Krueger Marketing: https://www.kruegermarketing.com/learn (https://www.kruegermarketing.com/learn) Connect with Tamara Schenk online: https://www.linkedin.com/in/tamaraschenk/ (https://www.linkedin.com/in/tamaraschenk/) Connect with Felix Krueger online:https://www.linkedin.com/in/hfkrueger/ ( https://www.linkedin.com/in/hfkrueger/) Where to find The State of Sales Enablement: Website (subscriber exclusives can be found here) -http://thestateofsalesenablement.com/ ( http://thestateofsalesenablement.com/) LinkedIn -https://www.linkedin.com/company/the-state-of-sales-enablement-podcast/ ( https://www.linkedin.com/company/the-state-of-sales-enablement-podcast/) Apple Podcasts -https://podcasts.apple.com/au/podcast/the-state-of-sales-enablement/id1558307853 ( https://podcasts.apple.com/au/podcast/the-state-of-sales-enablement/id1558307853) Spotify -https://open.spotify.com/show/4ceCJYJLuCbTNbRTriOFpe?si=avn_E9EGSNu3gmHfoqJ_6g ( https://open.spotify.com/show/4ceCJYJLuCbTNbRTriOFpe?si=avn_E9EGSNu3gmHfoqJ_6g)

Laying the foundation is critical to Sales Enablement Orchestrators. Laying the foundation is a foundational step to create the survival kit for an enablement leader. It's absolutely mandatory for the enablement leader. In this episode, we're joined by Tamara Schenk. Tamara talks with us about the blueprint Sales Enablement Orchestrators need to create with all teams and roles that are involved. Laying the foundation requires approval by senior executives so that this is your blueprint you're going to achieve. Laying a foundation is not an exercise you do for somebody else, it's not something you you do for finance or controlling. And it's definitely not filling out a form. That's the absolute the last step, when you put all the pieces together. It's a creative process of creating the blueprint you need in your organization, in your context, where you're currently at to achieve your goals. You You have to achieve an enablement to meet your company's sales objectives. Support this podcast

Tamara Schenk's goal is to help empower human potential. She is a mainstage speaker on all things sales enablement; having spent 25 years in international roles spanning multiple industries. Tamara has also been the "only" woman in the boardroom many times. We discuss the great opportunities for women in B2B sales enablement roles and Tamara's love of the field is in everything she shares. 

Bereits zum zweiten Mal unterhalte ich mich mit Tamara Schenk über Sales Enablement. Raus aus dem Silodenken, mehr Fokus auf den Kunden, endlich Digitalisierung im Vertrieb. Gerade in der aktuellen Zeit von Arbeit im Homeoffice sind diese Themen brandaktuell. Wer mehr über meinen Gast erfahren möchte, kann hier mit ihr Kontakt aufnehmen: https://www.linkedin.com/in/tamaraschenk

