Podcasts about win win

Recapping back to back bass fishing tournaments across the state of Minnesota. 8 days straight of fishing and intense travel! How did it go and what did I learn!Quick live - Special box from a HellaBass YouTube channel member and life update, what has been happening and break down a busy next week!Learn about Supreme Lending Dream Team - https://bit.ly/DreamBigHBHellaBass LIVE now BOOSTED by Power House Lithium - https://bit.ly/HB-PHL**Want to Donate?**https://paypal.me/HellaBassVenmo - hellabass—————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15 - http://bit.ly/ArsenalShopGet 15% off at OMNIA Fishing w/ code: OMHBWXC3E - https://omnia.direct/HBOmnia——————————————************************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win! Thanks!

Get ready for the Bassmaster Elite Series at the Mississippi River out of La Crosse, WI! Is there any way this event is not dominated by a FROG or TOPWATER? Will Ben Milliken have a strong event to end his Season?*Learn more about Omnia Pro or 7 day free trial here* - https://omnia.direct/HBPROUse code HBPRO to save 50% off on Pro via Web Browser on your computer or mobile device.Breaking down my top picks, dark horses, and sneaky avoid plays for the tricky Mississippi River tournament.✅ Best Group A-E picks✅ Sleeper anglers you can't ignore✅ Must-know fantasy fishing tips to climb your league leaderboard

Some Arizona cities have put new regulations on data centers, expressing concern over their size and energy and water use. Hear about the growing debate over these facilities. Plus, Ugandan musician Giovanni Kiyingi on balancing religion and musicianship.

Dubbed “The Poker Queen,” ⁠Liv Boeree⁠ is a World Series of Poker and European Poker Tour champion, and though she is now retired from professional poker, she still ranks among the top five women in poker history in terms of all-time money winnings. ⁠Liv⁠ now hosts the ⁠Win-Win podcast⁠ and is leading a fight to save pigs from factory farming. In this episode, ⁠Meghan Murphy ⁠speaks with ⁠⁠Liv⁠⁠ about the good and bad of competitiveness, how she became queen of the poker table, why you should consider marrying your best friend, and more. The Same Drugs is on X⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @thesamedrugs_⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Meghan Murphy is on X ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@meghanemurphy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and on Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @meghanemilymurphy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Find The Same Drugs merch at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Fourthwall⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Support this podcast with a ⁠⁠⁠⁠⁠donation⁠⁠⁠⁠⁠!

Sean Levine Filling In. | Sean Levine says that the Browns will know by the end of the year whether or not they need a QB in the future. | Sean thinks the movies this summer have been average. | Why is Jayden Daniels highly regarded for NFL MVP this season? | Over or Under? |

Culture isn't something you build later, it's happening right now, whether you're aware of it or not. In this powerful episode, Dr. Angela Jackson joins George to break down how intentional leadership can make or break your team's energy, retention, and trust. If you're building anything with people… This one's a masterclass.What You'll Learn:Why culture is always being created, whether you're intentional or notThe hidden ways leaders shape employee experience and retentionHow to recognize and reverse “quiet quitting” inside your businessThe role of empathy and flexibility in building high-performing teamsHow to build a win-win workplace that drives innovation and resultsPractical strategies to empower team ownership and close the communication loopThe difference between transactional perks and meaningful benefitsHow to intentionally develop managers and “culture carriers” in your organizationKey Takeaways:✔️Culture is created by default or design, choose wisely.✔️60% of employees feel their bosses don't care about them.✔️Startups often unconsciously build zero-sum workplaces.✔️Quiet quitting happens when leaders aren't listening.✔️Retention and results start with empathy and agency.✔️Reimagine benefits around what actually matters to employees.✔️Great managers are made, not born, train them intentionally.✔️Give team members ownership and a voice in innovation.Timestamps:[00:00] – Culture is created whether we intend it or not[04:00] – What entrepreneurs get wrong about culture[06:00] – The “quiet quitting” epidemic and what causes it[08:30] – How to hire for complementary strengths[11:00] – KPIs for culture: where to begin[14:30] – Culture carriers and manager training[18:30] – Leadership mistakes: hiring for potential with no support[21:00] – Practicing culture in 1:1 relationships[23:00] – Boundaries, burnout, and leading by example[26:00] – Why “throwing money” at problems doesn't fix culture[29:30] – Ownership mindset: every employee as a leader[32:00] – How to close the loop and truly listen to your team[36:00] – Flexibility, empathy, and benefits that actually work[38:00] – How culture impacts business outcomes[41:00] – Wrap up: start small, lead intentionallyYour Challenge This Week:Share your biggest insight from today's episode on Instagram and tag us!Start a conversation with your team—what kind of culture are you really creating?Grab Dr. Angela Jackson's book The Win-Win Workplace and begin applying at least one principle this week.Connect with Dr. Angela Jackson on Instagram, Facebook or LinkedIn.For more real, tactical wisdom and behind-the-scenes lessons, follow George on Instagram: @itsgeorgebryantJoin The Alliance – The Relationship Beats Algorithms™ community for entrepreneurs scaling with trust and connection.Apply for 1:1 Coaching – Ready to build with sustainability, impact, and ease? Apply here.Live Events – Get in the room where long-term success is built: mindofgeorge.com/event

Bobby Carpenter of 97.1 The Fan in Columbus joins Afternoon Drive to provide an update on the current state of Ohio State's quarterback competition. He also previews how the rest of the team looks and shares his thoughts on the team's chances of repeating a National Championship.

The crew is back and reunited, and in this episode, we delve into the bold and transformative piece of legislation, the Big Beautiful Bill, aimed at addressing and reducing significant federal programs such as Medicaid and Federal student loans. We unpack how the bill came to life, what it seeks to change, and why it's being hailed as both ambitious and necessary.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

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نظّم ملتقى الأربعاء الحواري في مدينة ملبورن ندوة فكرية ناقشت مفهوم "أنا أربح وأنت تربح " (Win-Win) في سياق العلاقات الإنسانية وإدارة النزاعات، حيث استضاف الدكتور فالح فرنسيس اختصاصي الطب الرياضي وجراحة الاصابات الرياضية، وهو عضو المنتدى العراقي الاسترالي ، الذي تحدث عن هذه الاستراتيجية بوصفها مدخلاً عملياً وإنسانياً للتفاهم وتحويل الخلاف إلى فرصة مشتركة، وتناول فيها أبعاد الشخصية وأنماط السلوك ودور البيئة في تشكيل الاستجابات الفردية.

According to research from Gartner, 77% of sellers report that they struggle to complete their assigned tasks efficiently. So, how can enablement help cut through the noise and maximize rep efficiency to drive business results? Riley Rogers: Hi, and welcome to the Win-Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Kim Engebretson, manager of sales enablement at Protegrity. Thank you so much for joining us, Kim. We’re super excited to have you here. As we get started, I’d love if you could just run us through yourself, your background and your role. Great. Thanks Kim Engebretson: Riley. I’m happy to be here and excited as well. So, as you mentioned, I’m the manager of sales enablement at Protegrity. Which is a data-centric security company, which is part of the cybersecurity industry. I’ve actually been in sales ops and enablement for more than 25 years of my career over a host of different industries, most of which was in medical devices than telecommunication, and that ultimately brought me here to Protegrity. But I would have to say that my earliest career back in aerospace and defense really contributed to my love of sales enablement because I learned about manufacturing processes, project management, and I always take that lens of a process when I bring it to looking at a sales process to say, can we refine it? Is it the most efficient? Are there things that we can do? So always using a continuous improvement mindset. So it’s really been fundamental in how I approach most of my sales enablement projects. RR: Amazing. Thank you for that background. I love the thorough experience that kind of leads you to where you are today, and it’s part of the reason that we’re super excited to have you today is you bring a really well-informed perspective to the table and looking at your background, it’s clear that you have extensive experience, not only as an enablement leader, but in all of the different skills that make a strong enablement leader. So as the enablement landscape has kind of continued to evolve over the years, I’m curious how you’ve seen. The challenges go to market teams face evolve, and then maybe what you’re seeing is the most pressing today. KE: Yes. Well, as I mentioned, with having a pretty long career thus far, I’ve come through a couple major milestones. The introduction of the internet, digital transformation. I mean, I was in sales enablement when people had to call in a paper order was processed. So as you can mention, this is a big evolution that we’ve moved to such automation, such efficiency, and so from a go to market perspective, sales hasn’t changed. From the standpoint that a seller must know their product and service, they must bring value to the table so that the customer really perceives them as adding value and being a consultant, being a partner, and making the right business decision. But what has changed dramatically, even in the last five years and is continuing to move at an amazing pace, is that buyers don’t really wanna engage with the seller until it’s much further along in the process. So the buying cycle is still a pretty long period of time, but the sales cycle when the customer and the seller engage is really much further down the pipeline than it normally was. So from a go-to market perspective, our sellers have to know that and know what assets, what webinars, what podcasts, what materials has the prospective customer engage with through their self discovery. And it really precedes ai. But this desire to say, let me educate myself in what’s available before I start talking to a prospective vendor. And from that standpoint. When we do have that first engagement, it’s got to be solid. It’s got to be really a opportunity where we distinguish ourselves from the other vendors that that prospect or customer might be thinking about talking to. RR: Yeah, I think that’s certainly a common challenge that a lot of businesses are seeing, and I think that need to be agile, to be effective, to be efficient in that moment where you’re allowed as a seller, to have that first touch with a buyer is so crucial. I know that kind of as a solution to that. Sales efficiency is kind of a key priority for you. So can you maybe talk us through why sales efficiency is a priority and then how you’re focusing on that and what initiatives you’re using to help you achieve it? KE: Sure. So understanding the prospect. So we have a really strong demand gen organization that is trying to provide leads or prospective leads to our sales team, but that still requires that our sellers really get to know again, who that company is. What industry are they working in? Who are the decision makers? There’s a considerable amount of research and data accumulation that has to take place so that, again, when that seller has that first opportunity, that phone call, that business meeting, that they come prepared. And I believe that customers also expect. That individual to come already knowing quite a bit about them, because again, we work under this kind of accelerated cycle. And so the efficiency part is how do we assemble all that information, how do we synthesize it? And then simultaneously using things like our business use cases, our understanding of the industry, how do we prepare our seller so that they’re not having to do that all on their own? We are providing them those materials and resources so that they can, again, bring their best, you know, representation for that first meeting. So there’s a lot of pressure on that first call, but I think the sales efficiency is building all around, making our sellers. Informed. Knowledgeable and impactful. RR: Yeah, definitely. I think thinking about that sales efficiency and all the support levers that you’re pulling to help sellers drive it, I’d like to maybe talk about enablement technology and how you’re using that to create efficiency. I know you actually switched off of a previous enablement platform and moved to Highspot just recently last year, so I’d love if you could talk us through maybe what motivated the change, how you reevaluated, and then what that process was like. KE: Absolutely. I joined Peg in June of last year and it just so happened the sales enablement platform we were using was coming up for an annual renewal. So there was a natural event that said, you know, I’m new in the role. I was given a new responsibility of sales enablement, so let me test. Whether or not we had the right product, right tool for what we needed. And so I went out and spoke to pretty much the top three or four companies giving our current vendor every opportunity to also come forward and demonstrate what they had that perhaps we weren’t utilizing in that system. So it was really about were there things that we weren’t using, not optimizing in the system. And it was through that process that really Highspot. Distinguish themselves, and I just emphasized that first meeting being so important and really our account executive came prepared, had done some research, was sharing with us ideas that we hadn’t had, even though I had researched all the vendors independently myself, and so they stood out. And that continued through the next engagement and the next engagement. And as the account executive brought in other resources from Highspot through the solutions team, everybody came prepared and demonstrated to me an interest. They were interested in what we needed and they wanted to showcase how they thought the Highspot solution could meet the business needs that we defined. And that really just. Changed the kind of trajectory. So it was up for our incumbent to really lose the business, and unfortunately they did because they didn’t really fight hard enough to sustain it. And again, across the vendors, a lot of common functionality. But it was the way. That the Highspot team was able to really demonstrate what did they think that their solution could do that would be different? And it was, uh, a couple things. Digital rooms. It was the close integration with Salesforce. Were, were really two of the key decision makers, the decisions for us. RR: Wonderful. Well, I first of all am so happy to hear that you had such a fantastic experience with our team, and I think that, you know, kind of speaks to the value of enablement in the work that you do of. How else are you getting sellers ready to deliver these experiences? And then also congratulations on one year. Super exciting. Just past that mark. So gotta call that out. I’d love to know maybe drilling a little bit further into that process of switching. So when you switch an enablement tech stack, what maybe are some of the best practices that you would share for managing that change and empowering reps through that transition? Because I know that’s probably not an easy process. KE: Agreed. That’s probably the biggest challenge with any technology transition is implementation and then change management. So from the implementation side, again, I think Highspot had a great enablement support where the project plan was clear. The kickoff was good. I did have a partner at the time who was working with me on the transition so that I was able to focus on the enablement side. The other person was able to focus on the content. Implementation. So I would say having a good project team internally was really important because you really wanna have people who can focus on the different elements of that transition. But the thing I also focused on was ensuring that our sales leaders really understood why we’re making the change. That they were also helping to articulate the business decision and the value. And then it all came down to just communication, really keeping the sales team well informed why we were making the change, what were some exciting things they could look forward to. And then once we made the change, supporting them through multiple hands-on sessions. So that they could get familiar with the system. And so I was doing, you know, weekly sessions, small group sessions, really to make sure people understood the new navigation, how to find the resources. And then, uh, the big one was introducing the digital rooms. So it was really just about. Change management 1 0 1, communicate, implement, and support. RR: Yeah. Amazing. I think changes in the tech stack are a pretty common scenario that you’ll encounter, but I feel like there’s not so much in the way of guidance or best practices out there for how to do it, so thank you so much for sharing that. I’d love to know, maybe just one more question on this topic, in your opinion. What is the advantage of an enablement platform? How does it help you with sales efficiency? And then maybe a little bit, if you can, share about how switching to Highspot helped you amplify that advantage. KE: Sure. So we were using multiple resources. Our tech stack is pretty, I should say, it’s either deep or wide, whichever way you want to define it, but the ability to compress and integrate. To demonstrate a seamless experience, whether you’re using Highspot through Outlook or through Salesforce or teams, but trying to minimize that feeling of a seller going to multiple systems to achieve something. And more importantly, we have our collateral, our marketing content. We have product information, we have sales process information. We have the ability to collect how to information. And so by putting that all into one system, that’s easy to navigate. Is also giving that seller that kind of efficiency, which is if they have confidence that they can come into one system, quickly, find the answer to the question, whether it’s, how do I, what’s the next step? Particularly for things which maybe they don’t do on a high frequency basis. So they need to come back to how to find that resource. Previously, you know, it was all via SharePoint, which it definitely has some value. But now being able to put everything kind of into one basket, meaning one system, we’re able to provide them, I think a more unified user experience. And then the efficiency of being able to say, I can do multiple things with this one tool that I previously had to go to, maybe three or four different resources, or even people to find the answer to a question. RR: Wonderful. Well, I’m so glad that you’re seeing the degree of success that you are already and that the switch has kind of been a fruitful one. Speaking of some of the work that you and the team have been doing with the platform, we’ve heard that sales plays have been a key lever in helping you improve sales efficiency. So I’d love if you could talk us through how you’re leveraging them to support your sales efficiency initiatives and then how maybe they’re helping you drive. More consistent execution across your sales teams? KE: Yeah, absolutely. So as I mentioned previous to me joining the organization a year ago, we didn’t really have a dedicated sales enablement function. Of course, sales enablement was being delivered by different individuals. And so one of the things that was, you know, my primary objective was improve the onboarding experience and then also help document the processes, or in this case, the sales place. So there really wasn’t a repository or a collection of that. I love the way, it’s what do I need to know, show, say, or do? And I’ve used that so many times, even in my own enablement sessions, because I think that routine, that practice starts to build that understanding of how we break down a sales play. And so first and foremost, brought the right people together through a series of workshops. So that we could create the sales plays. And so the way we started was we used both industry and business use case as the formula for defining the sales plays, and that enabled the team to kind of hyperfocus on for this specific industry and this specific peg use case or solution. How can I define the things that that seller would need to know? And so once we produce a couple of sales plays, that made it a lot easier us for us to template that moving forward. And in fact, that’s all been on the like pre-sales side on winning new business. And now we are moving into building sales plays around the post-sales process about customer onboarding and customer engagement and time to first value. So we’re using those same principles now. Through another portion of the buyer life cycle, so I’m excited to start documenting those processes as well. RR: Amazing. Well, I love to hear that the no say show do structure is so ubiquitous in enablement at Prote. It’s such a useful framework and it really does work. Maybe shifting gears a little bit, besides sales plays, we’ve also heard that you’ve had quite a bit of success, as you mentioned earlier, with things like digital rooms, and you’ve achieved an 83% external share. Adoption rate. So I’d love if you could share some best practices for helping reps regularly use external sharing features, and then maybe how you’re seeing that engage buyers. KE: Digital rooms are by far my favorite. Not only because you can get a little creative, and we’ve created a digital room template for different business use cases or for different customers at the different intervals of where they are in their buyer journey, whether it’s for prospecting or it’s for contract management or responding to a request for proposal. So we look at each one of those buyer seller engagements. As a unique opportunity to define a digital room, and they essentially sold themselves. So I think our sales teams immediately got how valuable these could be compared to, you know, the old school method of emailing customers serially, you know, having to search through your email to find out what was the last communication, looking for resources. And so everybody just really, I think, inherently understood the. Value of a digital room. And again, going back to saying how do we hyper-personalized, how do we customize something for a customer or a prospect, which will help distinguish peg from potentially other vendors that they’re talking to. And in fact, I was onboarding a new solutions engineer just a week or so ago, and when I introduced him to Highspot and the use of digital rooms. The fact that that individual repeated back to me, oh my gosh, I can see the value of this. I was like, alright, you got it. And so I think that it’s not a leap for people to know how valuable digital rooms can be. And the second part of your question is, you know, how did it when the adoption one is, I think there was genuine need in an interest. So those people ran toward it. But I hosted a couple enablement sessions and then. I highlighted the individuals who were doing unique things, they really made their personality stand out in the digital room. They added some stuff that sometimes was funny, you know, or engaging. So using successful sellers to showcase best practices to the rest of the team. I’ve always found that that tends to be more impactful than me sharing my recommendation or even a vendor sharing a recommendation. So when they see another respected seller is doing something and having success with it, then they’re more inclined to say, let me check that out. Let me adopt that practice as well. And so I hosted a enablement session called the Digital Masterclass. Where we took it to, you know, how can we use some higher end functions and features, and I’ll continue to do that as Highspot continues to release some new features and functionality with the digital rooms. RR: Well, I love to hear that, especially I feel like the best part of digital rooms is that they kind of marry, flash and function. So when you can show off a really cool one, everybody’s like, ah, why am I not doing this? And so it seems that’s very much how you’re getting that engine moving. So having heard a little bit about your strategy and the work that you’re doing to drive it, I’d like to know maybe since implementing Highspot, what business results you’ve achieved, any wins, achievements that you’re particularly proud of, programs that you’re running really successfully, that you’d like to share with us. KE: Yes. Well one is, I, I think just the, the adoption rate that you mentioned and the high rate of external shares is indicative of that. The team has adopted this as a, a distinguishing sales function, so that’s one thing. I did take a look at it, and although I can’t give you very specific numbers, I looked at our pipeline from a year ago, you know, year over year, and what I was able to see was double digit growth in both new opportunities created. And new opportunities, not only with existing customers, but what we call net new logos. And so, although there’s other contributing factors, I definitely think that the use of the digital rooms has helped advance the opportunity from say, qualification into then our next opportunity stage. And that’s reflective of the fact that that’s when we say, this is when you now create the digital room. To move a customer from, you know, once we’ve identified there’s a business value that we can deliver to them, is now let’s start to move them into a digital room, start to share more assets and information, which again, can help them inform themselves and be a great place where we can keep a record of recorded meetings, action items, next steps. And it just helps facilitate, you know, the sales process motion and sales tactics. RR: Well, I think. To start. That sounds like you’re making amazing progress and I am sure that’s just reflective of the great work that you’re doing. I really appreciate you walking through kind of that enablement action to then this is how we’re seeing that impact on the outcomes that the business really cares about. And it seems like to your point, the data is reflecting the value of your work. So speaking of kind of seeing that data and being able to. Validate the work that you’re doing. I’ve heard that you’re currently working, as you mentioned on that integration between Salesforce and Highspot. So as you’re making progress on that, I, I’d love to know what value you’re seeing in the integration and then as you’re going, what outcomes you’re hoping to achieve down the line. KE: Yeah, absolutely. So right now we are actually in production. Our integration’s complete. We just haven’t rolled it fully out to the organization. As I continue to fine tune a few things. What I think I’m more excited about now is that it wasn’t how I thought we would be using it. Let me clarify that by saying, you know, floating content, floating recommended sales plays over to the opportunity or from Highspot to Salesforce is. You know, one of the things we expected, but it was a sales operations leader who said, well, can we give them the process guidance as well? And I said, well, sure we can. So this was something that we’ve implemented and we’re now testing out, but this is where I’m also floating over the how to guide, on how to perform the next step. What are the things that you need to do from a Salesforce. Process standpoint as one of the recommended assets. And although we had those materials and we’ve had a lot of how to guides produced in the past, it was always the challenge of somebody going to find the guide at the time that they needed it. And by using the Highspot integration. It is surfaced right there on the opportunity. So it’s literally, you know, look at the opportunity, click on the resource guide, and now we can give them the guidance that they’ve been looking for, or that they maybe stopped doing something and called somebody to get the guidance. So again, I think that highlights the efficiency because we have sellers all around the globe, and we want them to be able to work and not be delayed in what they’re doing because they’re waiting for somebody to answer a question. If they can get the information right when they need it, and again, at the point of use, which in this case would be within Salesforce, within the opportunity. So looking forward to releasing that really in the next, uh, week or so, and I’m sure the team is gonna see the value there as well. RR: Well, I know I, for one, can’t wait to hear about how that goes with the team in the next week. Best of luck to you. But if you’re already finding surprise use cases and additional values popping out at you, I’m sure as sellers are getting in there and using it, you’re gonna find new things pop up that they’re using that you aren’t even expecting. Well, one last question for you before we let you go. For organizations aiming to improve their operational efficiency through an enablement platform. What is maybe one or two pieces of advice you would offer when selecting that tool to partner with? KE: It’s a good question. You know, one, I’m gonna point back to what I said in the beginning, which is really trust, maybe your instinct, which is, if the very initial engagement with a prospective supplier is good, that tends to be somewhat indicative that that business relationship will continue on. If you find that you’re not getting the information. Or you’re struggling to see the value in the tool. It’s not being conveyed to you in a way. That may also be an early indication that, that that could paint how this engagement with that prospective supplier is gonna be so lean into, you know, how does the company represent themselves? Because if they’re successful using an enablement system, it’s gonna be reflected in their own account. Executives do talk to a couple other, uh, referrals. I think it is also helpful. I don’t think a company’s gonna give you a referral that’s not gonna give you a good assessment. But speaking to other companies that are using the product. Particularly if they’re in the same industry, I think is beneficial. And then of course, I would ask to really understand what the implementation plan is. So, and do that early enough when you’re doing the vendor review. Not just what is the product solution, but what is their implementation strategy and plan. How long will it take? And then what is their transition after you have your instance up and running? What are the resources that they provide? And that has also been something that has been really valuable to me, is having the continuing relationship when we transitioned out of our implementation. And then over to the customer support team, CSM. Um, it’s been a good relationship and that’s how we’re continuing to look at how do we leverage the system? How do we continue to optimize Highspot to get the most value out of it? RR: Amazing. Well, I think that’s fantastic advice, and I just have to say thank you again, Kim, for joining us. It’s been so lovely to chat with you and I think we’ve got some great best practices to share with our audience. Really appreciate it. KE: Thanks Riley. I enjoyed being here. RR: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize implement success with Highspot.