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space, and we are here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. I would love for you to introduce yourself, your role, your company, and your background. Imogen McCourt: Yeah. So, my name is Imogen McCourt. I am the global head of sales enablement ops and training at Argus Media. Argus Media is a price reporting agency, so we supply the markets with data and insights to support trading and traders. SS: What are some of the ways that sales enablement can impact sales rep productivity? IM: Yes. It’s a good question and it’s important. It’s well understood. It’s a little bit like selling time. You know, are we making our reps as productive as possible? Are they doing the best things with their time when they have time in front of the client? I talked earlier about this route to rep concept, this idea of simplifying for our partners the way that they’re getting the right ideas, or the messages, or their tools to the rep, and I think that’s incredibly important because it stops them from being distracted by noise or pieces of content that aren’t really going to help them be super productive. I think you can look at it through the blunt instrument of how many reps, what’s the overall number they are closing? I think you can look at the next level down from that, which goes back to improved win rates, faster sales cycles, and really important for me is conversion rates from stage to stage through the sales process. Are they qualifying the bad deals out early? I just don’t want the sales organization to be focused on things that aren’t going to close. I want them to be thinking about the ones that really are showing true buyer signals and really going to go somewhere for us. I have another element to introduce to this as well. I sort of feel like I think about this both in a quantitative manner and a qualitative manner in all things. Very broadly, there’s this common perception that sales reps think about how they can earn their money. They’re money motivated. And I certainly wouldn’t disagree with that at all. But I think if you are really trying to drive world-class sales organizations and world-class sales rep productivity, you need to think very seriously about how your teams are motivated and how you can create a constantly curious approach to their attitude. That is for me is how you get to real productivity. So, engage with them, find their motivators, understand what underpins them, what strengthens their resilience, what gives them grit at the end of the quarter or the end of the year. And then provide them with what they need to be really, truly productive by hitting those motivators, by helping them be strong even when they’re tired at end of quarter, as I said. There is some context to this. Many years ago, I worked on a consulting project which was about benchmarking process costs. One of the things we looked at, and we looked at absolutely everything we could think of, was employee seconds. How productive per second can we get an employee to be who was running a process? And I still remember to this day that if you work a 40-hour week, then you have 7.5 million employee seconds per year per person. That’s a crazy number to remember but it will stick with me forever. So, honestly doing this project, we thought about hungover mornings, we thought about structured bathroom breaks, we thought about timed tea breaks, but it’s not about that. That is upside down or inside out. It’s about helping people know exactly what the next best thing to do is and where that information is, how to find it, and how to know whether it’s working. We can look at productivity ratios in dollars or pounds or per head, and it’s a strong steer, but if you’re really motivating people and you can see what’s working, you can also see what’s not working and you can back that out and you can try and fix it. SS: I love that. I love that. Have you found any consistencies on what are the components that do motivate most reps? IM: Well, yes. Interestingly, we have. Now, this isn’t rocket science. It is about helping the very executive leadership in an organization and even the most senior people in a selling organization realize that your commission structure takes you so far with your reps, but actually they all want to be developed and invested in and see what their future looks like. They want to know that they are loved and cared for in a place that’s going to actually drive some success for them. So, what we have done most recently is a huge piece of work to roll out competencies and to roll out objectives for our organization. Now, it was a hard piece of work to do. It took a long time and a lot of resources. We wanted to complement competencies with clarity on behaviors and skills, and we did this top to bottom. CSO to entry-level, we mapped out and we looked at with working groups and with external best practices what would make a fantastically successful Argus sales rep anywhere in the world, anywhere in their career. So, we rolled out objectives and competencies, as I said. At the end of one of the first working sessions we did when we were rolling this out to the sales teams, a salesperson came up to me and said, “Imogen, I finally understand not just what my company want me to do in terms of hitting target, but how they think I should be doing it, what will make me successful, and what I need to do to develop and advance my career at Argus. And I feel like I can own that success and I know where to go to develop myself, to get to the next stage.” So, that person is no longer sitting at their desk ticking the boxes and doing the administration and CRM to show that they are busy. They are now genuinely owning and thinking about what their next step could be and how to do something to make them productive and successful. That’s fantastic. If they feel empowered then we are a long way into making them really, truly productive as well. SS: Absolutely. And you alluded to executives and sales leaders as well, and how is it that you think sales enablement needs to work with those sales executives and sales leaders to both get their buy-in as well as help move them forward as well and get them to see the value of sales enablement? IM: Well, I sit at the table. I report to our chief sales officer and I meet weekly with our global COO, and I think that exposure is really important. I think making sure that you understand why your company is investing in sales enablement as a department and that your meeting or driving or steering those objectives and that you’re constantly revisiting them with your sponsors. So, I talked about the purpose statement or the vision or the charter and making sure that you’ve got your executive sponsors involved in that. I think if they feel bought in from the beginning and influential from the beginning, that really helps. And if you can lay out for them what you’re going to be focused on, whether that is short-term payback, whether that is lots of iterative changes over several years, or whether that’s a long-term return of investment, then if they get twitchy, if they start to ask, “well, what are we doing this quarter, what are we rolling out this quarter?” It doesn’t matter because we can take them back another level and say, “look, we are continuing to hit our numbers, we are driving productivity, we’ve brought in a bedrock for change and guess what, 12 months ago when we sat down, these were the core areas that you asked me to focus on.” So, that’s one element to it. We touched on the idea of making sure that you know your audience and you’re spinning your information – spinning seems a bit strong – but you are articulating and clearly talking about the metrics that matter to the audience members, depending on where they are in the organization. My CSO and my COO, they honestly don’t care how many people have been through training or how many hours or how many pieces of content we’ve developed for them. They do care that we have reps who are staying, that are onboarding quickly, and that know how to be successful fast, and they are the sorts of things I talk about with them. We have a quarterly sales leadership meeting. I’m part of designing that and I’m obviously in that as well. So, we talk about initiatives and we get people re-engaged and thinking about what they will do when they go back to their desk, when they go back to their regions, and how they are part of driving that success forward. I never talk about sales enablement success. I always talk about their success, how we can get them closer to the number and how the metrics that perhaps trip off the tongue very easily to us about win rates and conversion rates, why that’s important to every single rep that they have in their teams. SS: Excellent. It is important to have a seat at the table. You also alluded earlier that it’s important to make sure that that sales operations and training are components of enablement. Within a lot of organizations, there can often be a hierarchy struggle. Sometimes sales enablement reports into operations and sometimes vice versa, and it sounds like you’re making the recommendation for operations to fall under enablement. IM: I’m not somebody who cares particularly about hierarchy and perhaps that does me a disservice, so I think the recommendation is that these teams are core partners with each other. I know that my sales enablement programs wouldn’t work without the insights and the skills that our sales operations team bring to that. Of course, I built a department where enablement and ops and training are seen as equals and work together as equals. There’s been a lot of work to think about the value that we offer to each other and we think about something as end-to-end, and I had a blank sheet of paper basically so I could do that. I have a group of people, let’s call them sales operations, who bring deep analytical and strategic planning to the table and they’re very tactical, spotting snags in our process or managing or looking for leading and lagging indicators to opening up and viewing where the future opportunity might be. I add to them sales enablement people who tend to be more plugged into the day-to-day sort of selling environment. And we have the training, so we can bring this to life and execute on the things that sales ops might have spotted that need fixing. I think that end-to-end, we operate as one. A rising tide raises all ships, right? But it is amazing to have a group of people who can do that analysis, who can have a look at the metrics. You know, we have reporting on tap and we have the complementary skills from the enablement and the training team. I think as long as everybody understands the aim and the