In this session, we get to chat with Dr. Noel Lloyd from Five Star Management about their "Win-Win System". This program guides Chiropractors like you to build a world-class associate program so you can grow your practice, earn more money, and gain more freedom.Dr. Lloyd takes us through some of the key components of the Win-Win System and how you can succeed with bringing on associates into your practice.----Want to learn more about the Win-Win System? Visit the Five Star Management website here:https://myfivestar.com/win-win-associates/

Episode 86: Marc Langbein. It was good to finally have on an agent who I see around the rinks a lot here in Germany, Marc Langbein. Marc grew up in the Bietigheim area in Germany and so began his passion for hockey. Marc cofounded Win-Win Sports Agency back in 2018. On this episode, we talked a lot about the agency business, some things Marc has learned along the way, and as well as the types of clients they look to attract at Win-Win. For me, it was nice to have a look into Marc's life and the philosophy they have within the agency. Marc talked about the grind of starting out and how the company has grown over the years. He also touched on a personal achievement from the company when one of their athletes was drafted in the 4th round to the NHL in 2024. Small victories like this are part of the reasons agents like Marc have a passion for their job. Hope you enjoy!

In this episode, the crew discusses the rising costs of living in today's "Labubu world," exploring how inflation, lifestyle choices, and shifting economic trends are making everyday expenses feel more overwhelming. We discuss the challenges of balancing personal finances, maintaining a sense of normalcy, and navigating the pressures of a pricey reality. Tune in for expert tips on staying financially savvy and navigating the high costs of modern life.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger@theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

Emisiunea de astăzi este încărcată cu subiecte care ne privesc pe fiecare dintre noi, de la tehnologie și politică internațională, la schimbările climatice și revoluțiile din industrie. Începem cu o întrebare esențială pentru zilele de vară: „Te-ai dat cu SPF?” Într-o lume în care expunerea la soare este tot mai periculoasă, protecția solară devine esențială pentru sănătatea pielii. Vom discuta despre importanța folosirii SPF-ului și cum să ne protejăm corespunzător de efectele dăunătoare ale razelor UV.La fel de important, dar mult mai grav, este subiectul despre măsuri pentru vămi. Într-o perioadă în care crizele economice și politice adâncesc tensiunile internaționale, măsurile de securitate și control al fluxurilor comerciale devin un subiect de interes major. De asemenea, discutăm despre salvarea Tomorrowland, un eveniment emblematic pentru muzica electronică, care a reușit să depășească multe obstacole pentru a rămâne un festival de renume mondial.Legătura dintre Trump și Epstein rămâne un subiect care stârnește controverse, iar emisiunea noastră va adresa acest subiect din unghiuri noi, aducând în discuție dovezi și speculații care leagă cele două personalități controversate. Apoi, un subiect care a atras atenția la nivel global – fără transgenderi la Olimpiadă. Este o decizie care ridică multe întrebări despre drepturile individuale, fair-play și incluziune, și va fi un punct de plecare pentru o discuție mai largă despre justiție și sport.În context internațional, SUA acuză Europa de cenzură. Discutăm despre reglementările din domeniul media și cum acestea afectează libertatea de exprimare, iar apoi aflăm de ce SUA se retrage din UNESCO, o decizie care are implicații semnificative asupra relațiilor internaționale și colaborărilor culturale.Un alt subiect controversat pe care îl abordăm este războiul dintre Thailanda și Cambodgia, care ne face să reflectăm asupra conflictelor regionale și cum acestea pot influența stabilitatea globală. În aceeași notă, discutăm despre un subiect cu implicații majore pentru viitorul nostru: țările se pot da în judecată pentru schimbările climatice. Este un punct de cotitură în lupta pentru protejarea planetei și pentru responsabilizarea celor care contribuie la deteriorarea mediului.Pe plan local, avem și GB.RO, WINWIN.FIT și COFFEEHOUSE.RO, branduri care redefinesc piața de produse din România. În continuare, poveștile incredibile ale „omului pește” Martin Strel ne aduc în față un exemplu extraordinar de perseverență și curaj, în timp ce Microsoft acuză China de spionaj industrial, un subiect care ridică întrebări despre securitatea cibernetică și politica globală.În tehnologie, discuțiile se intensifică cu noile telefoane: Google Pixel 10 Pro, CMF Watch 3 Pro și Xiaomi Mi Mix Flip 2. Vom analiza performanțele acestora și inovațiile care schimbă piața telefoanelor mobile. Totodată, AI-ul schimbă filmele și adolescenții vorbesc prea mult cu AI-ul sunt subiecte ce provoacă o reflecție asupra impactului inteligenței artificiale în viața cotidiană.În final, ploaia de stele și găurile negre care s-au ciocnit ne transportă într-un domeniu fascinant al științei, unde universul rămâne plin de mistere. Discutăm și despre Starlink, soluția de internet global care a început să revoluționeze conexiunile din zonele izolate, iar birth control pentru bărbați și plasticul peste tot sunt teme care ne pun în fața unor provocări importante pentru viitorul nostru.Așadar, emisiunea de astăzi este un amestec de teme relevante și subiecte care ne fac să reflectăm la direcția în care se îndreaptă lumea. Rămâneți alături de noi pentru a descoperi mai multe!

Monica Kimutis joins us today to discuss playing to your strengths, mitigating risk, and her story with investing. ----Continue the conversation with Brian on LinkedInJoin our multifamily investing community with like-minded apartment investors at the Tribe of TitansThis episode originally aired on July 25, 2025----Watch the episode on YouTube: https://www.youtube.com/channel/UCcsYmSLMxQCA9hgt_PciN3g?sub_confirmation=1 Listen to us on your favorite podcast app:Apple Podcasts: https://tinyurl.com/AppleDiaryPodcast Spotify: https://tinyurl.com/SpotDiaryPodcast Google Podcasts: https://tinyurl.com/GoogleDiaryPodcast Follow us on:Instagram: https://www.instagram.com/diary_of_an_apartment_investor Facebook: https://www.facebook.com/DiaryAptInv/ Twitter: https://twitter.com/Diary_Apt_Inv ----Your host, Brian Briscoe, has owned over twenty apartment complexes worth hundreds of millions of dollars and is dedicated to helping aspiring apartment investors learn how to do the same. He founded the Tribe of Titans as his platform to educate aspiring apartment investors and is continually creating new content for the subscribers and coaching clients.He is the founder of Streamline Capital based in Salt Lake City, Utah, and is probably working on closing another apartment complex in the greater SLC area. He retired as a Lieutenant Colonel in the United States Marine Corps in 2021 after 20 years of service.Connect with him on LinkedIn----Monica KimutisMonica Kimutis runs Bridges + Buzz, a boutique agency that connects national brands with investor-led communities. She's not just a connector, she's an investor herself, with two passive multifamily deals in Texas, a short-term rental, and multiple house flips under her belt. Monica brings an operator's lens to every sponsorship strategy, helping companies show up with real value and relevance in the investor space.With a degree in International Business and a sharp instinct for deal-making (like the time she convinced a neighbor to sell their house so her parents could move in next door) Monica blends strategy with bold, action-oriented thinking.She lives in Knoxville, TN with her husband and their four kids. When she's not crafting sponsorship campaigns or building investor partnerships, you'll find her running mud races with her kids or helping them learn entrepreneurship by selling honey from their backyard beehivesLearn more about her at: https://www.linkedin.com/in/monica-kimutis/

SUMMARY: In this episode, Aaron and Terryn reflect on their recent conversation with Mark Zook, CEO of Staus and Horizon Structures, who brings a fresh perspective from the world of Amish-built physical products. They explore how Mark has grown and diversified by staying true to a core offer while seizing adjacent opportunities—whether business, customer, or partner-related. The hosts break down how entrepreneurs can grow responsibly by: Honoring the “magic” of what already works Identifying complementary revenue streams Using partnerships and affiliate models to expand without overextending If you're an operator or entrepreneur navigating growth, this episode will give you frameworks and real-world examples for how to scale wisely while protecting your core business.   Minute by Minute: 00:01 – Introduction 03:24 – Spotlight on Mark Zook: Amish Roots, Modern Business 05:00 – Building Two Brands: Staus & Horizon 06:58 – Finding Your Core Offer and Respecting It 08:10 – Don't Break the Juju: Staying Focused on What Works 10:00 – Leveraging the Customers You Already Have 11:45 – The Power of Partnerships and Staying in Your Zone 13:15 – Business Adjacent: Turning Experience into New Ventures 15:40 – Customer Adjacent: Tailoring Offers to Nearby Audiences 17:00 – Affiliate Strategies: Monetizing Your “No” List 21:00 – Why Affiliate Marketing Is a Win-Win 22:00 – Wrap-Up: Core, Customer, Business, and Partner Adjacent Growth

According to research from Revenue Grid, organizations see a 25-40% increase in average deal size and win rates with better coaching. So how can you build a strong coaching program that helps your team win, especially with the support of new technologies like AI? Riley Rogers: Hi, and welcome to the Win-Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Carrie Kuhrt, who leads sales enablement in the Americas for FCM Travel. Thank you so much for joining us. Carrie, I’d love if we could just start by talking a little bit about yourself, your background, and your role. Carrie Kuhrt: Lovely to be here again. My name’s Carrie Kuhrt, based in Denver. Most of my professional journey has been within sales, whether that’s inside sales, outside sales. Been with FCM for nearly six years now, and just for over two years, I’ve been in the enablement function for the Americas region. Just been an adventure for the last six years with FCM, and I am just all team enablement now. RR: Awesome. Well, we’re so excited to have you here, especially knowing that you’ve kind of bridged that gap from sales to sales enablement and can bring that dual perspective to this conversation. So I know before your current role as an enablement leader, as you mentioned, you worked in sales at FCM Travel, so can you share a little bit about how you made that transition into enablement and then how that background maybe shapes your enablement approach today? CK: Yeah, well, kind of a funny story. I actually rejoined FCM after the pandemic the same day Highspot was rolled out with FCM. So it was just really kind of funny timing, how it’s all come really full circle. So I’ve always found myself wanting to help others succeed, and I have just a really big — like, I just really love all of the enablement tech stack and thought it just is an absolute game changer for the selling role and found myself always helping or always wanting to lend a helping hand to my peers.And so when the opportunity came up to join the enablement team, I eagerly embraced it, wanted to help fine-tune our sellers and using that enablement tech stack that the business has invested in. RR: Amazing. I love that take, and I love that this full-circle moment. I’m so happy you could join us and kind of bring this story almost to its conclusion.I’d love to maybe double-click a little bit into your approach and talk specifically maybe about how you develop your teams. So I know you lead the development of training and coaching at FCM Travel, so I’m wondering if you could talk to us a little bit about some common challenges you’ve faced when creating effective learning programs and then maybe some solutions you’ve created to address ’em. CK: Yeah, just knowing myself as a learner, we all learn in a different way, so I wanted to make sure that when creating something, it’s important to incorporate all the different learning styles that people have, whether that is through videos for people who’d like to watch, or people who like to read, or just a little bit of a mixture, and then including the hands-on approach.I really like the knowledge checks that you can do where it’s a little bit less test-centric and a little bit more of just making sure everyone is understanding that information and having it kind of connect the dots in their mind. So I think that’s always really good to incorporate in having like a welcoming and affecting learning environment for everybody.Just knowing that not every single person is the same. You wanna be able to have the ability to kind of touch everybody in the way that they need to help understand any initiatives. RR: Yeah, I think one of those biggest challenges too — any sort of learning program — is the assumption that one-size-fits-all works.It never does. I love that approach and that acknowledgement that everybody learns differently, and in order to get where you need to go, you need to meet them where they are. I think definitely a very actionable take that listeners can take away.Shifting gears a little, I’d like to touch on an aspect of enablement’s role that I think maybe goes a little bit unspoken, which is that in addition to creating effective programs, enablement is often tasked with building a culture of ongoing learning and development. So do you have any best practices for creating that culture and driving that culture of ongoing learning? CK: Yeah, I like to talk about it as kind of like an internal sell.So having that sales background kind of comes into play here, and we’ve actually branded our training and coaching as Take Flight. Being a travel management company, we love the puns. It worked perfectly. And so with Take Flight, we have created logos that you’ll see everywhere within Take Flight, as well as the same imagery over and over again, just kind of helping to reinforce this is where you go to learn, to upskill, to onboard, whatever it might be.And so using those on all of the training materials, helping everything remain consistent, it helps kind of guide your users to where they need to be for that training and coaching, because training and coaching — sometimes people might be like, oh, I don’t wanna do that — but Take Flight sounds so much more fun.I mean, who doesn’t wanna take a flight, hop on, and go somewhere new or learn something new? So that’s kind of the approach we have taken. RR: Yeah, the internal sell. I love it, and I love the branding. That’s so much fun. Your sellers are your customers, and I think you’re serving them well.I’d like to maybe chat a little bit about how you’re using technology to support programs like these.I know that in May, actually, you joined us here in Seattle for a workshop in the Highspot office. We chatted about real-world coaching capabilities, and you shared that you’re working on a pilot program to roll some of them out to your teams. So can you talk us through how you’re developing this pilot program and how you plan to leverage these capabilities to help with that ongoing learning culture? CK: Yeah, so we like to roll out all of our initiatives through pilot programs. We are leveraging Highspot across all of our sales organization globally now. And so having the peers involved — for my customers, our internal sellers — it’s really helped involve them and being able to be more impactful and engaging, understanding they are in the seat, they are utilizing it, and so using those pilot programs to help reinforce what’s gonna work best and being able to kind of test things out before full rollout globally.It’s just incorporating even those champions, as we like to call them, in part of the training so they’re able to talk about their experiences during the pilot testing as well. RR: Yeah, that sounds like a really thoughtful approach to a pilot program. You know, you build buy-in with a few, and then that kind of disperses out, and then all of a sudden you’ve won over the entire team.I’d love to know a little bit more about that like early getting-started phase — so how you’re planning to identify and select users for your pilot, and then maybe once you have selected those soon-to-be champions, how you enable them on your new approach. CK: Yeah, so we tend to select champions based on those who use the platform quite a bit.So our top users, they help guide us. And for the meeting intelligence pilot that we’re working on right now, we’ve chosen about five champions in different roles within the sales org and each region to start using the feature. So they’re gonna collaborate with myself and my partner in enablement that sits in Europe to help navigate those best practices, figure out what does work well, where we can improve, and like just sharing the feedback on the process because it is something brand new, something that we’ve never done before.But why not have like a test phase to work out those kinks before you roll out something globally? Just wanting to make sure that we have everything sorted and ready to go to make it as easy of a change as possible with — I mean, change management being key. It’s a new feature. Not everybody’s gonna be comfortable with it. You’re gonna make some people a little uncomfy, so why not bring in people who are in their same role, who can help kind of drive the value of it home? RR: Yeah, again, because you know when you are making that internal sell, you do need that evidence. And so when you have people in those roles speaking to it, you have a little bit more validation than just you kind of top-down being like, “Hey, let’s do a thing.” So I love that approach. And it seems like you and the team have obviously put a lot of work into this new strategy.So I’d love to know, maybe as you’re progressing, what outcomes you’re hoping to see and then what success looks like for you. What, at the end of the day, would make you be like, we did what we needed to do? CK: Yeah, I think for kind of the initiative, initial purpose is — as we all know — technology is fantastic except when it doesn’t like to play nicely.So working out those bugs is a huge part of it. That’s not something that might need our attention, but we carefully check and make sure all the platform integrations are working smoothly, kind of working those out beforehand, even before the pilot group even starts.To be completely honest, I’ve been within meeting intelligence since I could — I mean, just trying it out so I can figure it out, understand it, ’cause I am that hands-on learner, kind of talking back to how we approach that. But making sure that we have everything for the AI part of it — we are very much invested in AI. We have an AI Center of Excellence here within Flight Centre Travel Group, and so really leaning on that and making sure that the results that we’re getting do work for our business, as well as kind of those topics that meeting intelligence does use, making sure that we have everything listed that makes the most sense.And until we have users actually in-platform using it, we won’t know that. And so that’s kind of where we’re looking to make sure everything's — all the boxes are checked, that it’s gonna have the most impact on that feedback portion, because at the end of the day, that is what it’s all about — being able to get that feedback from an AI perspective to then have their manager come in and help drive home that feedback. RR: Awesome. Well, I think you guys are looking at all of the things you need to, to set yourself up for success, and I'm excited to check back in a couple months and see how things are going and see, you know, kind of the early wins you’re achieving.But speaking of success and wins, I know you’ve actually found quite a bit already. For instance, we’ve heard that you’ve already achieved a really impressive 67% active learner rate in Highspot, so I’d love to know how you’re driving that adoption. CK: Yeah. Again, I think this goes back to that branding aspect of Take Flight. Everybody knows where to go, and having it in like one centralized spot — just knowing that. But also, we do a lot of group enrollment for courses and things of that nature so that it’s everybody globally is doing it. It’s not just singling out certain people or certain regions — everyone is taking part of it.And I mean, I don’t think I’ve ever been in a sales role where every one of my peers doesn’t have that competitive spirit. So we do throw in some contests in there — some incentives. Salespeople love the incentives. So when we can make it a friendly competition, it even helps drive it home, ’cause it’s like, I wanna beat you.Like, you have that competition, and it helps really drive that end result of getting people involved in the training and the coaching, the lessons, all of that adoption. I mean, I know our adoption across Highspot in general is really, really high, which I think kind of talks about what the platform has done for us as a business. RR: Well, amazing. I love to hear that. And so what I’m taking away is that adoption is purely just a combination of branding and competition. That’s what you need to get your salespeople activated. CK: You can make it more complicated than that, but at the end of the day, they need to know where to go and who to beat. And so I think that really plays a huge part of it, for sure. RR: Wonderful. I love it. Well, aside from, you know, the impressive active learner rate that we just chatted about, I’d love to know what metrics you’re looking for when you’re evaluating the success of an enablement program — and in particular, down the line as you’re evaluating the success of your new real-world coaching program.You know, as you were saying, you wanna make sure the metrics are working towards what the business is looking for. So what will you be looking for when you’re making that call? CK: I think a huge thing — and it’s something that I got to see back in Seattle in May — was the initiative scorecard. To be able to link what we’ve rolled out as an initiative, whether that be training and coaching, or the meeting intelligence and that real-world feedback — being able to see that directly reflect.We finally worked out all the kinks with the Salesforce integration to making sure everything is linked. So now we can see, all right, based on this date and this initiative rolling out, we can see those wins populating and compare it to where we were last year.So being able to see the just direct correlation between the two and positively influencing our conversion rate equals won business. RR: Awesome. So it’s that tracking activity all the way through outcome — so important to prove your impact as an enabler and really tell that your programs are doing what you hope they will.Again, excited to see how in a few months, as you’re setting that up, how it goes. We’ll certainly have to check back and see how things are going.Thinking a little bit — we’ve been talking about the future — but let’s talk about the present maybe, which is, I’d love to know how, since launching Highspot, how things are going, what results you’ve seen, any key wins, notable business outcomes you could share? Anything that you and your team have accomplished recently that you’re super proud of? CK: Yeah. To be completely honest, Highspot has been a game changer for us at FCM. It’s made a remarkable difference, saving our sales team so much time. I won’t talk about other platforms, but they can find things a lot faster than they used to be able to, and so they can pull information in 30 seconds if they’re on a call with someone or they wanna share that information with a prospect — they can do that very, very quickly and find what they need.And I think that’s like a collaboration between sales enablement and marketing to make sure all of that is housed and easy to find for our sellers. I think it’s also really helped us connect more on a global scale. We can see what’s going on in other regions instead of being siloed between regions with the time zone conflicts and all of that. It’s just made an enormous difference.And then the other thing, which we’ve rolled out — I’d say probably in the last six months or so, maybe even… maybe it’s almost been a year, gosh, time flies — a lot of our RFP submissions, so our business proposals, if it’s not through a specific platform, we utilize Highspot. And that is a differentiator.Because we like to say we are not just another vendor for our clients. We are a true partner. And so we can actually put forth our proposal and have that partnership show through — whether it’s the co-branding of our logo with their logo. Sometimes we get a little fun and have a little bit more of that collaboration in terms of the coloring and things like that in the Digital Room.It’s definitely marked us as a clear differentiator. We’ve heard feedback from our — previously prospects, now customers — that it is something that has made a huge difference because it does show that we want to partner with them. We don’t just want to be another vendor. We’re not just another contract for them to sign. We truly have a partnership with our clients. RR: Amazing. I love to hear how Highspot kind of fits into your goals as an organization to be that partner, and I’m so happy that we can kind of help along the way where we can.Just one last question for you. So to wrap up, what is one, maybe two pieces of advice that you would offer to enablement leaders who are looking to build successful coaching programs? CK: I think there’s no necessarily need to reinvent the wheel. A lot of us already have a lot more of that material — the training materials — in our arsenal. It's existed.We haven’t been able to onboard people without having training and coaching. It exists. And so being able to just improve upon it — having gone through and recently taken just our very static playbooks for onboarding and turned them into courses and lessons just to make it more interactive and not just as stagnant — but keeping kind of those playbooks in place so that they can refer back to them whenever they need to.But like, not having to reinvent the wheel. You have the wheel. Let’s just grease it up a little bit and make it run a little bit smoother. Just to be clear, thoughtful, and driving the impact that you have with that feature. It just — it makes things so much easier, and you are able to see the exact results from it when you’re able to transition it from just viewing, okay, how long has someone viewed a playbook, to seeing them actually understanding the information to be able to present it back.One of the big things that we’ve used is that recording option within a lesson, so I’ve been able to have new hires go through, learn about FCM, to then present back their elevator pitch — and being able to help guide them and help them improve upon it.And we kind of revisit it a lot. So we have them do it six months later — how has it changed? How much more have you learned about the business?So just — you don’t need to reinvent the wheel. It already exists. RR: Just improve it. Amazing. I think that’s fantastic advice. And also I think advice everybody wants to hear — you don’t need to build more things from scratch. You already have them. Just use them to your advantage. CK: Yeah. We don’t have time in enablement. We know — I know very well that you are very limited in the amount of time in a day. Unfortunately, we can’t make that change for people, but we can improve upon what we have. RR: Awesome. Well, thank you so much, Carrie. It’s been so wonderful to chat with you today, and I think I speak for myself and our listeners when I say that it’s been really delightful to learn from you.To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

In this episode, we often overlook the financial challenges of being a caregiver, from the cost of medical care to the impact on personal income. Lovely shares the budget strains of being a caregiver for her mother  and what steps one can take to manage the financial side of it. We also cover other resources and strategies that can help caregivers.  From reduced work hours and lost income to unexpected out-of-pocket expenses, we discuss the hidden costs associated with caring for a loved one. This conversation sheds light on what it truly costs—both financially and emotionally—to care for someone else.Wait! What is Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger@theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