purpose, the name or the business title of the people you are working with isn’t necessarily the most important thing. It’s more about do we have the right team in place, bringing the right skills or competencies to what we’re trying to achieve, and can I get everything out of the way to make sure that they can deliver on it? Do I think enablement should report to ops or ops should report to enablement? I honestly don’t think it matters. I think what does matter is that you have a common understanding and it’s about mutual benefit, which is we’re all successful when our sellers are successful and when we’re growing as a company. SS: I love that. That was the perfect answer. IM: Well, it’s my perfect answer because that’s what I design. I’m sure there are companies that would need better, deeper process first, or operationalization first, but you can’t do one without the ability to bring that to life and the selling conversation is the design point here. Come together and think about how to make our sellers successful in front of our clients and differentiate in the client environment and we’re all successful ultimately. SS: How would you for other practitioners who are just getting started, where would you recommend they spend their first hundred days? IM: My god, learn from my mistakes I think is probably right, I would direct them. Everybody says when you join a company, spend a lot of time listening. I think sales enablement practitioners come from all sorts of backgrounds. Mine was clearly sort of process and engineering but also with a commercial background. You have people who come out of HR and training, people who come out of ops, people who come out of marketing. So, I would come up to speed on the areas that you’re less strong on first. I would spend time with the sales leadership team and listen for themes or issues or problems. Money is being spent if you are building a sales enablement practice, so you go back to the “why”. Why is that, where did it originate from, is it internal or external? Ours was external. It was a private company who said you’ve got to think about how to do sales enablement. You should invest in that. So, I had more time to spend selling the power and the outcome and the impact of having a sales enablement department. Then, if you possibly can and if it’s a new company to you, go out with your sellers. Use the newbie card, ask to go on the road with them, make sure there’s a good narrative for why you’re in a client meeting. Listen to calls if you can’t get out on the road but really understand how your clients engage. I actually own client success as well and so I spend a lot of time thinking about them, hearing what sort of questions we get through the client success team. That’s a great way to get to the reality of how your customers and your prospects are actually experiencing working with you as a company with your services, what sort of value they’re seeing because perception is truth there. So, whatever you’re being told by marketing or the product teams or your selling team, what the client says is really the truth. So proactive listening to all of those different groups of people and then think about the processes that are in play, are they well embedded, are they well understood, do you hear the language of that process outside of the sellers’ organization or not? Think about your tech landscape. Is it designed for selling or is it designed for fulfillment or finance, and what do you need to sort of clean that up or invest in? How are relationships with marketing? It is one of those friction areas in all companies. What can you do there to try and get some quick wins? And then, and only then, sit down and write your strategy paper and propose the charter. Honestly, genuinely, try and give yourself or buy yourself as much time as possible before committing to paper what you’re delivering over 12-18 months, two years. Align it to the go-to-market strategy, align it to the key company metrics and outcomes, and any advice you can get from anywhere, listen and take it. You know, I’ve been doing this for 12 years, longer probably for my sins. I will still come into a company humble and listen first and then believe that I have bought myself the right to speak aloud with my ideas and some of the things I think should be driving towards. SS: I love that. On the note of the sales enablement charter or purpose, given that you’ve been in this space since the very beginning in 2007, how would you define its evolution over the years? IM: Sales enablement generally. Gosh. So, I mean obviously people hadn’t even thought of enablement and there was definitely this, “well yes, I’ll give you some scraps from the table and let’s see what you can do.” But in my world, I had this gift of working with these great brains and these great leaders right from the beginning. I think that we are less apologetic and defensive. I hope people aren’t offended by me saying that. You know, other sales enablement professionals might have felt they’ve never had to be defensive or proving themselves. But I think in terms of us as a community, I think that a) we have a voice now and I think that’s really, really fantastic. You know, I think some of the things like the Soirée, the Sales Enablement Society, Sales Enablement PRO, it’s a really, really lovely way to show we’re starting to show some real change and some real impact. I think that we seem to care about each other. Everybody I’ve come across is very collaborative and there seems to be less focus on this idea of where do you report, or where do you come from. I touched on it. Did you come from HR, did you come from finance, did you come from ops? I think we’re starting to focus less on where we came from and more about what we are trying to achieve. I also think in my experience, sales enablement is less – well perhaps this is not fair – but it is moving away from just being the VP of broken things. We’re starting to be more about the VP of “can we get some stuff fixed”, or get it done, and we’re starting to have the right to say no to people within an organization. We’re defined enough to say, “no, that is not our remit now.” This is what and how we are delivering value, and this is why I’m saying no to, for now anyway. I think there are some really strong frameworks, there are fantastic proof points, and frankly, we’ve become a market. There is technology now designed to sell into us. That means that we have a budget in a way that we didn’t have before. As soon as you get interesting for vendors, you know that you’re an organization or a movement that is interesting beyond just what people are trying to do internally at their companies. SS: There are a lot of practitioners in the space that see the future of sales enablement as becoming a growth function. I would love to hear your thoughts on that. IM: Honestly, many of us are still trying to build a really slick present for sales enablement. But with that said, I do believe in the maturity curve. I do believe that we have become more than just a set of tactical executions, that there is discipline around sales enablement now, and I think we’re moving to it being considered more of a strategic approach. So, Tamara Schenk talks about it in her CSO Insights work, and eloquently as well. These are her thoughts, but I know that I have said to my last two employers, if I do this well, you’re not going to notice. You’re not going to be distracted, you’ll find yourself doing a new business as usual, and it will be better and you’ll be more successful and it will be repeatable. And when you have that experience as a sales enablement professional or as an internal customer of sales enablement, that’s when we’ve really moved it towards a strategic approach, and I think that we’ll continue to move in that direction. We won’t talk about big, flashy sales enablement rollouts or programs. We won’t find ourselves firefighting and tactically addressing things, or rather we will probably always be doing that. But this new normal. And don’t get me wrong, I’m thinking 10-15 years from now. It will be about programmatic output and it will be so well accepted across the company strategy and sales strategy that the frameworks and the approach will just be embedded in everything that we do. I don’t think the department or the idea of sales enablement will go away but ultimately, it’s about all departments in a company thinking about go-to-market and moving as one to make that as easy as possible to sell to and to maximize how the clients and our prospects hear about all the great things we’re doing, and that it’s resonating with what they’re worried about and thinking about. So, I hope that makes sense. I’m basically saying we are maturing, and we will move away from a set of functional, practical, tactical programs and become just a strategic approach, just embedded in the way companies think about their selling organization. SS: I think that’s a beautiful future for sales enablement. IM: Well, it puts me out of a job, but yes, I genuinely hope that’s something we can move towards in the next 10-15 years. If I may, I have one more thing to add. I think that one of the things that’s really powerful about what’s happening in sales enablement in the next stage in our maturity curve is the fact that there is technology that’s designed for us. We’re not having to accept tack-ons to CRM systems. We’re not having to think about vanilla content management platforms, that we’re genuinely empowering our selling organization and we can start to look at and track and manage and show them the leading indicators of using a particular piece of content or a particular approach. I think that’s a really lovely place to be. I can see huge acceleration in how we drive success going forward and I’m excited about that. SS: On that note, if you had to give advice to some of the vendors in the space around how to make sure their platform is really truly built for sales enablement, what would that advice be? IM: Well, we worry about making sure the client is truly represented and the clients can be so broad spectrum. I think that helping us keep the client first, helping us think about not who is our seller or how mature is our seller or how experienced is our seller, but actually who are our clients, what do they worry about, what are their buying roles, helping us get our content to our sellers based on that. That’s really powerful and that would be really, really helpful. SS: Thanks for listening! For more insights, tips and expertise from sales enablement leaders, visit salesenablement.pro. If there is something you would like to share or a topic you want to know more about, let us know. We would love to hear from you.

Tamara Schenk, CSO Insights Research Director and co-author of Sales Enablement, joins host Greg Moore to discuss how sales leaders can evolve sales enablement at their organization, taking it from the rough to a sparkling diamond. She also offers her best advice for putting theory into practice and discusses upcoming research from CSO Insights, including the Sales Enablement Study coming this autumn.

Und wieder habe ich einen tollen Gast bei Kundenzentriert: Tamara Schenk, Research Director bei CSO Insights. Mit Ihr spreche ich über Sales Enablement und wie Vertrieb mehr Erfolg und mehr Ergebnis erzielen kann. Sie berichtet über Erfahrungen in Ihrer Projektarbeit und kann sogar mit Zahlen belegen, welche Umsatzsteigerungen mit Sales Enablement möglich sind.

This week Tamara Schenk, Research Director of CSO Insights, shows us how to use dynamic coaching to gain a two-digit improvement to drive your sales team’s success. She has performed the research that shows how coaching is a skill that can be developed, talks about how sales leaders should have a long-term view while focusing on short term issues.

This week Tamara Schenk joins the podcast. She is an author, keynote speaker and Sales Enablement Evangelist who has a strong belief in helping everyone to become the best salespeople they can be (yes…just like us!). This week we discuss some of the reports which Tamara has created and the impact her research will have on the world of sales. Places you can find Tamara: http://blog.tamaraschenk.com (http://blog.tamaraschenk.com) https://www.csoinsights.com (https://www.csoinsights.com) https://twitter.com/tamaraschenk?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor (https://twitter.com/tamaraschenk) https://www.linkedin.com/in/tamaraschenk/?originalSubdomain=de (https://www.linkedin.com/in/tamaraschenk/?originalSubdomain=de) Timestamps:[01:10] – Tamara explains how she got into sales and sales enablement [07:10] – Tamara discusses the troubles she had when implementing a sales enablement strategy in her company have [10:50] – Tamara explains her definition of sales enablement [13:25] – Luigi and Tamara discuss some of the key learnings you will get from reading her reports [17:35] – Tamara talks about sales methodology and whether it is applied in the real world [20:35] – If you don't have a sales function…this is what you should be doing right now [25:40] – What happens when you process plateaus? [27:48] – How important is C-level executive buy-in for enablement strategies? [31:50] – Enablement services available for salespeople to use [34:00] – Do sales teams who have coaches achieve more? [36:24] – What you can do to help you to become a better salesperson [41:05] – Sales: an art or a science? [43:02] – What Tamara would do differently if she had her time again [44:20] – Has having experience in multiple fields affected Tamara's ability skills and the knowledge she has gained? [46:30] – Places you can find Tamara

Sales enablement can be a broad topic, and a lot of people have different definitions of what sales enablement really means. Tamara Schenk, interviewed by John Golden, created a definition based on her real-life experience, as well as research, and working with clients. “We define it is a collaborative, strategic discipline that is designed to increase sales results by providing consistent and effective enablement services for salespeople and their managers. Its purpose is to add value to every customer interaction,” said Schenk.

Wie treffe ich im Leben die richtigen Entscheidungen? Wie löse ich mich von Selbstzweifeln und Neid? Wie kann ich von anderen lernen, statt mich mit ihnen zu vergleichen? Alle Antworten gibt es in der aktuellen Cosmopolitan Podcast Folge. Wir haben mit Tamara Schenk vom Female Empowerment Netzwerk KOA gesprochen. Sie bietet weiblichen Talenten eine Plattform und hilft ihnen so, ihr volles Potenzial auszuschöpfen. Wie genau? Hört selbst! Schon gewusst? Cosmo hat auch ein Netzwerk von und für starke Frauen: #SupportHER www.cosmopolitan.de/supporther Alles über KOA erfahrt ihr hier: https://www.koaconference.com/ Alle Folgen Cosmo Podcast: www.cosmopolitan.de/der-cosmopolitan-podcast und auf Instagram: www.instagram.com/cosmopolitan_de/ Übrigens: Wir freuen uns über jedes Feedback. Abonniert unseren COSMO Podcast und hinterlasst uns gerne eure Rezensionen.