According to research from Gallup, 21% of employees who voluntarily left their organization said their departure could have been prevented by more positive personal interactions with their manager. So how can you create a coaching culture that keeps teams motivated and drives sales success? Riley Rogers: Hi, and welcome to the Win-Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Robin Handley, Senior VP of Sales Enablement at Direct Travel. Thank you so much for joining us, Robin. We’re really excited to have you here. To kick us off, I’d love if you could start just by telling us a little bit about yourself, your background, and your role. Robin Handley: Yeah, I’d love to, and thank you so much for having me. I’m absolutely thrilled to be here. I have actually been in the travel industry for 30-plus years, so I guess you could say I grew up here. I am the SVP of Sales Enablement at Direct Travel, like you mentioned. Under my current remit, you know, I am responsible for sales enablement, managing also what we call the inbound and outbound lead generation with our sales development reps and the proposal writing team.So I’ve got pretty, you know, three different distinct lines of business within my remit. And then I think it’s important to share that in my prior roles, in addition to sales enablement, I also led teams related to reporting, data analytics, CRM platforms, as well as change and transformation. RR: Wonderful. Thank you for sharing. It seems like you have a wealth of knowledge acquired over a lot of different roles, and I’m so excited to kind of dig into it and steal some of your best practices. Thinking about your experience—maybe in data analytics, product, customer success, all of these things that you alluded to—I'd be curious to know how this diverse background kind of comes together to influence your approach to sales enablement at Direct Travel. RH: You know, I think having experience spanning across, you know, many areas, it gives a broad perspective around how things intersect, how they influence, and, you know, how they support each other. So, for example, leveraging data points such as why we win, reasons why we lose, as well as listening to customer feedback, you really start to see trends and start to understand the customer and industry pain points.So from there, you can really start to work with key business partners—I would say in marketing, product, customer experience, you know, those different areas—to make sure that you develop content and assets that are gonna arm your sales reps to overcome objections, to highlight key differentiators, and to align solutions to customer pain points.And when, you know, you’re leading in enablement, I always say it’s like vitally important to ensure that the right content and collateral and training and coaching is available to enable those sales reps to quickly advance through those sales cycles and close, win that business. RR: Wonderful. I’d love to maybe double-click a little bit deeper into that enablement approach and philosophy, especially focused on coaching, because I know on LinkedIn you’ve highlighted the importance of people-centric leadership, especially in sales coaching and feedback.I’m curious to know maybe how you bring this philosophy to life in your enablement efforts, and then how that affects your overarching coaching culture. RH: Yeah, so people-centric leadership, you know, it really isn’t just being caring, empathetic, committed. I think, you know, that’s all highly important, but it’s also about being intentional in how we grow our teams.So developing individuals through coaching, feedback, and recognition is so critical. So one thing I do is I run pitch exercises where reps record themselves, and I always tell them, this is your playground. You know, you can mess up here, not in front of a customer. And it feels like a safe space. So that mindset shift makes a huge difference.And this approach not only helps individuals grow, but it also fosters a culture where, you know, feedback becomes normalized and valued. So over time, this creates, like, that ripple effect as well. And so what I start to see is reps start to coach each other. They feel comfortable sharing tips or tricks or feedback. Even, you know, it’s not so much then from that top-down directive. It feels like it’s more of a collaborative community. And as a result, I think it’s also important just to call out that we start to see reps become more confident and collaborative just in general. So as a result of that, I would say, you know, it even helps increase or improve our win rates and, you know, helps people be better prepared and hopefully, again, win that business. RR: Yeah, I love to hear that. I think the idea of like making a safe space for practice is so important. People need to be able to make mistakes. That’s where you learn. So that’s great to hear. I’d like to switch gears maybe a little. I know that in addition to creating a healthy coaching culture, improving sales efficiency is a key focus for you at Direct Travel.I’d be curious—maybe some of the challenges to GTM efficiency that you’re seeing your teams face today. RH: Oh yeah. I say, you know, quite a few come to mind, and I think that’s normal, right? I mean, in any company there’s always those things. I would say, you know, sellers using old, outdated collateral, sometimes trying to find where are those assets stored, because they could be stored in multiple different areas.I would say another big thing that we’re challenged with is related to long sales cycles, and so, you know, for me it’s always top of mind: how do we continue to shorten and shrink those sales cycles? And then I think a lot of times you’re not getting full visibility into buyer engagement. So without that data, a lot of times the sales reps are using their gut.There’s only a few data points that they have, like, oh, are we able to have another meeting? Are they responding? But you’re not really getting that buyer engagement. And then, in addition to that, you know, really cumbersome and manual ways to coach the sales reps. Just—I can tell you—doing a pitch session a year ago without Highspot, it was so cumbersome. Just having to build out what is the talk track, sharing that video through email that we recorded of the pitch, and then coming together with a rubric and then trying to do all the scoring. It was very labor-intensive. RR: Yeah, I think you’re spot on with these challenges. There are things that we’re certainly hearing from our customers, we feel ourselves, and other organizations are talking about. And I think the big thing is that everybody is trying to solve for them. And so, as you kind of mentioned just a little bit, you have found a platform to help you with that. So I’d be curious if you could tell me a little bit about the strategic advantage of an enablement platform and how it’s helping you kind of overcome some of these challenges that you’re seeing. RH: Absolutely. So using Highspot is a dream come true, to be honest. Number one, you know, having one central hub for sales content is so critical and so important. So I feel like our sales reps that are in the Highspot environment no longer feel like they’re digging through email or SharePoints or going on a team site trying to find that collateral.So that is a huge efficiency gain, but also think of job satisfaction. Those sellers feel like, wow, this is so much easier for me to navigate. I would also say, again, going back to the real-time insights and analytics from buyer engagement—so now we’re able to see what content is being viewed, and it’s also helping us tailor our follow-up as well as being able to close deals faster.The other I would say is consistent coaching and training. So going back to the example I just used—very manual process historically—but being able now to leverage AI to provide feedback instantly is incredible. RR: Wonderful. That’s absolutely what I love to hear, and I’m super excited that you’re finding these wins already so early.Thinking about platforms and enablement technology, I’d like to maybe call out a win that we’ve heard through the grapevine, which is that even though you’re early in your journey with the platform, you’ve already achieved a really impressive 96% recurring usage rate. So I’d really love to hear what some of your best practices for driving that adoption are and how you’ve achieved that. RH: Yeah, absolutely. So right out of the gate, timing-wise, this worked perfectly because we were having our sales kickoff meeting in person, and so we used that as our launch, right? So we were able to get the hype going, and we had sessions where we did a whistle-stop tour of all the tools, key capabilities, and really got people excited about what was coming around the corner.So after our SKO, we then did what we called mandatory kickoff implementation calls to get everyone set up. And what we really wanted to make sure that we didn't do was one big bang because we know there are so many features and capabilities in the platform that we wanted to be really intentional about phasing that out.So the first thing that we did is we focused on content management. Again, you heard that was one of our challenges. So we wanted to make sure that we had one stop shop for all of our content and make it super easy for people to navigate and find anything that they need for their sales cycle.In addition to that, the next thing we wanted to do was roll out digital sales rooms because, again, you heard that was a challenge. We wanted to start to see buyer engagement. So that was really well received by the entire group. So it was very easy for us to get them excited and into the tool and the repeat usage. So that was the starting point.In addition to that, we started and continue to host every Friday an optional drop-in office hours call. And this is really great because people that are available, they'll jump in, they'll listen if they don't have questions, or others will actually ask questions, which then drives conversation and also highlights successes. Because in those moments, you know, people are starting to talk about, oh, you know, this is how we did it, or this worked for me. You really start to see some of those true successes come to life.I think the other important piece is making sure that we had our executive leadership team and other leaders be advocates for Highspot—so making sure that they’re talking about it in their meetings, that they’re highlighting it in town halls.And also, as we're starting to see some of the data and the proof points, I, along with other leaders, are sharing those out through email or on calls for recognition. So things like recognizing top users of Highspot, those that built the most digital sales rooms, those that had the most content viewed, or people viewing their digital sales room.And then I would kind of wrap that up with also—we've had some people create some really creative intro videos that they've included in the digital sales room. We're making sure that we're sharing those broadly so people can spark new ideas on how they want to show up in their digital sales rooms. RR: This is all really great advice, and I think very helpful tips. I love the idea of tapping into that competitive instinct in your salespeople—who has the most pitches, who has the most views. That is something that is gonna ignite activity for sure.So now, thinking that you’ve achieved this adoption and you have your sellers bought in, I’d love to dig a little bit further into maybe what’s next for you. I’ve heard that you’re planning to leverage Highspot AI capabilities to drive scalability and efficiency. So can you share a little bit about how you’re building AI features—things like meeting intelligence—into your enablement strategy going forward? RH: Yeah, absolutely. So we are really excited about leveraging the AI features and meeting intelligence. In fact, that was one of the selling points when we were going through the sales cycle with Highspot.Number one is we love the fact that you can ingest meeting recordings into the platform and right away, using AI, get some feedback on what I would say is like performance feedback.So I love being able to see stats on how much percentage of time a seller spoke versus a prospect—because we want that to be 20%, roughly, right? And we really want to do all of those high-gain questions to have our prospects open up and speak to us, especially, you know, during discovery.The other thing that I really love is using delivery insights. So there’s the pitch variation, pace, and filler words, and that’s really helpful for people that have never used a tool—to share that with them. They maybe have no idea how many times they say “right,” “um,” “you know,” all those different filler words. And so it’s really great to give them that awareness and to also show the pace because some people are fast talkers and some maybe are a little bit slower, so it gives them some intel on how to improve.The other thing that we've actively started using is the follow-up feature. So you can get quick capture or, you know, a transcript that then shows you next steps and actions. So it's a time saver, and you don't feel like you need to take notes. You can just let yourself focus on the conversation and be an active listener. RR: Awesome. I love the value that you’re seeing in some of these features. I really like to hear about the vision, so I would love to maybe hear a little bit about how you’re bringing that vision to life and what that strategy is.In May, you actually joined us here in Seattle for a workshop on our real-world coaching capabilities, and you shared with us that you’re currently testing them with a pilot group.So I'd love if you could kind of lay out how you’re rolling out these capabilities, how the pilot's going, and how you’re kind of empowering users to start leveraging this tool. RH: Yeah, so you’re right. I did attend the meeting in Seattle and it was fantastic. It was such a great opportunity to learn more about the capabilities and start framing up, you know, our go-forward vision of where we want to go with this.And I would say you're right—we are still very much in the early phases of leveraging this, especially, you know, the coaching capabilities. So what is in the works is, you know, we are starting to build out pitching exercises for different industry nuances and buyer personas, and I think that is gonna be super helpful to really get our sellers comfortable with different talk tracks based on different individuals that they’re speaking to.So to me, that is one of the first things that we really want to focus on, and we’ll be coming out of the gate soon. RR: Awesome. Well, I can't wait to hear about how it’s going in a few months. I know a lot of work to be done, but I’m sure a lot of wins in the future.Speaking kind of of down the line, I'd like to maybe turn to your measurement strategy, especially, you know, as we talked about, knowing that you’re a leader with a strong analytics background.I'd be curious—when it comes to enablement programs like this new coaching initiative, what key metrics you’re tracking to measure their impact, and then maybe what success looks like in the next year or so. RH: Yeah, I think we're tracking a blend right now of adoption, engagement, and performance metrics, which I think is really important because we're still in the early phases of rolling this out.So we want to make sure that people are adopting it, and then we want to make sure from an engagement perspective, we’re starting to see people leveraging feedback and things of that nature—and performance metrics. So I'll dive a little bit deeper into that.So definitely we are looking at, you know, the percent of reps who have completed coaching modules and sessions, percent who completed coaching tasks, and feedback ratings for sales reps.In addition to that, we're looking at things like leveraging meetings intelligence metrics, such as, you know, those talk ratios and the objection handling—because the other cool thing is at the bottom of the recording, it shows some key, I would say, like competencies. And I'm not sure how to phrase that, but it's really helpful for a seller to say, okay, this was an area where I should have been focusing on objection handling, and maybe I didn't, right? So some of those things are really important right now.And then performance metrics as well. So we are looking at quota attainment, pipeline growth, conversion rates, sales cycle length. And for me, you know, these seem to be the biggest indicator of success. You know, because you really want to see that ROI.You know, we’re starting to see some of our DSRs that, in the early stages here, we’re winning business. And we do feel like this is a game changer for us because we’re showing up differently. RR: Awesome. I love to hear that. And as I said, I can't wait to hear more about how the momentum grows over time at Direct Travel.Maybe returning to the present, I know you’re still early, but I think it’s important to talk about your wins, right? So I’d love to know—maybe key wins or things that you’re proud of that you’ve achieved so far. Anything you can share with us? RH: Yeah, absolutely. So I would say, you know, through this pilot and launch that we’ve done, we have had sales reps just absolutely elated when they send out a digital sales room, and the very first time someone takes a look at the room, right, and they look at the content, they are sending messages in chat like, oh my gosh, it’s working! And that in and of itself is a testament as to why, you know, we rolled this out.In addition to that, like I was just mentioning, we have already some sellers that have created and used digital sales rooms for the entire sales process, and it has shortened the sales cycle.We have a few individuals where they started at discovery using an intro video, updating some content and collateral about our tech stack and services, and then used it all the way to starting to post the proposal and pricing.And then there we are—we won the business right after that. So it’s pretty impressive. So I think those are the big wins. Just again, you saw the usage, you know, in the high nineties. We’ve got many digital sales rooms that have been created, and we're winning business as a result of it. RR: Wonderful. I think that rep feedback says a lot. If you can get your reps excited, you’re getting exclamation points through Slack—you know you’re doing something right. It seems like you and your team are doing really great work.And I just want to close with one last question. I know you’re deeply involved in mentoring, and you’re a mentor in the GBTA WINiT organization.So to close, I’d love if you could share with us one or two pieces of advice that you would give to other women looking to develop as leaders and drive impact for their organization. RH: Yeah, absolutely. I think the number one thing that I would say to people is: say yes. There are so many times where an opportunity comes up—whether it’s a stretch goal, an opportunity to participate in a project, or to even apply for a position.So many times I’ve talked to women where they feel like, I don't have the skill, I don't have the knowledge, I don't feel comfortable taking that next step. And I always challenge them to say: what's holding you back and why?Right. One of the things I always share with them is multiple examples in my career path where I have said yes. I was nervous. I certainly did not have the experience or maybe even the skill. But I didn't want that to hold me back, because if someone is willing to invest in you, that is the testament in and of itself, right? That is the answer.So take that leap and have confidence in yourself and give it a whirl.And the other thing that I've had a lot of people say many times is: oh, now's not a good time. And there's always reasons to hold back. And I always respond: if not now, when?There's always going to be something. So get over that something and just go for it. RR: That's great advice. I love the idea of just, you know, invest in yourself. There's never a better time than now. I know I'll certainly be taking that to heart.But that's all I want to say—thank you so much for joining us today. It was fantastic to learn a little bit more about you, your work, and the incredible trajectory that Direct Travel is on. RH: Awesome. Thank you so much. I really appreciate the opportunity. RR: To our listeners, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

Lawrence and Alainta explore the historical roots, cultural significance, and future possibilities of wealth within the Black community, specifically through the annual Essence Festival in New Orleans. The episode examines the barriers that exist at the festival and the innovative strategies being employed to redefine prosperity. Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

Frank Carone is an attorney, public affairs strategist, and founder of Oaktree Solutions, a venture consulting firm specializing in government relations, crisis management, and business development. A former Chief of Staff to New York City Mayor Eric Adams, Frank is also the co-author of Everyone Wins! with a second edition releasing in February 2025. With over 30 years of experience bridging public and private sectors, Frank offers expert insights into leadership, strategic relationships, and navigating complex challenges in today's dynamic landscape.   CONNECT WITH Frank Carone Website: https://www.frankcarone.com/ LinkedIn: https://www.linkedin.com/in/frank-carone-57477910/ X: https://x.com/frankvcarone Book: https://a.co/d/4QwNKMs   JOIN THE FIGHT AGAINST FOOD INSECURITY   Join the fight against food insecurity here in the U.S. DONATE TODAY at Meet the Streets Outreach, INC. to fight hunger!    Meet the Streets Outreach provides essential support to Houston's food-insecure communities by offering over 2,000 hot meals each month. With your help, we can continue to serve those in need. Your support ensures that we can continue to make a meaningful difference in the lives of Houston's most vulnerable residents. Thank you for considering this opportunity to invest in the well-being of our community.   Food Insecure Households For many families in the U.S., the past several years have been difficult. Higher food prices, economic instability, and other factors have made providing for a family even harder. 1 in 8 households in the U.S. is food insecure. That means these families don't have enough money or resources to buy enough food for everyone in their household. As recently as 2022, 7.3 million children lived in food insecure households. Also, 16.9% of children live in poverty.   SNAP Benefits More than 22 million U.S. households use SNAP benefits to help with food costs, as of April 2023. Sometimes known as “food stamps,” SNAP is the federal Supplemental Nutrition Assistance Program. People who receive SNAP benefits can use it to buy groceries, seeds, and plants for food. SNAP cannot be used to purchase hot food or household items like cleaning supplies, vitamins, or diapers.   CONNECT WITH Cedric Francis Website: https://www.lead2greatness.com/ Facebook: https://www.facebook.com/cedricbfrancis X (twitter): https://twitter.com/cedricbfrancis Instagram: https://www.instagram.com/cedricbfrancis/ LinkedIn: https://www.linkedin.com/in/cedric-b-francis-a0544037/  

According to the State of Sales Enablement Report 2024, 31% of organizations are preparing to launch a new product or service as a key go-to-market initiative. So, how can you prepare your sellers to be ready for a successful product or service launch that drives business results? Riley Rogers: Hi, and welcome to the Win Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Kate Stringfield, senior manager of revenue enablement at Dialpad. Thank you so much for joining us, Kate. Before we get started, I’d love to learn a little bit more about yourself, your role, and your background. Kate Stringfield: Yeah, so I’m Kate Stringfield, as you called out. Was in sales prior to being in enablement, and I was in sales for about seven years, both in hospitality as well as SaaS. And then I made the jump into enablement around six years ago, and now I’m over at Dialpad. RR: Amazing. Thank you for sharing that. I feel like it’s always so helpful to get insight from people who make that transition and have experience on both sides of the playing field.We’re so excited to have you on the podcast for that reason. You have such extensive experience as both a sales and sales enablement leader. So can you maybe walk us through your journey into enablement, how you made that shift, and then maybe a little bit about how that sales background helps influence your enablement strategy? KS: Yeah, so I was in hotels, like I mentioned, for a number of years, and I found my passion helping other people as they started out in their new roles and getting them up to speed. And so when I made the move into SaaS, I learned about this cool role called enablement, and I was like, oh my gosh, I gotta—I gotta learn more and get into that.So since helping others be successful was a—or still is—a passion of mine, I made that jump. And once I landed in an enablement position, I was like, man, I found my place.So I spent a number of years doing enablement for the sellers that I was once a seller for—like, I was doing that role. And then I did another two and a half years in enablement at an enablement company, where I focused on role-specific enablement, as well as launching a sales methodology, three sales motion changes, and various other initiatives that I supported along the way.And then I moved over into Dialpad, where I’m now leading a team of six incredibly gifted, talented revenue enablers across sales, success, and partner enablement. RR: Wonderful. Thank you for walking us through that. It seems like it’s been quite the journey to get where you are today. I’m curious then—we’ve talked about how it informs your strategy—but maybe how does it inform action?So I kind of want to shift gears a little bit and maybe talk about a recent initiative that I know Dialpad has been running, which is that you rolled out a new SKU after an acquisition, and product launch has become a priority for you this year. So can you maybe talk to us a little bit about that initiative? KS: Yeah, absolutely. So making sure that our product is up to speed and ahead of the market is imperative. And so, gosh, around eight months ago, back in October, we acquired a WFM company—so workforce management—which is part of a solution of ours that we did not currently have. So we acquired a company in order to offer that as a complementary solution with what we already had.This was a completely new product line, and we had to figure out, okay, how could we enable our reps to be able to go ahead and sell this? And it’s a slightly different selling motion, so we had to talk through what is it, why does it matter, as well as how do they then position the value of it. And so in true SaaS fashion, we were also, in addition to launching this new SKU, we also had other product enhancements that we were sharing along the same time, as well as a rebranding and new marketing strategy and a new pitch deck.So there was a lot going on. So we had to make sure that we also landed this and landed it well. And so we did some pre-launch awareness where we equipped our sellers with content in the form of kits as well as micro-learnings and giving them the foundation to get them ready for that launch moment so they could start having introductory conversations with customers.So how do you first scope that? Then we did our launch moment and made our just-in-time much more robust and turned them into true sales plays where they learned how to really position this product in the right way and along the whole sales process. And with that, we also did additional learning moments, such as full-blown e-learnings and certifications for how to sell this.Then we really wanted to focus on reinforcement that stuck, and so we looked at, okay, how can we get our managers speaking about this product in team meetings? What kind of activities could we give to managers to run in team meetings, such as trainings in a box? And how can we continue to evolve the conversation and get our reps learning more?And so we focused on PEC talk as well as more thorough, in-depth enablement from a product standpoint, and then that later along the line sales motion and how to sell that. And overall, we saw around $500,000 of closed-won sales initially, and we built around $3 million in pipeline. And through that, we also looked at data with the kit and with the play that—you know, the kit that shifted into the play—and a lot of our reps were using it. There was high adoption of it. They were going back to it multiple times and spending about four minutes consuming the content.And so we were able to track, alright, they did the enablement, they were using the content and sharing it with customers, and then that translated to those closed-won numbers and that pipeline build that I discussed. RR: That sounds like such a thoughtful approach and also like quite a lot of work. I’m sure that was quite difficult to execute, but I love that you’re already seeing the results that you’re looking for. I’d like to maybe dig a little bit more into kind of the initial concept phases where you’re staring down the barrel of this initiative.What kind of challenges do you see reps tending to face when it comes to things like product launch, and what were your best practices for overcoming them as you were executing over the next few months? KS: Yeah, information overload is a big one. And it’s one that—you know, I mentioned we did this in conjunction with other product enhancements and a marketing branding shift in our messaging, as well as a pitch deck launch.So you know, besides that, reps are always being overloaded with information, and so that’s always something you have to contend with as a challenge. Also, when reps are learning about how to sell a new product, it’s something that’s outside of their existing knowledge and skill set a lot of the time or, you know, is just stretching them in a different way.And so you have to figure out how to use the foundation that they already had and build upon that. And then sometimes there’s additional complexities as well. And so when I think about those challenges and how to solve for them, I think about, you know, making sure that you’re taking a crawl-walk-run approach with those product launch moments and building upon what they already have to get them into that run state, but not expecting them to run right out of the gate—which a lot of times is an expectation that happens.So making sure that we’re setting them up for success in learning and building upon that learning, and then also creating resources that really meet them where they are in their tenure and their journey, and being able to translate complex information into simple information that they can digest, consume, put into practice, and then go and evangelize.And then also weaving in sales subject matter experts that really know how to sell your current product and what talking to your customers is like currently, and using them as subject matter experts to really inform that sales motion of that product launch. RR: Great. I think those are all wonderful strategies. And I know kind of a common one when it comes to product launch that you need to keep in mind is just how crucial cross-functional alignment is for the success of a launch. So can you talk to me a little bit about how you create and maybe maintain alignment as you’re building and executing your launch enablement strategy? KS: Yeah, it is so critical. And communication in general in all relationships is so important. And so this is one that really is the make-or-break fail point in a lot of companies. And so having regular touchpoints with subject matter experts across various teams such as—you know, as I called out, sales and success—but also product marketing and other marketing teams. Operations is another really key one.There are so many different teams, and if you’re lucky, you’ll have a business transformation team or a project management team that’s there to foster all of those cross-functional relationships and create that alignment.We work really closely with our product managers and our product teams. We meet with them regularly within our enablement role. In fact, we have somebody in enablement at Dialpad that’s focused on our product and pricing strategy, and so he has these deep relationships with these different teams and different individuals across the business.Additionally, we have a product launch playbook that we have socialized with these cross-functional partners so they know what that playbook looks like, how it can act modularly, and where they play in the process of the playbook—or where they fit into the process, so to speak.And so that really helps us create that alignment and speak the same language. Lastly, we focus on retrospectives—so making sure that we’re learning from each product launch or product release to the next, and by performing retrospectives and having that discussion over, hey, what worked really well, what maybe didn’t work as well, and what can we make better the next time? RR: I love those strategies. I think the Product Launch Playbook is such a clever idea to kind of get everybody on board and aligned with what you’re expected to accomplish. I also love the idea of coming back and reviewing. Sometimes the business runs so fast that you feel like you can’t, but that moment is just as essential—almost—as that next product launch. So I love to hear that.Thinking then of how you’re launching, I’d also like to know a little bit about once you’ve established alignment, how you’re then developing that launch strategy to start running with. Could you talk me through the components of your launch strategy and then maybe how you’re partnering with an enablement platform to support and scale it? KS: Yeah, so that product launch playbook is key. And making sure that it’s modular and nimble to work with various forms or shapes and sizes in which products or, you know, product launch moments happen.Highspot is truly the home—or I guess any platform that people might use—to host just-in-time resources. For us, it’s Highspot, and it truly is the home and where we expect reps to go to first. And so if we think about it in that way, we need to build around that concept.So having that host pre-launch and post-launch and launch materials, having it give guidelines on how to execute—whether it is, you know, as an SDR, BDR, ADR, picking up the phone, what to say, how sellers should be selling the product, how our Customer Success Managers should be reviewing adoption for the product—all needs to live there.We also focus on asynchronous learning, so making sure that we’re not pulling reps out of prime-time selling and giving them space and time to learn on their own, but also checking their knowledge through knowledge checks and certifications. And then all of this new information happening during a product launch needs to, in some way, shape, or form, be folded into onboarding.So thinking about how that comes back into onboarding so that reps who start tomorrow can benefit from that information and be able to hit the ground running. RR: Yeah, there are a lot of different lenses to look at it and areas in which it needs to be embedded, so that all makes sense. On the note of enablement platforms, I know that Dialpad had previously partnered with another enablement solution, so can you maybe share why Highspot was the better fit for your organization as well as how it supports your enablement strategy today? KS: Yeah, Highspot is integral.It’s integral in that it is where our reps start their day and where they end their day. It hosts all of our content, both internal-facing and external-facing. So Highspot is a game changer for us because within my team it’s easy for us to manage from an admin perspective and to practice governance across the various teams that are content creators or host content and manage it there.Our reps are familiar with using it. That’s another thing—you know, having a solution like Highspot is something that reps come to expect nowadays, and so they’re familiar with it, they know how to use it, and we’re constantly thinking about how they interact with it and how we can train them to interact with it better.Our Highspot team—so the team that helps us at Highspot—is a differentiator. So that is our CSM and our AM. So Jess, Emily, our Technical Account Manager Brian, and Matt Hunin, our Solutions Engineer, all help us be able to learn the latest and greatest, utilize what we already have, and maximize our value.And then potentially look at other things that might help us as we overall, as a company, shift to more of a just-in-time strategy. So moving away from live sessions that people are going to forget most of what you said, moving away from, you know, long e-learnings, and more of, okay, I’m in—you know, I have to prepare for this call in 15 minutes—where am I going to find that information?Surfacing it up in Highspot and making it easy to find has become a game changer in helping them—meeting them where they're at and giving them the information they need to be successful.And then we can use data from Highspot and correlate that to leading indicators on whether reps are doing the kind of behaviors we want to see and how that ties to business outcomes. And are the reps actually closing deals or protecting revenue as a result? RR: Well, that’s all great to hear, and I always love to hear a really positive experience. I’m so glad that your account team is there to support you through all of it.We have heard through the grapevine, actually, that you’re doing some really awesome work with the platform, and one area where you’ve seen a lot of success is actually through Digital Rooms—with over 342 Digital Rooms created in Highspot, as well as a 9% increase in external engagement, which is wonderful just to call that out.So what are some of your best practices for driving that adoption? KS: Yeah, yeah. We moved to Digital Rooms just last year, if you can believe it, from pitch templates. And one of the things we did first off was—there was a Highspot University course around Digital Rooms that we took, and we also used materials that we were able to find from Highspot so we could become proficient ourselves as the people that were enabling the reps.We then built a dedicated Digital Room kit to help reps get familiar with the why and the how of Digital Rooms and provided them with walkthroughs. And then we hosted sessions, we did asynchronous learning, we do one-on-one support for our reps on why it’s important, how to build, how to find engagement and analytics.And we regularly also work with reps to get feedback—so figure out what’s working, how do we build templates that make it really easy for them to add in what they want to add in, what information do they always add in so we can just add it into the template for them.Another thing that we thought about was—we use Consensus for demo videos, and so integrating Consensus into there, and how do we make that easy?We have also thought about Digital Rooms not just for sales. We’ve thought about it for our sales development reps and what are their use cases, and built templates for them, and done specific training for them, and gotten feedback from them.We’ve also thought about the post-sales journey a lot. So how do we get our client sales reps using it to position cross-sell and upsell? And then customer success—where do we feed in content for QBRs or other conversations that they’re having with customers and integrating in their feedback to make their templates better?So we’re always thinking about how to get our reps more and more proficient and making that a focal point month over month. And we’re really excited for some of the enhancements coming to Digital Rooms that we’re going to capitalize on moving forward and making sure our reps know how to use it. RR: Yeah. I love that you led with educating yourself first, because how can you enable on something that you haven’t been in those weeds with as well?Well, that’s one of the biggest things you can give your reps—is to build with them in mind. You know their work, you can build something for them, and then actually they’ll use it. It sounds simple, but it’s really hard to do.So I’d love to hear a little bit of a shift in focus, but I’m curious if you could walk me through how you measure the impact of—and maybe then begin to optimize—some of your enablement efforts? KS: Yeah, I think about measuring impact of enablement in three ways. So you have the first prong, which is your enablement effort in general. So how do you measure enablement through, like, what activities are you doing?So this is—you know, if you think about the Kirkpatrick model—this is Level 1 and Level 2: Was your training effective? Were you able to certify, you know, X number of reps? That sort of thing. Those are examples of that.Then I think about the second prong, which is leading indicators. And this is about behavior. Are the reps able to take what they have learned and apply it to their daily workflow?Maybe it looks like building pipeline, maybe it looks like having certain conversations with customers or sending information to customers. You know, it could be various things that are that kind of Level 3 of Kirkpatrick.And then the third prong is at Level 4—so thinking about those business outcomes that are the goals of why you are doing this whole enablement approach to begin with. What kind of revenue are you trying to impact? Are you trying to impact conversion rates, you know, average deal size? Are you trying to increase revenue? Are you trying to protect revenue—so reduce churn and downsell?Those are all things that, you know, are on my mind. And then the correlation between the three—the correlation between the enablement efforts, the behavior change that you’re seeing through leading indicators, and the business outcomes.And so when it comes to then, okay, we’ve launched something, we’ve measured it, and now we’re trying to optimize it—it is then looking at, alright, what are the different checkpoints along the way in which we can say, did we do our job? Or do we need to go back and do more?And so maybe it looks like, hey, are they actually reviewing the play or the kits? Are they sending the content to customers? If not, why? We can ask those questions, because we can see the data on whether or not they’re doing it. Are they saying it in customer conversations? That looks like utilizing a conversational intelligence tool to see if they’re actually using it in those conversations.We can start to dig into all the different pieces and figure out where we need to refine our enablement approach to fill that gap.And so we can utilize Highspot to do that, our data in Salesforce to do that, conversational intelligence data. There are many different ways, but just having that data to dig into it, and then asking questions to reps is so important. RR: Thanks so much for that really thoughtful step-by-step walkthrough. I think that’s really actionable, and I think our listeners will take a lot away from it. I know that measurement is always going to kind of be difficult for enablement teams, so I love just hearing how folks have developed real actionable strategies for making it happen.But on the subject of measurement, I’d love to know—since implementing Highspot, what business results have you achieved? Any wins that you could share or just anything that you’re proud of that you’ve accomplished over at Dialpad? KS: Yeah, I’m proud of so much. Our team has done a phenomenal job, and as you called out—you know, the successes with Digital Rooms and that new product that we launched, that new SKU—those are really huge.Additionally, we have utilized Highspot to realize over $16 million of influenced revenue in just 2024 alone within our revenue organization. That is such a testament to how much our reps have Highspot integrated into their day-to-day life, and then how they use that information to speak to customers, how they use their messaging, and then how that behavior results in those closed-won opportunities.Additionally, partner is such a huge focus of Dialpad—so our partnerships with our resellers, our partnership with our channel—and we have seen a high increase: 23% of our partner material being used and being viewed and then being leveraged, which is also something I’m very proud of.And then the project that I’m currently working on that I’m proud of—but, you know, time will tell on results—is I’m working on a robust governance strategy so we can really take Highspot to the next level and make our cross-functional partners more of the partners in how the content gets delivered to our reps.And so I’m really looking forward to rolling out our more robust governance strategy this year. RR: We’ll stay tuned on how it goes. I mean, those are already incredible results, so thank you so much for sharing.Just one last question for you before we close out—would love for you to share maybe what the biggest pieces of advice you’d give other enablement leaders to help them drive a successful product launch. KS: I think the modular Product Launch Playbook has been huge—so having a laid-out plan for how you would run a product launch from start to finish in enablement and making sure that it fits all sizes, shapes, and formations of what a product launch might look like.And then the other piece of advice I would give is having regular communication and good working relationships across multiple cross-functional partners so that siloed work becomes less of a thing you have to battle. Because that just means that, you know, working together, we all lift each other up.And so that’s something that then trickles down to our reps, but then also trickles out to our customers and makes them more willing to buy from us. So I think cross-functional relationships are just so key—and so keep on working on those relationships. RR: Those are both fantastic pieces of advice, so thank you for taking the time to come share these insights with us. I think I speak for myself and our listeners when I say that I learned a lot of valuable information and was taking notes for sure.To our audience, thank you so much for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