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 they can be more effective in their jobs. Joining us today is Christopher Kingman, the director of international sales enablement for TransUnion. Chris has extensive sales enablement experience in training and mentoring, and increasing seller efficiency and effectiveness, as well as problem-solving to increase sales productivity. I would like to better understand what have been your most impactful sales enablement initiatives to date and why? Christopher Kingman: When I was in the U.S. part of TransUnion, I created a program to address a very common sales problem. Most sales organizations, as they grow, take their best seller and they promote them to sales leader. But as we learn, and as a lot of people know, those jobs are very different. The skills that make you great at sales aren’t necessarily skills that make you a great leader, and just because you’re great at selling doesn’t mean you’ll be a great leader and vice versa. I absolutely bombed in sales but I tend to think that I’m an okay sales leader because the jobs are different, the elements are different, the skill sets are different. So, I designed this program, a 16-week program. It really went from these fundamental concepts, like right out of the MBA program business book down to the very tactical, like “this is the report that you receive on Tuesday, here’s how to interpret it, here’s how to use it” and everything in between. It focused a lot on coaching, developing, and understanding your teams and your people, which I think is one of the most common things that’s overlooked about being a sales leader. Your job is to ensure that your people are successful, that’s it. You’re not selling, you’re not closing, you need to know how to get the best out of your people, and I really focused this program on that. I took them through coaching and made them coach, shadow, lead meetings and talk about presentation skills, negotiation skills, pricing, contracting, all of these things. The feedback was excellent. All these guys were great but seven of the nine that went through it got promoted before I left that program, and that was huge for me. I was just really proud of that because I think it really made an impact on a lot of these guys. I had one seller who was all about “I don’t understand why my people can’t do this, they need to listen to me, I’m their boss” and went to “I totally get it now, they’re my boss, I work for them” and it was a really great feeling. Personally, I felt like it was a really great achievement for me to just have that impact on people because I like developing leaders. I think if that was the one enablement piece that I could focus on and do, that’s what I would do. I would create a sales enablement leader factory somewhere and just churn out leaders. That’s the thing, when you go through all of the discipline and stuff, it’s kind of built of all these little things that I built, that was the one thing that I really loved doing and so it was just really rewarding for me. The second thing I did was: we’ve got Salesforce, every little business unit within TU has their own little instance. When I came to head the CRM, it was a proprietary intermediate platform that talked back and forth. I was able to make a lot of improvements from what the Salesforce that we had was, to when I left, chipping away at the field, taking away functionality. In that was an international piece as well, just because it was like, “here’s the U.S. instance translated into Spanish Salesforce, good luck”. I’ve been able to really impact the usage, adoption, and the data hygiene which was an absolute mess, and get people to understand that this tool is not just for your boss to see, this tool is for you. This is a success tool for you, here’s how to prioritize your day, here’s how to figure out who to call first, here’s how to keep track of your opportunities, here’s how to figure out how much money you want to make, here’s how to figure out how to do that by a win rate, in a close race, all these different things. I laid out a strategic plan. It says, “here’s how we’re going to consolidate six international regions down to one, here’s how we’re going to migrate the UK over to Dynamics and Salesforce, and then here’s how we’re going to migrate everybody over to Lightning”. It just laid out the strategic path because, as involved as I am with technology – and I write about technology, I actually write for Nancy Nardin as well on tech – I really hate clunky technology. It drives me insane. I’m motivated by, “I would never want to use this, so I’ve got to make it better for somebody else”. I would never want to be a seller whose CRM is so out-of-date and clunky that it just eats another job, so I was proud of what I’ve been able to do outside of my own. I’m not an admin, I can’t do that, but what I’ve been able to do with teams, with regions, etc. SS: That’s awesome. In some organizations, Salesforce can be extremely clunky, so that is impressive. So, what are some of the fun initiatives that you have coming up for the coming year? CK: Like I mentioned, I just inherited the UK team. They weren’t really aligned to any sort of mission statement or charter. Not one person had any real clear idea of what they did, I mean, somebody had this one piece and then everybody was just kind of reacting to what I called “responsibility roulette”, where they spun a wheel and said, “oh, we need a rules program, well I guess it’s your turn”. So, I sat them all down and had a nice list of everything that they did and I’d say, “what do you want to do? What about your job do you like? What sucks? Where do you want your career to go? I want to align what you’re doing and what we’re going to invest in you to get you into the direction you’re going.” So, that’s been my immediate focus, is just getting this team standing up. It’s a great proof of concept because internationally, I don’t have a lot of enablement resources. I have sales ops resources that are really focused on recording outputs and stuff like that, but training and development-wise I have nothing, sales tech-wise I have nothing, QA doesn’t exist. So this is a good proof of concept to say, “listen, if we invest in this or if we invest in this, this is what you’d probably be able to get out of it”. So pouring my time into that is good. The other thing is finalizing this inside sales instance here. So, straightened out, they’ve got two different sales roles, they have a point-and-set role and then they have your typical account executive, a hybrid of a sales support role, and a customer service or account manager role. I developed a three-year plan of how to grow the team to about sixty people by the end of 2021, how to bifurcate the hybrid account manager and sales support role with a 16-week development program around role clarity for the account managers. So, they can decide if they want to be support or if they want to be an account manager which I think is something I’ve never seen before—teaching people how to sell before asking if they want to sell. Most people just kind of fall into it and they’re like, “oh, it’s sales, I could do this” and then they get steamrolled. That’s certainly what happened to me. I thought I could do sales and I failed miserably at it. Then, doing role clarity around account executives and a very aggressive sales skills training roadmap because I think a lot of organizations just assume you can sell. This is interesting because nowhere else do you just show up and not continually develop your skills. Football players don’t just go to the Super Bowl, they actually have to play games and practice, so why do we assume salespeople don’t need practice or rehashing of their skills? And then, as I said, this international redesign of Salesforce I think is key just because I want to consolidate reporting. I want clean reporting, I don’t want to have seven teams of business analysts across the globe try to come up with numbers and all that stuff. Those are all the things that I’m focusing on, at least here. Then outside of TU, working with vendor neutral. I go straight to vendor-neutral about sales tech, buying sales tech, since I sort of have an interesting skill set. I’ve gone through the entire buying process multiple times and then now with Nancy Nardin doing write-ups on sales technologies and benefits of that, as well. SS: Very cool. On that note, the closing question is just really what resources would you recommend for other sales enablement practitioners where they can learn, or maybe a particular resource that you’ve found helpful along your journey? CK: There are some pretty good books. Corey Bray and there’s another author, I can never remember his name, and they wrote “The Sales Enablement Playbook”. It’s very introductory but it’s great because it gives you the foundational stuff. There’s no Series 7 for sales enablement people, there’s no universal sales enablement code like there are accounting codes, it’s kind of that you just come to do what your business needs and align to the things. His book is great and it’s written for people that are just getting their feet wet. The book by Tamara Schenk and Byron, that ones good too. That one is a little bit more advanced and I would say probably has a little bit more applicability to larger organizations than the solo act or the person who is sales enablement who probably does ten other things. That stuff’s great. Joining a sales enablement society would also be beneficial, attending some of the seminars are good. The Sales Enablement Soiree I would say is something that people should attend, especially since Dreamforce itself is having more and more enablement content and breakouts, it’s a no-brainer if you’re in that area. It’s very rare to get immersed with so many like-minded people and people who thought they were the only one who had to put up with all this crap because that was definitely my reaction to the first several conferences I went to. Then, reading the white papers. Mary Shay obviously loves writing about this stuff. Or, getting on LinkedIn and searching – it’s hit or miss with the content but it’s good enough. I think Highspot put out a couple of those little introduction to sales enablement/sales readiness guides, which are good. I mean, I brought them over here and left them on somebody’s desk and told them to read it before I got back, so stuff like that. We all laugh and it’s like, “oh, that’s whatever”, but to some people, that’s like a blueprint. Stuff like that goes a long way and I really wish I had that when I was trying to figure this out or figuring out what I could go do because my default is to go find a problem and fix it. Fix a problem, spin it off, have somebody go demonstrate why fixing this problem matters, have somebody go run it for you, and then build that function out to where we know it’s making an impact. Then go fix another problem. So, anything like that would help people really figure out what’s wrong with their organization or, not even what’s wrong, but here’s how I can go make it better. SS: Thanks for listening. For more insights, tips and expertise from sales enablement leaders, visit salesenablement.pro. If there’s something you’d like to share or a topic you want to know more about, let us know. We’d love to hear from you.

Tamara Schenk is the Research Director at CSO Insights, the research division of Miller Heiman. Tamara recently wrote a book on sales enablement, which is called Sales Enablement: A Master Framework to Engage, Equip and Empower a World-class Sales Force. Sales Enablement is a fast growing discipline with 59% of sales organisations currently reporting a sales enablement initiative or function compared to only 19% in 2013. We discuss what sales enablement is all about, the key trends emerging and what's critical to make it work.

Subscribe to Social Business Engine Apple Podcasts |Stitcher |Google Play | Google Podcasts Does your organization have a clear sales enablement strategy that is aligned with your customer’s journey? According to Bernie’s guest for this podcast conversation, Tamara Schenk, you’ll experience more sales wins if you do. Tamara is Research Director for CSO Insights, the research division of Miller Heiman Group. She is focused on global research regarding all things sales enablement, CX, and sales effectiveness. The book she’s co-authored with Miller Heiman Group CEO Byron Matthews, “Sales Enablement – A Master Framework to Engage, Equip, and Empower a World-Class Sales Force,” provides incredible insight into the value of effective sales enablement. On this episode, Bernie and Tamara discuss the influential role of content in sales enablement as well as the evolving role of sales enablement in the modern organization. You’ll learn about the critical nature of sales enablement for modern sales and how it can provide the tools needed in order for marketing, sales, and internal processes to work together to win more deals. This episode is sponsored by Conversica, AI software for marketing and sales that fosters real conversations to discover the most qualified sales opportunities. Learn more at https://conversica.com What Is The Role Of Sales Enablement In Modern Sales? In order to engage in this topic effectively, let’s begin with a definition of the term, “Sales Enablement.” Tamara says it’s a strategic, cross-functional discipline with the goal of increasing predictable sales results. It does this by providing scalable enablement services such as training, content, coaching, and a variety of tools for customer-facing professionals and their managers. This enables them to serve as relevant and valuable sources of expert knowledge in every buyer interaction. As you can see, sales enablement is a focused role that seeks to equip all members of the sales team with key understanding of the buyer’s journey. In order to be effective, it requires clear insight into the buyer’s needs, and the various roles buyers play in their organizations. Listen to learn what Tamara and her team have discovered about the role of sales enablement in the modern sales environment. Content Plays A Powerful Role In Sales Enablement As Miller Heiman Group’sCEO, Byron Matthews often says, “The modern buyer has become better at buying faster than the seller has gotten better at selling.” That means sales teams need to adapt their sales approach so they can meet the buyer where they are and how the buyer wants to engage. It’s a process that relies heavily on the type and quality of content they have at their disposal. The creation and distribution of that content is one of the major responsibilities of the sales enablement team. Through the research of customer personas, the enablement team creates content aimed at various stages in the buyer’s journey. The sales team uses that content to serve the buyer in relevant ways. Blog posts, podcasts, and media of various sorts are used to gain trust, build credibility, and carry the conversation in ways that directly address the buyer’s needs and questions. But that’s not everything we mean when we refer to “content” produced by the sales enablement team. There is also internal enablement content the customer never sees but that serves as vital tools to make sales teams more effective. Tamara mentions things like playbooks, comparison guides, objection guides, solution configuration tools, pricing tools, and closing/order templates as some of those possible resources. Tamara's insights on this subject are research-based and detailed, so don't miss this conversation. Organizations With A Clear Content Strategy Have Higher Win Rates Does a clear content strategy exist in your sales organization? If so, you’re in the minority. Tamara says that only ⅓ of organizations have a clear, relevant content strategy in place. To be clear, we’re talking about a plan to create and use specific content that addresses questions and needs buyers have from the beginning of the customer journey all the way to the close of the deal. It’s content that helps to evolve the relationship with the buyer in valuable, relevant, and unique ways. The impact of having a clear content enablement strategy in place is huge. Companies with a clear content strategy experience a 55% win rate as compared to 43% win rate for organizations without one. As you can see, it makes sense (to the tune of a 12% increase) to organize content creation and management to achieve better sales results. But be careful: Just because an enablement team creates content resources doesn’t mean the sales team is automatically going to know how to use them. Training is required to make the best use of the resources. Tamara recommends you champion the members of your sales team who have been highly successful - empower them to record short videos showing how they use the content assets in various buying situations. Don’t let it get too complicated, just focus on things that will be practically helpful to your team. Tamara and Bernie wrap up their conversation with a discussion of the main pitfalls to watch out for as you implement your sales enablement strategy, so be sure you listen to get all the details. Featured on This Episode Tamara on LinkedIn: https://www.linkedin.com/in/TamaraSchenk Tamara on Twitter: https://twitter.com/TamaraSchenk https://CSOInsights.com Tamara’s book: Sales Enablement: A Master Framework: http://a.co/d/3DliT7t Outline of This Episode [2:24] The role Tamara plays as Research Director at CSO Insights [4:12] What is sales enablement - and why Tamara is able to speak about it [6:00] Customer engagement isn’t only about sales conversations [9:10] Content has a crucial role in sales enablement efforts [13:55] Win rates are higher for companies that have a content strategy [16:00] Sales teams need to learn how to use content effectively [21:34] Pitfalls that can be avoided in sales enablement development [23:56] Where does sales enablement usually fall in organizations? Resources & People Mentioned This episode is sponsored by Conversica, AI software for marketing and sales that fosters real conversations to discover the most qualified sales opportunities. Learn more at https://conversica.com  Tamara’s article Bernie mentions: https://www.csoinsights.com/blog/customer-engagement-irrelevant-content-lowers-win-rates/Why You Need A Sales Enablement Content Strategy (blog article): https://www.csoinsights.com/blog/why-you-need-a-sales-enablement-content-strategy/ The Selling With Social Podcast episode with Miller Heiman Group CEO Byron Matthews hosted by Vengreso CEO, Mario Martinez, Jr Subscribe to Social Business Engine Apple Podcasts |Stitcher |Google Play | Google Podcasts  

Sales enablement is here to stay but do you know enough about it. In this episode, two titans of sales enablement, Tamara Schenk @CSO Insights & Scott Santucci @Growth Enablement Ecosystems, discuss what sales enablement is and how companies can succeed with this emerging function in sales.

I detta avsnitt gästas Tillväxtpodden av George Brontén, grundare coh VD för Membrain. Tillsammans med Niklas och Peter så diskuterar vi hur Sales Enablement kan användas för att skapa tillväxt. I början av avsnittet berättar George bakgrunden och syftet till Sales Enablement. Därefter fokuserar vi på hur synsättet inom Sales Enablement kan användas för att öka tillväxten samt vilken kompetens och förmåga bolag behöver ha för att lyckas. Till sist berättar George om Sales Enablement society som finns i USA idag, men som han planerar att starta upp här i Sverige. Boken som vi rekommenderar om Sales Enablement är skriven av Tamara Schenk och heter Sales Enablement; a Master Framework to Engage, Equip, and Empower A World-Class Sales Force.

To customers Tamara Schenk (@tamaraschenk) is a sales enablement leader, analyst, speaker, and co-author of Sales Enablement – A Master Framework to Engage, Equip, and Empower a World-Class Sales Force. As an analyst, Tamara is research director at CSO Insights, the research division of Miller Heiman Group, where she is focused on global research on all things sales enablement, CX and sales effectiveness.     She enjoyed twenty-five years of experience in sales, business development, and consulting in different industries on an international level. Before becoming an analyst in a research director role in 2014, she had the pleasure to develop sales enablement from an idea to a program and a strategic function at T-Systems, a Deutsche Telekom company where she led the global sales force enablement and transformation team.   Podcast Highlights: Situational knowledge is more important to customers Less is more, relevant marketing material is essential 50% of sales forecasts are fantasy   Contact Tamara: LinkedIn Blog Twitter Get My Book  