FLOYD WEST22 brings pure fire from start to finish on this episode of 'Lip Biter Sounds'. Kicking off with the summer-soaked vibes of Dragonette, Sunnery James & Ryan Marciano, and Cat Dealers, the energy only builds as we dive into the gritty bounce of Black V Neck's WIN WIN remix and the hypnotic pulse of Carola's “Insomnia.” An exclusive ID from FLOYD WEST22 keeps the mystery alive, while heavyweights like Fred again.. x Skepta, AC Slater, and Tita Lau bring raw basslines and rave-ready drops. From underground grooves to mainstage bangers, this mix is a no-skip journey through the freshest and fiercest in house, bass, and beyond. Turn it up and take the ride. ⚡️Like the Show? Click the [Repost] ↻ button so more people can hear it!

The World Happiness Report is out and I have the 3 big things you can do to boost your mood and impact the world around you. Win Win! So many of us are feeling a bit off lately. Okay, not a bit. A lot! And I wanted to provide some simple things you can do to not only raise your happiness set point, but also to influence the set point and energy of those around you. If your brain is telling you that you are powerless, don't believe it. You have far more influence than you think.  In this uplifting episode, Susie Pettit breaks down the 2025 World Happiness Report and shares three science-backed ways to feel better now—all while making a positive impact on the world around you. Tune in to start feeling lighter, happier, and more connected—today. If you liked this show, you'll like this one: Top 5 Habits to Change Your Life on Apple Podcast https://podcasts.apple.com/ph/podcast/love-your-life-show-personal-growth-mindset-habits/id1434429161?i=1000649001037 Top 5 Habits to Change Your Life on Spotify https://open.spotify.com/episode/7urjOHX5UPqNqHPVEfEYIG?si=9ed95dfebc62418a Get the full show notes here

The Iran-Israel conflict, and America's entry into their war, caused extreme unease in West Asia. Whether the ongoing ceasefire is only a matter of convenience driven by domestic compulsions and mutual exhaustion or indeed a step toward lasting peace remains to be seen. For this fragile peace to transition to a lasting peace and to arrive at a win-win solution, mature statesmanship must replace jingoistic brinkmanship. Regime change is not the answer. Watch the latest column for ThePrint by former Army Chief General MM Naravane (Retd).

เกาะติดประเด็น ไทยเจรจาภาษีกับสหรัฐฯ ยังไม่ได้ผลสรุป ‘พิชัย' กลับมาทำข้อเสนอใหม่ ย้ำยึดหลัก Win-Win เช่นเดิม รายละเอียดเป็นอย่างไร วิเคราะห์สถานการณ์ หลัง ‘ทรัมป์' จำกัดการส่งออกชิป AI มาไทย ฟาก รมว.คลัง เร่งปรับข้อเสนอดีลภาษี ภาพรวมเศรษฐกิจไทยกระทบอย่างไร พูดคุยกับ ดร.ปิยศักดิ์ มานะสันต์ Head of Economic Research หัวหน้านักวิจัยเศรษฐกิจ ฝ่ายกลยุทธ์การลงทุน บริษัทหลักทรัพย์ อินโนเวสท์ เอกซ์ จำกัด

เกาะติดประเด็น ไทยเจรจาภาษีกับสหรัฐฯ ยังไม่ได้ผลสรุป ‘พิชัย' กลับมาทำข้อเสนอใหม่ ย้ำยึดหลัก Win-Win เช่นเดิม รายละเอียดเป็นอย่างไร วิเคราะห์สถานการณ์ หลัง ‘ทรัมป์' จำกัดการส่งออกชิป AI มาไทย ฟาก รมว.คลัง เร่งปรับข้อเสนอดีลภาษี ภาพรวมเศรษฐกิจไทยกระทบอย่างไร พูดคุยกับ ดร.ปิยศักดิ์ มานะสันต์ Head of Economic Research หัวหน้านักวิจัยเศรษฐกิจ ฝ่ายกลยุทธ์การลงทุน บริษัทหลักทรัพย์ อินโนเวสท์ เอกซ์ จำกัด

Sean Sidney is known for his original negotiation concepts like "logic levers," the "persuasion sandwich," and "Bluff-4," and has trained more than 8,000 professionals to secure better deals and deliver real business value. I'm talking to Sean this week all about how procurement pros gain leverage in even the most high-stakes deals. Sean generously shares his favorite tactics, including how to use threats respectfully, the power of emotional acceptance, and the strategic application of logic levers. Whether you're in sales or procurement, Sean's actionable, relatable insights will help you navigate challenging negotiations, avoid common pitfalls, and forge better business relationships. Plus, you'll hear real-world stories from Sean's own career, practical tips to recognize and counter aggressive negotiation moves, and the essential dos and don'ts that every negotiator should live by.  Outline of This Episode [05:52] Emphasize emotion in persuasion: connect emotionally, be respectful, wrap emotional appeal around threats, and use logic to justify decisions. [07:11] Strategize to unsettle competitors and align sales for the best deal. [12:25] Focus on win-win negotiations by trading asymmetric variables to maximize value. [14:15] Collaborative negotiation involves sitting side by side to achieve mutual success. [18:54] Appreciate negotiating tips; emphasize quid pro quo strategy. [23:14] Understanding stakeholders' drivers and using backdoor selling effectively can influence decisions. Mastering Negotiation in Sales and Procurement At the foundation of effective negotiation lies a clear understanding of the difference between strategy and tactics. Sean Sidney succinctly explains: Strategy is the overarching plan designed to achieve a specific objective. Tactics are the specific actions or maneuvers employed to implement that strategy. For instance, a buyer's objective might be to reduce costs. The strategy could range from developing new suppliers to collaborating for value creation. Tactics are then the moves—such as employing “logic levers” or persuasive messaging—that bring the chosen strategy to life. The Power of Gaining Leverage Sean's go-to negotiation strategy, especially in high-stakes procurement deals, is to gain leverage. Leverage puts pressure on the other party to make concessions without having to give away value early. While it can seem aggressive, Sean emphasizes that this approach can be effective in both win-win and win-lose scenarios, provided you use the right tactics and maintain respect for the relationship. However, leverage isn't about domination. Leverage, when used with progressive and collaborative tactics, creates the opportunity for both parties to get their share of the “pie”—even when that pie grows through collaboration. The Persuasion Sandwich So, how do you gain and apply leverage without damaging long-term relationships? Sean introduces three core negotiation tactics, ultimately wrapped into what he calls the Persuasion Sandwich: Action Consequences (The “Threat”): This is where you clearly articulate the consequences of non-action, e.g., “We can't supply you unless the price increases.” While the term “threat” might sound harsh, it's simply drawing clear boundaries. Emotional Acceptance: To prevent escalation or defensiveness, frame tough messages with empathy and respect. “I'd love to work with you, but due to our costs, we can't lower our price further.” It's about being hard on the issue, soft on the person. Logic Levers: Make your position believable and credible. Use logic by highlighting your worth as a partner, creating a sense of competition with others, or subtly shifting value focuses to place the other party off balance. These levers (us, others, them) make your persuasive message more convincing. By blending these elements, the persuasion sandwich becomes a sophisticated yet non-confrontational way to negotiate assertively without alienating your counterpart. Harnessing Preparation and Recognizing Tactics One of Sean's golden rules is that preparation is everything. He advocates spending 80% of your effort preparing—analyzing your own and your counterpart's position, planning your moves, and developing tradeable concessions. Even the most skilled negotiators wish they had prepared more. Understanding and countering aggressive tactics—like strong anchoring, “take it or leave it” offers, or last-minute demands comes down to anticipation and response. Recognize the move, re-anchor with confidence and logic, or be ready with a tradeable variable to maintain balance. Sean distinguishes between two classic strategies: Win-Lose (transactional, competitive, price-focused) Win-Win (collaborative, value-focused, deals with asymmetric variables that provide differing value to each side) While not every negotiation will veer toward true collaboration, building trust, focusing on shared objectives, and sometimes even shifting your “seating” position from face-to-face (competitive) to side-by-side (collaborative problem-solving) can move negotiations along the spectrum toward a win-win outcome. Putting It All Together Sean also shares a memorable story from his first week in a procurement role. By aligning internally with stakeholders and skillfully bluffing the supplier (using the persuasion sandwich), he secured a €200,000 saving, timely delivery, and stakeholder buy-in for future projects. Sean's advice is to prepare meticulously, wield tactics thoughtfully, always trade and never move for free, and build genuine rapport. Whether you're in sales or procurement, mastering both strategy and tactics, and knowing when to use each, will set you apart as a true negotiation hero. Remember, the best negotiators seek to win, but they also strive to grow the pie for everyone at the table. Connect with Sean Sidney Become a Negotiation Hero by Sean Sidney  Sean Sidney on LinkedIn  Connect With Paul Watts  LinkedIn Twitter    Subscribe to SALES REINVENTED Audio Production and Show Notes by PODCAST FAST TRACK https://www.podcastfasttrack.com

In this episode, Lawrence and Alainta delve into the conservative movement of encouraging women to have more children. People often feel stretched too thin, emotionally drained,  and going through the motions with their lives. We discuss practical ways to transition from a state of survival to being fully present with the choice of parenting or not. From setting boundaries and redefining self-care to letting go of unrealistic expectations, this episode is all about reclaiming your joy and reconnecting with the moments that matter most.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

Welcome to Cincy Sports Scene Podcast Episode #136!

In this role-play session, Aaron Novello guides you through creative real estate solutions that go beyond price cuts—think assumable loans, ADU conversions, referral-fee tactics, and more. You'll see exactly how to handle seller objections real estate pros face and uncover seller motivation so every conversation moves listings forward.