Subscribe to Selling With Social Apple Podcasts | Stitcher | Google Play Sales enablement isn’t just a hot topic in today’s selling environment, it’s completely revolutionizing the way we approach sales. Byron Matthews was born and raised in sales and he now serves as the CEO for the Miller Heiman Group, an industry leader for providing business performance solutions. With over 4,000 clients across 50 countries, Byron and his team are leaders in the sales enablement sector. He’s also the co-author of the new book, “Sales Enablement: A Master Framework to Engage, Equip and Empower a World-Class Sales Force.” You can’t afford to miss the insights he shares on this episode. For the first time ever on #SellingWithSocial I invite Byron back for Part 2 of this fascinating conversation on the next episode. Don’t forget to subscribe to our blog to catch the conclusion in the upcoming weeks. Sales Enablement is Transforming Sales - But What Is It? Sales enablement goes beyond sales engagement. Byron explains that sales enablement can easily be defined as, “Sophisticating a sales rep to meet the modern needs of sellers today. Modern buyers are more complex, informed and particular than ever before. The precision in which you engage has to be much higher. It can’t just be about giving prospects information, it has to become an inspiration.” Engagement is an omnichannel approach to reinventing sales, and throughout this conversation, Byron and I discuss the ins and outs of this complex subject. Don’t miss his insights, be sure to listen! THIS is Why Salespeople Need to Become Content Marketers Byron explains that “Buyers are getting better at buying faster than sellers are getting better at selling.” Sales enablement helps bridge this gap. By pulling ideas and content from marketing departments, salespeople can become better equipped to tackle the detailed nuances of conversations with informed prospects. Combining data, success stories, and market analytics gives each salesperson the best chance of authentically connecting with a prospect and making a sale. The engine that allows that to happen is sales enablement. Why is content marketing and sales inextricably linked? Be sure to listen to this episode to learn why! Solution Selling is NOT Dead - It’s Simply Evolving “In order for selling to succeed, the modern seller needs to adopt the mindset that times have changed.” This statement is bold, but every salesperson today needs to hear it. The modern buyer is more informed than ever before, and they’re also less likely to engage with a salesperson prior to the sale. Modern sellers must now have a higher level of credibility, and they MUST understand the prospect’s needs prior to beginning the pitch. Pitches cannot be solely informational, they have to become an inspirational tool that will help convince an already interested and knowledgeable prospect. Byron is adamant that solution selling isn’t dead, it’s just evolving. To learn more about this evolution and how you can equip your salespeople to succeed in a new selling environment, check out this episode. Sales Leaders MUST Reevaluate the Way They View Sales Talent Profiles In order for sales enablement to work well in your company, sales leaders must start viewing potential talent through a new lens. Selling is no longer a “copy-paste” process that is universal across various types of clients. Successful modern sellers must have high levels of both EQ and IQ. These quotients, in addition to adaptability and responsiveness, will allow the seller to be agile in their approach to every single prospect. The most successful companies approach talent searches and employee analyses with that reality in mind. Learn what works best for your specific company, create analysis tools that will help you evaluate current and future employees, and develop a path to success. To hear real-world examples of this process, don’t miss this episode. Outline of This Episode [1:05] Byron shares his background in sales and his current role as CEO for MHG [6:07] Bryon and Tamara Schenk’s new book and why they chose to write about sales enablement [8:46] What is sales enablement? [12:30] Why salespeople should become content marketers [16:22] The best 4 takeaways from Byron’s book [18:04] The biggest trends changing the selling landscape [27:23] Sales leaders MUST reevaluate the way they view sales talent profiles [38:22] Don’t miss the upcoming part 2 of this conversation with Byron Matthews Resources Mentioned Connect with Byron on LinkedIn Follow Miller Heiman Group on Twitter: @MillerHeiman Follow Miller Heiman Group on Facebook Miller Heiman Group website BOOK: “Sales Enablement: A Master Framework to Engage, Equip and Empower a World-Class Sales Force” Ep 52 “Proof: Social Selling Adoption Will Impact Quota Attainment, with Tamara Schenk” Vengreso Blog: “How Content for Sales Drives More Conversations and Pipeline” Byron’s all-time favorite movie: “Almost Famous” Social Business Engine Podcast - Bernie Borges Connect with Mario! www.vengreso.com On Facebook On Twitter On YouTube On LinkedIn Subscribe to Selling With Social Apple Podcasts | Stitcher | Google Play

  Did you know that a recent study has revealed that if 75% of your organization adopts social selling techniques to engage with buyers, you are likely to see a 61% quota attainment result? How is that possible? What steps can your organization take to see those kind of results? You’ll find out on this episode of #SellingWithSocial with guest expert Tamara Schenk. Tamara is a research director at CSO Insights, the research division of Miller Heiman Group, focused on all things sales force enablement, frontline sales managers, social selling, and collaboration. She enjoyed more than twenty years of experience in sales, business development, and consulting in different industries on an international level. Before becoming an analyst in a research director role in January 2014, she had the pleasure to develop sales enablement from an idea to a program and a strategic function at T-Systems, a Deutsche Telekom company where she led the global sales force enablement and transformation team. Don’t miss a minute of this compelling episode featuring Tamara! Embracing a Sales Enablement Strategy If you were to evaluate your organization right now, what score would you give it when it comes to sales enablement? Do you have a well thought out strategy? Are you in the process of growing and developing it? Or is it more of an afterthought and lumped in with sales operations? On this episode of #SellingWithSocial, Tamara explains why it's so important for businesses to have separate sales enablement and sales operations teams that work closely together. Too often these two teams get lumped into one, learn from Tamara’s perspective and the research she’s done that points to the benefit of having these teams work independently but part of a cohesive strategy. Make sure to listen to this episode! How can Sales Enablement drive Social Selling? Is your sales enablement team driving social selling? Do you, as a leader see the need to expand and develop your approach in the social selling arena? On this episode of #SellingWithSocial, Tamara goes over her observations of how social selling fits into a broader approach to the sales environment. Tamara says that social selling is not just another piece of technology, it’s not just another tool, it comes down to embracing a total mindset shift on how to engage in a different way. Find out what lessons you can learn from Tamara’s perspective on this powerful episode! How you can create alignment between sales and marketing. Is there alignment between sales and marketing in your organization? Would the personnel on those teams agree with your assessment? What does it take to have a cohesive and focused strategy that brings your sales and marketing teams into alignment? On this episode of #SellingWithSocial, Tamara shares how leaders like you can work toward healthy alignment between your sales and marketing teams. Tamara says that it’s important to start with a change in perspective, the pushback between sales and marketing needs to come to an end if there is any hope for lasting alignment. She goes on to explain how this push for alignment between sales and marketing can impact the overall sales enablement strategy. Make sure to listen to this episode as Tamara expands on this topic and much more! Social Selling is not just using social networks! Have you ever had someone contact you to do business and then proceed to completely and utterly fail at their sales pitch? What are so many salespeople getting wrong in their digital approach and sales pitches? On this episode of #SelingWithSocial, Tamara and I go over an email I recently received that serves as a prime example of what happens when organizations fail to understand that social selling is not just using social networks. Make sure to listen to this episode as we unpack this salesperson’s approach and key lessons you can learn to avoid their same mistakes. Outline of This Episode [1:00] I introduce my guest, Tamara Schenk. [4:30] Why was there a need for sales enablement optimization study? [7:30] Is social selling an important area for organizations to focus on? [13:30] Takeaways from the sales enablement optimization study. [18:00] Why sales coaching is so important. [20:00] How do you create alignment between sales and marketing? [23:30] Tamara and I go over an email I recently received. [33:00] Tamara goes over why intentions are so important. [36:30] Navigating the complexity of connecting with buyers. Resources Mentioned 2017 CSO Insights Sales Enablement Optimization Study Twitter: @tamaraschenk LinkedIn: https://de.linkedin.com/in/tamaraschenk https://www.csoinsights.com/blog/effective-social-selling-part-2-adoption-rates-impact-quota-attainment/ https://www.csoinsights.com/blog/ The Intouchables Connect with Mario! www.vengreso.com On Facebook On Twitter On YouTube On LinkedIn

Tamara been in the world of sales for more than 20 years, building up a reputation as an innovator and sales enablement evangelist, specializing in strategic sales enablement and sales force transformation.She’s also an influential blogger and speaker, and a regular contributor to Top Sales Magazine.Learn More: https://www.csoinsights.com/blog/Influential Influencers with Mike Saundershttp://businessinnovatorsradio.com/influential-entrepreneurs-with-mike-saunders/

Tamara been in the world of sales for more than 20 years, building up a reputation as an innovator and sales enablement evangelist, specializing in strategic sales enablement and sales force transformation.She’s also an influential blogger and speaker, and a regular contributor to Top Sales Magazine.Learn More: https://www.csoinsights.com/blog/Influential Influencers with Mike Saundershttp://businessinnovatorsradio.com/influential-entrepreneurs-with-mike-saunders/

The buzz: Crystal ball for 2017. If #1 on your business wish list is to know what 2017 holds for your company, your industry and the world, we've got insightful predictions from more than 75 thought leaders about the technologies, strategies, and trends that can help you grow and compete in 2017 and beyond. Pour a cup of Joe, Earl, or Dom, and join us for SAP Game-Changers Radio 2017 Predictions – Part 5 live. Hear our complete 5-part special on-demand at Coffee Break with Game-Changers Radio. Featured guests: Larry Stolle, SAP; Marisa Kopec, SiriusDecisions; Sheila McGovern, IBM; Tamara Schenk, Miller Heiman Group; Dave Duggal, EnterpriseWeb; Maria Haggen, SAP; Elvia Novak, Deloitte; Christopher Carter, Approyo; Carlos A. Russell, Ternium; Vic Briccardi, RTS Consulting; Rich Seltz, SAP; Matt Donovan, GP Strategies Learning Solutions; Sherryanne Meyer, ASUG; Sathish Gajaraju, Sensify; Ken Redler, cSubs; Padman Ramankutty, Intrigo. Happy new year from SAP Game-Changers Radio!

The buzz: Crystal ball for 2017. If #1 on your business wish list is to know what 2017 holds for your company, your industry and the world, we've got insightful predictions from more than 75 thought leaders about the technologies, strategies, and trends that can help you grow and compete in 2017 and beyond. Pour a cup of Joe, Earl, or Dom, and join us for SAP Game-Changers Radio 2017 Predictions – Part 5 live. Hear our complete 5-part special on-demand at Coffee Break with Game-Changers Radio. Featured guests: Larry Stolle, SAP; Marisa Kopec, SiriusDecisions; Sheila McGovern, IBM; Tamara Schenk, Miller Heiman Group; Dave Duggal, EnterpriseWeb; Maria Haggen, SAP; Elvia Novak, Deloitte; Christopher Carter, Approyo; Carlos A. Russell, Ternium; Vic Briccardi, RTS Consulting; Rich Seltz, SAP; Matt Donovan, GP Strategies Learning Solutions; Sherryanne Meyer, ASUG; Sathish Gajaraju, Sensify; Ken Redler, cSubs; Padman Ramankutty, Intrigo. Happy new year from SAP Game-Changers Radio!

In this week's podcast, we continue our conversation with Tamara Schenk, Research Director CSO Insights, from last week and discuss the findings from her latest research on Sales Enablement. This week we will focus on questions like: 'How do you create a culture of collaboration to maximize the outcome of your Sales Enablement initiatives', 'What is the latest thinking around sales onboarding'. If you are interested reading the full report you can find it here (scroll down and download the CSO Insights 2016 Sales Enablement Optimization Study). If you would like to read more from Tamara I highly recommend her blog posts.

Welcome to Season Three, Episode 1. We kick off the latest season of the Sales Enablement Lab podcast with a conversation with Tamara Schenk. Tamara is Research Director at CSO Insights focussed on Sales Enablement. Tamara joined us earlier in season one for a conversation on 'Why a Systems Approach to Sales Enablement is Crucial.' In this episode, we will discuss the latest research from CSO Insights on Sales Enablement, based on a study and survey conducted earlier this year. Because of the wealth of information Tamara has to share this will be a two-part podcast. This week we will answer questions like: 'What is according to CSO Insights the latest definition of Sales Enablement?', 'How mature is Sales Enablement currently?' or 'What is the scope of Sales Enablement?' If you are interested reading the full report you can find it here (scroll down and download the CSO Insights 2016 Sales Enablement Optimization Study). If you would like to read more from Tamara I highly recommend her blog posts.

Practitioners that have successfully executed a strategic sales enablement function stress the necessity of executive buy-in through building an internal business case for sales enablement, and no one has more experience with this than Tamara Schenk. In this episode, we talk with Tamara about the steps necessary for crafting an internal business case for enablement, including using a maturity model and aligning enablement goals with the overarching business strategy.

Tamara Schenk is a Research Director at the MHI Research Institute focussed on Sales Enablement. She is one of the key thought leaders and influencers in this rapidly evolving space. During this week's podcast Tamara shares her perspectives on Sales Enablement. She shares how she has seen Sales Enablement evolve from a highly fragmented function with disconnected programs to a much more integrated selling systems approach in the recent years. Tamara shares how you can create your own selling system based on her four key principles: Map your sales execution to your business strategy Define which Sales Enablement Services you want to offer Measure your impact through Sales Enablement Operations Focus on reinforcement, adoption and change management We also touch on the million dollar question, to who should Sales Enablement report in the organisation? Sales,  Marketing or ... ? At the end Tamara will give you her top 3 tips you can use to start building your own selling system today! Are you interested to participate in the Sales Enablement survey from MHI Research Institute? Visit Tamara's blog and complete the survey. Upon completing the survey you will be able to download the CSO Insights’ 2015 Sales Management Optimization Key Trends Analysis and you will receive the 2015 Sales Enablement Study Key Trends Report in October. Did you enjoy listening to this podcast and don’t want to miss another episode? Subscribe to my podcast on iTunes! What are your thoughts on building a selling system for Sales Enablement? Participate in the discussion on my blog and leave your feedback, thoughts and questions. http://www.salesenablementlab.com/s1e13 b