According to research from Gartner, more than half of organizations have increased their investment in AI since 2023. So, how can you effectively leverage AI to improve GTM productivity and accelerate business outcomes? Riley Rogers: Hi, and welcome to the Win Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Chris Sargent, the director of sales enablement at BambooHR. Thank you so much for joining us, Chris. Before we get started, I’d just love for you to tell us a little bit about yourself, your background, and your role. Chris Sargent: Absolutely. Thank you for having me, Riley. Really excited to be spending some time with you today. So my background, I have been leading sales enablement teams for the better part of the last 10 plus years, and prior to that I was a sales leader and a sales individual contributor. So have spent a lot of time in both roles and really help companies scale. You talked about go-to-market strategies. My background heavily is aligned sales execution, focusing on how buyers can achieve goals and how selling and. Our ability to sell with a process with value can really be one of the greatest competitive advantages that we take to market. And in my current role at Bamboo, I oversee enablement programs globally across all of our different skill sets, all of our different segments. And really our mission here is to equip every seller and leader with the skills to tools and processes they need to win with confidence and consistency. RR: I love it. Confidence and consistency. That’s what everybody’s looking for. Well, we’re so excited to have you here. Especially as you mentioned, you know, you’re a pretty experienced leader and you have extensive experience spanning both the sales and the sales enablement side. And so you’ve probably seen the landscape change a little bit recently with the acceleration of AI innovation. So I’m curious, how have you seen the challenges that go-to-market teams face change as well? CS: Yeah, I think there’s been, you know, change is the, probably the important word there. One of the biggest shifts as it relates to specifically AI is I think the timing of AI aligning with just kind of a general trend in sales, right? That we’ve seen, I think in the early teens to the late 2019, even into 2000, 20, 21, economies were fantastic globally. Every organization had what felt like, in a lot of cases, unlimited budget to acquire tools and technology. And I think in a lot of ways that created probably some unintentional outcomes as it relates to sales. And in some cases it was a lot more of what I would call order taking versus what would potentially be a value driven sales cycle in a lot of cases, by no one’s fault, other than that was the nature of how buyers were buying at the time. So I think you take that. Component of that and then align that with all of those changes. Now with AI, I think one of the biggest shifts that most organizations and sales team members as individual contributors and leaders are dealing with is that AI is happening in real time. And not only is it happening in real time, it’s new for not only the individual contributors, but a lot of it’s new for managers, it’s new for enablement teams, even the buyers who are trying to figure out how do they leverage AI. So I think that challenge that we see is how do you understand and take the pace of AI innovation and your ability to adapt to that. And that means enablement specifically isn’t just about delivering training, but how are you actually building a culture that fosters the idea of ongoing learning experimentation across the board and cross-functional alignment to keep up with the pace of change while not sacrificing. What really the intended outcome of is that confidence and consistency in the rep’s performance because that desired outcome doesn’t change. How you may get there is what’s changing and understanding how to put that as part of your DNA as an enablement organization and handle that pace of innovation is gonna be critical. RR: Yeah, so we’re sort of in a perfect storm, right of change management in across a number of different areas. I think these are challenges that we’re hearing from a lot of our customers and just feeling in the market. I think you’re spot on with all of that, but rather than kind of lingering in our challenges, maybe let’s talk solutions. So in your opinion, what is Enablement’s role in helping GTM teams overcome these challenges and achieving more success amid these changes? CS: Yeah, it’s a very fair question, and I think this is the power of a really strong enablement organization because in that format and in that model, what you’re really asking enablement to do and what enablement should be doing is becoming the bridge between the new technology itself and the practical application at the rep level. So our role is to really translate what I would say innovation into that action. Our job is to make sure reps just aren’t aware of AI and it’s not just. Kind of a tool that they use on the side, similar to a Salesforce and outreach and a Highspot, for example. But they’re actually using it to be effective in everything that they’re doing in their day-to-day workflow. And I think about that in three core areas. And that’s how we’re trying to think about it is what are you doing to prepare? What are you doing in real time? And what are you doing post customer interaction that allows you to be better at your job? Because of ai and some of that’s customer facing, some of that’s internal. Really what I it means is we’re embedding AI into every existing process. We wanna build confidence through the training and reinforcement and giving managers the tools to coach around it. And I think that goes back to not losing our North Star of if the intended outcome is customers have the best buying experience and the reps are confident and have the ability to execute. That doesn’t change, but the modality to do it, we can make them better at their jobs, we can make them more efficient. We can create competitive advantages because of that. And it’s kind of rethinking not necessarily the intended outcome as much as thinking the journey that gets us there. RR: Yeah. I’ve heard it put as kind of like the job doesn’t change, but the way you do the work does. CS: Exactly. RR: We’re all still driving towards that North Star. We just have a little bit more tools in our toolkit to get there. CS: Yeah, totally agree. And I think that’s what every. Enablement organization. Every sales organization on the planet is trying to solve it right now, which is what does that look like? And going back to the challenge, I think the challenge in that is there’s desired state and then there’s what can actually be executed today, all while knowing what seems like every day, every week, every month there’s some new AI application that’s being launched. And how do you kind of take all of that noise and put it into a journey that aligns with not only your AEs and your reps and your managers, but really how do your customers wanna buy from you? RR: Yeah, and to your point, I think people are like clamoring for use cases. They’re trying to figure out how do we apply this? We have a vision, but how do we bring it to life? And so I know you guys have started putting in kind of the work to answer those questions and have started using some AI capabilities in Highspot to improve rep productivity and kind of streamline some of those workflows. So can you talk to me a little bit about how you’re using AI to elevate your enablement efforts and how that fits into your GTM productivity strategies? CS: Yeah. You know, I think there’s a few things and the beauty in that is, you know, we are fortunate enough to have an AI team that was hired about four years ago that’s led by a fantastic gentleman by the name of Alan Whitaker. And part of what we’re looking at is really aligning kind of the build or buy model a little bit. But some of the ways we’re leveraging this today is, you know, I think those core focus areas of how are we helping the rep be more efficient? And then how are we helping the rep. In real time, create a better buying experience and really help customers see the value of what it is that we do. We all know that we’re using AI, but also buyers are using AI and they have more access to information recommendations than ever, ever before. So there’s a few ways that we’re kind of leveraging AI in a current state, but also kind of hoping we get to from a desired state perspective. And we kind of look at that in a very pragmatic and phased approach way while also. Putting urgency and moving quickly. You know, I think about one of the most important things is we sell a platform and we sell, over the years have increased our ability and our product capabilities that go to market. And I think one of the things that’s really critical is in a lot of situations that’s being launched in real time on the back of other releases, and it’s really about guiding our sales team members to the right content at the right time, but also having that served up to them at the right time. We don’t have a lot of technical resources here. It requires in a lot of situations where we have a lot of high velocity opportunities at Bamboo hr. So it, it’s not even about coming back with information even a day or two later, because that could be too late. So one of the ways we’re leveraging this is serving up information at the right time based off of the rep’s ability to have a conversation in real time. It reduces time spent searching for content, for answers. It’s feeding that up proactively and it’s really increasing confidence in what our sellers need in the moment versus even, like I said, taking 30 minutes or an hour and coming back to that. One of the most powerful ways we’re also using AI is really how to engage. Data to better understand what’s resonating with our buyers and using those insights to fine tune our messaging and also which messaging we use. You know, one of the ways we’re currently leveraging Highspot, and it’s been extremely powerful for us, is understanding the content that makes the most sense, right? I think that the standard back and forth between most organizations and specifically marketing and sales is, hey, we’re creating content for you. Why aren’t you using it? And I think what. AI has allowed us to do is for reps to find information on content that’s been the most relevant at the right time. Highspot serves that up in a way that allows us not only to look at that in real time, but it’s recommending that also based off of what Highspot seeing on the backend from an analytics perspective being tied to the most revenue producing opportunities. That’s been a huge win for us in really increasing our rep’s ability to be faster, but also more accurate. Sometimes I think we just worry about being fast. It doesn’t help if unless we’re accurate. This has kind of allowed us to go down that model on both sides. RR: Yeah, it is hard to strike that balance when you know 30 minutes is too late, but. How are you gonna put together something strategic in such a short period of time? And I know one of the things that your team’s also kind of been leaning into a little bit is you mentioned on LinkedIn actually that continuous improvement is a big priority for you, and one of the ways that you’re using AI is with skill feedback to kind of support that ongoing learning loop. So how are you using that and how is that helping you, as you said, lean into continuous improvement? CS: Yeah, great question. I think one of the key things for us that’s been really, really indicative is about a year ago we kind of looked at our call analytics and call intelligence tools and wanted to see potentially if there was an opportunity for us to get a little bit more. Proactive in the way we were leveraging that to get insights, identify opportunities, and replicate things that were going well. And about six to seven months ago, even prior to me joining the organization, holistically looked and transitioned to what I would call an even more powerful AI enhanced call analytics to really not only capture real conversations. Allow it. The ability to provide things like real-time contextual feedback and use things like prompts to better understand why things were going well, but more importantly maybe where things weren’t going well. And what was really powerful in that is that was such a manual process for us before. And not only was it manual. It wasn’t necessarily consistent manager to manager, right? Some managers were better at it. Some managers had more time to invest just depending on the, the size of their teams and the amount of workload that they were working on. So instead of really waiting for a scheduled reviewer’s, shadow session, reps and managers could get real time guided insights and feedback so that when it came time for the actual coaching, it was very prescriptive. It was really, really, really powerful and it felt more individualized versus, Hey, we’re gonna have an enablement team come in and do a skill development session on, you know, executing a mutual action plan or getting access to key players. We could actually take that now to the individual level and focus on a skill development that made coaching more specific, more intentional, more timely, and ultimately more impactful for that skill development. Now, there is one thing that we are looking at as well, and we haven’t deployed this yet, but I’m assuming I’m not alone in this. Which is really, we have a pretty large sales organization all at different parts of their career. Also different managers at different parts of their career. And one of the things we wanted to do to, to drive more time for the managers to actually coach and spend time doing all the things they’re supposed to do, is we’re actually in the process of evaluating some AI role playing tools that use avatars. I know. That is not unique to us in any way, shape, or form, but when we think kind of along, like what’s happening now and what’s happening over the next two to three months, we’ll be deploying those to really also help the reps have a, a safe place and a consistent place to practice those skills. RR: Yeah. That’s so awesome to hear. I think, you know, sales coaching is one of those things that PLA teams everywhere, and so hearing that you can find these solutions that make you not only excited but certain in your programs is wonderful. And it really does sound like you’ve put together some very intentional programs to help your team succeed. And I think the data’s kind of showing that it’s working. We’ve seen that you’ve driven really strong engagement from your GTM teams, such as a 96% recurring usage rate of Highspot. So curious, you know, we’ve talked about the strategy. How are you then driving that adoption? Do you have any best practices you could share? CS: I think enablement teams each and every day and organizations are always trying to, you know, go through the process of how do I make the information or the programs or the projects or content that we’re taking to market actually be adopted and be used. And you know, I think one of the things that always has resonated with me, and I think about this phrase often, there’s a great enablement leader by the name of Roderick Jefferson, and many years ago, he gave a piece of feedback about the difference between training and enablement. And I’m paraphrasing this, so if anyone who knows this quote better than me, feel free to correct me. I believe he said, you train animals, you enable humans. And I think one of the things that always resonated with me about that then is if I want to enable someone, I need to get the lens of how they’re executing. And for us, that adoption, that 96% recurred usage in Highspot really started with making Highspot not only the single source of truth, but also putting it in a place where the sellers already live and breathe today from day one. It was critical for us that not only does every new hire here at Bamboo get trained to rely on Highspot for almost everything and have it not only live within that world, but for things like messaging, playbooks, objection handling, product updates, everything goes through there. But I also think it was more than that. One of the values that we’ve seen in Highspot is really our ability to have that proactive information fed at the opportunity level in our CRM tool. It allows the reps to get just in time information when they need it, but also when it’s most critical. Not only do we have the ability then to kind of. Indoctrinate them, so to speak, as a new rep. They’re also getting fed in real time, something that’s actually beneficial to them, and it’s proving its use case time and time again in real time, which has been a huge adoption ability for us. I think another thing. That has been super beneficial is going back to that adoption piece. We also cross collaborated and cross-functionally with other organizations like product marketing and product that absolutely see the benefit of that’s how their content gets used. So at the end of the day, the proof in the pudding and starting with that why and making it that single source of truth. We put it exactly where the reps live every single day embedded in our CRM. But when reps saw the tool and the action that it brought in saving time and helping them win that adoption started to follow naturally. And we continue. Every single week we have a reinforcement on content being placed out of there. It was a new muscle, and like any new muscle, we had to train that muscle. The good news is, is once we train it, we go to maintenance mode. And it’s been a much, much, much, much, much smoother process than when I’ve done this at other, other organizations where we were either under-resourced or underfunded, and we were really kind of rolling things out at a project level versus a programmatic level. RR: Gotcha. So it’s sort of that you can take a rep to enablement, but you can’t make them drink. You need to prove the value, and you need to be building for them. I think that makes a lot of sense. Thinking a little bit about doing the work, driving the adoption, how do you then measure success? What are the key metrics you track and then now moving into kind of trying to operationalize AI, how are you measuring that as well? CS: Yeah, very fair question. And I think this is also another thing, you know, this is my experience, been in groups with some really great enablement leaders across the board, and I feel like over the last several years, especially as that kind of transition to more. That value-based selling has become always important, but it’s become critical over the last several years with the introduction of ai, the different economic conditions and things of that nature. Every sales leader I talk to is really trying to measure the impact that their teams are having on the business and we look at it at a few ways here. I think we look at it from what we call some of our leading and lagging indicators. Specifically, we wanna see some of the early adoption and controls that we have there. So from a leading indicator perspective. We’re looking very closely right outta the gate. Whenever we launch a new program around things like certification rates, the usage data, early stage conversions, rates, some of that content engagement score, and then what we look at is the direct connection to the outcomes that happen, like stage progression, conversion rates, quota attainment, and sales cycle velocity. In my four months here, that’s where we’re really starting to drive and we’re starting to see a little bit more of those lagging indicators. As a business, we kind of have a core metric to maintain and also improve those conversion rates. So that was kind of the North Star, what we looked at from working our way backwards where, okay, what gets us to those things? And that’s where we looked at specific skills programs that we are running and we’re our rep certifying, were our managers certifying? Were they using the content that we created and did we see a correlation between those things and the performance? And we absolutely have, which has been really great for us to correlate a lot of that. To your second part of that question, as it relates to AI, I think we’re kind of looking at it from a few different ways. We are by no means the experts of AI measurement, but we, we have put some things in place that we’re looking at trying to get better constantly, which first and foremost is. Are we giving the reps more time to do more sales focused activities? So it, it’s one thing of it to create some time savings, but it’s also another thing to say within that time, did we help you be more intentional? Did we help you be more accurate? Did you use the right content or the right information? Or were you fed that in a way that helped you create a differentiating experience or a consistent experience in that engagement with a prospect or existing customer? When we can do that for at the rep level, we then want to drive AI driven insights on the backend to really look at how that impact coaching can take place at the conversational and the deal outcomes level. That’s the correlation. We’re kind of looking on that backend. Our ideal state would be able to also look at. How do we either add more propensity and volume to what our existing AEs are doing? Time savings is great, but what are you doing with that time on the backend, right? Is it, Hey, more time to go, you know, play ping pong down in the break room, which is always a great thing. I’m not saying that’s a bad thing by any stretch of the imagination. But it does allow it to be more intentional. It does allow us to be more powerful in the capacity of each of our reps. I always have heard a great quote from John Barrows, who I’m sure many people know. And one of the things I’ve heard him say specifically about ai, and I think about this as we measure AI, is really good sellers and really go to organizations that help their sellers. AI will augment what they do. Anyone stuck kind of in the old way of selling it will replace you in what you do. And I think that’s how we look at, how are we leveraging and augmenting that AI to look at the time savings, but long-term, how do we make it so they’re more intentional, more accurate, and produce some of those more outcomes at the individual level? And then how does that really embrace the impact coaching conversations on the backend? RR: Yeah, I think the lucky part of being kind of mired in all of this change is that we’re building our metrics as we’re figuring out what we can reasonably do. And so when you have that philosophy that you led with of Know Your North Star, ask the questions that will help you understand what actually drives there, and fill out those leading and lagging indicators as you’re doing the work. That’s gonna be a helpful philosophy, and that’s gonna get you through to figuring out those metrics. I’m curious too, as you’ve been looking at these indicators for AI and also just for your broader enablement programs, have you seen any particular business results with Highspot or any wins that you’d like to share? Things that you’re really proud of? CS: Yeah, I think there’s a few things, and I kind of break these down by kind of what I’d call some of those leading and lagging and I think, you know, some of them directly correlate to, to business outcomes. I think a few things that have really driven up is how our reps and how our team members are meeting customers where they’re at. But then I would also say on the backend, how has training and coaching improved because of that? And I think that’s a huge, huge, huge win for us. When I kind of look at over the last, you know, four to six months, some of the numbers that pop out I, I kind of. Share with you that I think are relevant? I think one of the really cool things that we have seen is we’ve seen a 91% engagement with our buyers, especially with external shares that’s gone up massively. I think we tracked something like we’ve had nearly 30,000 views during this window and period of. External content that customers were viewing, but also what they were sharing internally with other parts of their organization. We had no clue what was going on with content when we shared it before. And why does that actually matter? Because we started to correlate some of the in increase in in buyer engagement, the increase in some of the sales play views, which actually went up over 260% for us, up to 31%. That was so powerful, and I kind of think about that at the just in time level. One of the other things that that really resonated with us is the findability ratio, and from a content management perspective, historically prior to our engagement with Highspot and leveraging the AI, everything that was recorded with that. One of the major complaints that Bamboo got from a lot of our reps were, oh man, it’s really hard to find things when I need them. That just in time moment sometimes passes, as I mentioned earlier, and even if it takes me 30 minutes to an hour to send a follow up, sometimes I don’t have that. And we look at that findability ratio that we have of a seven. We saw our click-through rates go up dramatically. I think they went up 32% and the amount of items we had viewed as reps were going through the process of engaging a prospect in real time went up 14%. Why does all of that matter? Because I think as we looked at, okay, we’re giving you the right. Content and clearly it’s helping it create engagement with our prospects and customers. Does that, what does that engagement lead to on the backend? And one of the biggest things we found across certification and consistency across that was when you kinda look at some of the certifications we launched with AI across the board, and I’m focusing just in a Q1 of this year, we had two really big certifications. That were across the entire revenue organization, one of them being a skills related focus, and one of them being a specific platform product related focus. We certified 300 users in one, over 300 users in another one, and with the manual time that that would’ve had taken prior, we were able to save almost 220 hours from an enablement. Side with the AI, with only these two certifications. So scalability became a really, really important thing from an operational side for our enablement team and our managers who are typically having to do this at a very, very manual level. So why does all of that matter as a business? What we’ve correlated is our reps that are leveraging this in executing this are performing at about a 25 to 30% improvement level across their peers that maybe haven’t adopted this yet. So some really nice leading and lagging indicators of the power of AI and the power of what these tools can bring to the table. Are we perfect at it? By no stretch of the imagination, we still have some laggards that we’re trying to bring up, but we have seen some of those economies of scale grow with the reps that really have embraced this, and even some of the others that kind of, some laggards initially still have some of those, but the proof has been in the pudding there for us and, and it’s been a fantastic investment. RR: Those are I to begin. Incredible wins, great numbers. 30,000 views is incredible. I love the way you kind of told that story of how your wins compound. You know, you start with content, you make things accessible, all of a sudden your reps can use it, and now buyer engagement improves and then it just continues to grow and you have this feedback loop of continuous improvement To your point earlier. Many compliments. I know, as you said, you’re always moving, you’re always improving, you’re always growing. So in that spirit of continuous improvement, curious if you could talk to me a little bit about maybe what’s in the future, what is that potential long-term value of embracing AI for Bamboo, and how are you gonna continue doing so down the line? CS: Yeah, so I, I think for us, the intentionality there is really around scalability. It comes down to that one thing, the long-term value for us is scalability. That’s a little bit general in a response, but let me kind of give some context to that as to why scalability is important, right? AI is so fantastic. It allows our enablement team to support more reps, do it more personally without having to necessarily grow linear head count. And I think that’s a challenge. We’ve been, you know, our executive team, very forward thinking, thinks very much about those things and is very intentional about how we’re leveraging that to not only scale what we do, but do so in a very intentional and respectful and responsible way. Really when we think about what’s happening, so when I talk about scalability as well, it also is looking at it at the rep level and giving our reps access to the personalization at an individual contributor level for career development and coaching and guidance, but doing it at scale so we can consistently up level the team with really. Without burning out our frontline managers, our enablement resources, because the two most precious commodities that we view here at BambooHR are clearly our customers, but also our people. Those two resources are so vital and so important, so when we think about our. AI strategy and, and an enablement. It’s how do we create scalability with some of the unknowns that frankly exist today. Our organization has moved very quickly. We’ve kind of gone through a renaissance of our own, and there’s been a lot of changes, even just at the operational level here. Part of the way we look and are very intentional for scalability with AI is. What does AI allow us? Not only do today, but what’s coming down the road that allows us to invest in changes that we don’t even know about yet? And how do we continue to do that to scale human application across the AI intentional application? And that’s kind of how we’re looking at that. RR: I love that. I think it’s, you know, a great philosophy and I think it’s something that a lot of people are kind of gonna be embracing in the coming days. Just one last question for you. Speaking of that, you know, philosophies that other people can lean on to close, if you could give us one, maybe two pieces of advice for other enablement leaders who are looking to improve sales productivity with AI, what would that be? CS: Yeah, this is a, I feel like a golden ticket question that I think everyone’s trying to solve for. I think for me is, I think everyone has an AI initiative that I speak with. I, I, I doubt there’s any organization that isn’t looking at how to do that. But what I would say is don’t treat it as necessarily a separate initiative. I, I think about how do you embed it to an earlier comment to kind of bookend the, the conversation a little bit is it’s not necessarily, and, and to your point about. Changing the intended outcome as much as how you do it. So embedding it into your sales process, embedding it into your organizational processes. One of the things that was really helpful for us is we kind of took the visual representation of what an enablement team member does, but also if our customer, our internal resources like our sellers. What does the journey look like for them as they start their day, they start their interactions, they prepare, they engage. And then kind of that post-call, post interaction, what does that look like? And what we said is let’s map that out. And then we started small with one or two use cases that were kind of low hanging fruit that directly supported the productivity like. Surfacing the right content during calls or providing real call time feedback. And then what we really wanted to do is we really wanted to listen and we wanted to map out what did we think we could do now? What did we want the like ideal state to look like? And then we sat down and we asked our reps and we said. How are you performing along this? We have data that shows us how we think you’re performing, but what’s working, but more importantly, what’s not working and how do we make those shifts so that we can make sure that we’re actually making a difference? And I think the big key for us was it, we didn’t think about it and we kind of took a step back almost as like a tool roll out. And what we really wanted to make this about was changing behavior. It wasn’t necessarily about, oh, here’s this new AI tool. Go use it. Like we may have rolled out. CRM training. In the past it was what is the behavior change that is associated with this? And really that’s the best thing that we could do is make AI feel intuitive, make it indispensable, make it, build it into how your reps are working so that it becomes. Just like, almost like breathing. You don’t think about it, but you definitely feel it if it’s not there. And that’s kind of one of the things I always talk about is how do you embed AI, align it with that AI journey and how they’re engaging with the customer in a day in the life. And as you embed it in there, it becomes part of what they do and then they start to feel it when it’s not there. But that would be, that would be my biggest piece of feedback for anyone that’s looking at it, is don’t treat it as a separate initiative, embed it into everything that you do. Map it against how you expect your internal teams to work and you start to find the adoption follows. RR: Awesome. Well, this has been so wonderful, Chris, so insightful, and I think this is kind of the insights that people are really looking for. Thank you for listening to this episode of the Win Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

A foul beaked bird. WIN WIN! And the Gator Plunge! That's what Paul is BuZzin' about on this episode of The Daily BuZz!See omnystudio.com/listener for privacy information.

Chris for into real estate 34 years ago, and Lauren dives right in. It started by being exposed to his dad's commercial real estate buildings when he was younger. In the 90s, they built over 100 homes, profiting on each. When the 2008 crash came, though, things weren't good. He had A LOT of homes in his name. To get back in the game, and make good on what he owed, Chris bought a list and started calling. Now, Chris is focused on doing deals with his community members using what he's learned since the crash. Some of the community members are in Florida, which naturally piques Lauren's interest. Chris gives an example of the type of deal they do: single family homes sold via rent to own. Chris believes everyone should have a real estate coach. If you liked this episode, you'll also like episode 190: How Retiring at 44 Changed My Life.About Chris:Chris Prefontaine is a Rhode Island-based real estate investor, 7-figure coach, and CEO of Smart Real Estate Coach. He is a Forbes Business Council Member and a 3x Inc 5000 Honoree for Fastest Growing Company. Over the last 17 years, he has coached over 30K individuals and engineered more than $75M in transactions. Connect with Chris:https://www.linkedin.com/in/chrisprefontaine/https://www.instagram.com/chris.prefontaine/https://wickedsmartacademy.com/mastersclasswickedsmartbooks.com/LaurenConnect with Lauren:https://www.realadultingiseasy.com/⁠⁠⁠https://twitter.com/AdultingIsEasy https://www.instagram.com/adultingiseasyreal/About Lauren:Lauren Keen Aumond is passionate about personal finance. She hosts the Adulting Is Easy podcast, where she helps make adulting easier for listeners by making money easier. Lauren became a millionaire at age 31 through high income, investing in stocks, and owning and managing real estate. She was able to leave her 9-5 at age 33 and now manages her short- and long-term rentals on the west coast of Florida with her husband. For fun, Lauren plays tennis, spends time with her family, drinks red wine, travels, and boats.

In this solo episode,  Lawrence dives into America's growing obsession with credit card debt. From everyday spending habits to the systemic forces driving high-interest borrowing, he book explores how credit cards have become both a financial lifeline and a burden for millions.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

In this episode (the last of Season Two), Dr. Pensa  sits down to speak with a plaintiff's attorney. However, her guest, Chad Englehardt, is not your average plaintiff's attorney. Chad is a highly lauded attorney, law professor, and advocate of Rick Boothman's Michigan Model (for more on that, listen to Episode 13 of Season Two.)  We talk extensively about CRP (Communication - Resolution) programs, patient safety, and the dysfunction of our current legal system, which re-traumatizes patients and clinicians alike. If the first rule of medicine is 'First, do no harm,' then he feels the second rule in medicine, and the first in law, should be: "Do no further harm." We also talk a bit about third party investors and litigation funding (which we have not yet covered in the podcast, but is of great importance...we'll revisit it!) During the course of our conversation, Mr. Englehardt mentions two books: "Win - Win" by Rebecca Sposita, Esq "Gain Without Pain" by Greg Hammer, MD You can reach Chad via email at chad@cmtjustice.com.  We'll be back in a few months with the start of Season Three!

With all the topwater bass fishing lures out there, what topwater lure is BEST for bass fishing? In this video Debos Fishing & myself dive DEEP into the topic of topwater fishing for bass, and explain the exact purpose behind each lure, where you should and shouldn't throw it, and WHY topwater is worth your time as an angler!Learn about Supreme Lending Dream Team - https://bit.ly/DreamBigHBHellaBass LIVE now BOOSTED by Power House Lithium - https://bit.ly/HB-PHL▼ Tackle & Fishing Gear Links from this Video:Shop Topwaters at Omnia Fishing - https://omnia.direct/tpwterShop Frog at Omnia - https://omnia.direct/Frogs—————————————————————————▼ SAVE MONEY & SUPPORT HELLABASS ▼Get 15% off at ARSENAL Fishing w/ code: HELLABASS15 - http://bit.ly/ArsenalShopGet 15% off at OMNIA Fishing w/ code: OMHBMJ283 - https://omnia.direct/HBOmnia——————————————************************** #HellaBass #BassFishing #PodcastDisclaimer: Some of the links in this description are affiliate links. If you make a purchase through these links you'll help support this bass fishing channel at no additional cost to you. Win/Win! Thanks

According to research from G2, 63% of buyers like to be introduced to new products or solutions. So how can you effectively equip reps to sell your new offerings so they can turn that interest into real business impact? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Danica Bangert, the senior director of revenue enablement at ProducePay. Thank you for joining us, Danica. I’d love for you to tell us about yourself, your background, and your role. Danica Bangert: Thanks Shawnna for having me. It’s great to be here to talk through this subject. I think it’s very relevant in today’s world and especially in this world of AI and new things that are always coming for a lot of our go-to market reps. But like you mentioned, I’m the senior director of revenue Enablement at Produce Pay. I spent the last decade. In, you know, high growth SaaS companies like Zendesk, like Gong, and now kind of in the FinTech world, in the produce industry, where I get to kind of bring a, I would say, more modern enablement strategy to a very traditional industry, which is unique. And I’m really passionate about enablement in general, having come from the individual contributor side, having done sales and now moved to the enablement world. So love scaling, you know, sales teams and sales enablement teams with, for me, a lot of it’s around frameworks. A lot of it’s around consistency, messaging, and you know, programs like you said, that drive real behavioral change and not just kind of check boxes for enablement. SS: We’re excited to have you here, Danica and you actually recently were featured in an article that offered a glimpse into a day in the life of an enablement leader. Can you tell us what this looks like for you at ProducePay, and what are some of the key initiatives you’re focused on driving as an enablement leader? DB: Yeah, well, no two days are the same, especially a startup. So I’m sure many of our listeners can agree to that point, but especially navigating rapid growth and change is something that I deal with. So some days I’m deep in strategic planning and prioritization, figuring out how to scale things like the onboarding program, if we’re in a hiring phase. Or in my case a lot more is on field execution. So how do I balance the ever boarding for the different roles and different teams in the field? And then other days I’m building hands-on, right with the team, whether it’s tightening our messages on current products, building, you know, LMS courses and certifications for, you know, programs that require maybe a little less behavioral change. Launching, you know, competitive plays or just in general refining manager coaching motions. So I think it’s a mix of thinking big to collaborate with my cross-functional partners, but also for me rolling up my sleeves and helping the team. I. SS: And one of your key initiatives I know, is enabling reps to effectively sell the new predictable commerce program. What are some challenges that reps might face when learning to sell a new solution and how have you been helping your team overcome them? DB: Yeah. Like you mentioned, one of our biggest initiatives is driving adoption for our predictable commerce program. In our case, it’s a offering that gives a bundling almost of our services. It is a definite. I would say new product, but it’s really a shift in how we have gone to market in the past. And of course in that case, enablement has been critical in translating that into something that the field can actually execute on. So, you know, trite as it sounds, the analogy of building a plane while we’re flying it is. Is certainly something that we have to balance here at ProducePay. So we’re figuring out what the motion is to sell, to market this offering, this product, but at the same time, to try to go to those, go to market teams and give them what they need to get in front of customers during the right cycle, during the right part of the customer journey. And so for me and my team, we focused on. A lot of the like packaging of what is that narrative? And the challenge there is designing it to be really prescriptive and make sure that there’s action against, like how can we actually put these pieces into place and embedding it into the different motions that we have in our enablement cadence today. Things like onboarding or on our ongoing coaching and things like that. So it’s so for me it’s about consistency. It’s about clarity of the message for things like new product offerings and giving people the confidence they need to go and speak to their customers or their new business prospects about that potential value. SS: I love that. Consistency, clarity, and confidence. I think those are fantastic things to drive for your sales team. From your perspective, what unique value does an enablement platform provide though when it comes to equipping reps to effectively sell a new solution? DB: Yeah, I mean, for us, it’s about change management, right? Because change management is a big one, and I think when you’re asking sellers to pivot the way that they’ve always sold something, or you have to communicate and over communicate, oftentimes the why, giving them the space to either practice. Or create quick wins or come back to being intentional and being aligned. We really need to be able to have the tools in order to do that. Of course, you know, Highspot helps us along our journey with this in order to enable against any sort of initiative. So for us it’s been a game changer. Right? And it’s a critical, I think, central source of truth, but more importantly, it gives the reps. What they need in their flow of work. I’m very big on like operating in the operating rhythms of the go-to market teams and the tool sets that they’re in. So whether it’s. Pitch decks, talk tracks, objection handling. It should all be at their fingertips. And so, you know, we’ve also leaned into those components. We’ve leaned in heavily to Digital Rooms specifically because of our use of those with our customer. So in customer facing, we can use those Digital Rooms to guide reps kind of through that structured buyer journey and kind of ensure consistency across those touch points. SS: I’d love to actually double click into that because as you mentioned, I know you’re leveraging digital rooms to help reps land the new solution. What are some of your best practices for leveraging Digital Rooms and how are you planning to use them to drive success of your new solution launch? DB: Yeah. One area that, like I said, we’ve really leaned into Digital Rooms. Like I said, it’s not just about the content sharing, it’s about creating this guided. Buyer experience that really mirrors how we want the reps to have conversations. With our customers, especially for us post initial sales, right? A lot of times we see our customer success team who is going in there. There’s so much for us in terms of our product and our offering that they have to be able to anticipate and really guide the customer through when they’ve already signed up with us and become a member and start to utilize our products and services. So we really wanna make sure that they feel equipped to have the conversation, the CSMs, and that the customers don’t have any surprises, right? So that anticipation and the use of guiding them through that journey in digital rooms is really important. So for us, each room is really tailored to the stage of the deal. And for us, post-sales, that curated content is really important and which is why it’s a huge piece of the multi-threaded sales, post-sales journey and, and use utilizing that live on the call with our customers. So from the sales leadership perspective, I think it also gives us visibility. When we think about using the digital rooms, and we can see when a buyer ultimately engages, when a customer engages with it, what they’ve clicked in that room, what interests have been spiked and what drops off. Ultimately, that helps us kind of coach the reps that are using those, our CSMs that are using those in real time and kind of adjust the strategy and what we’re seeing in terms of, you know, buyer disengagement. So, you know, we’ve used the Digital Rooms, especially with our new product offering and ultimately with our current offerings, some of our products that have been around for a long time that are really consistent and that we know we need that customer success support for. So that making sure everyone is kind of aligned in the interactions. SS: Amazing. You touched on visibility and when I think about that, I immediately think about kind of the underlying data behind that. How are you leveraging data to continuously optimize and improve your enablement programs? DB: Yeah, I mean, data’s so important. And of course we’ve seen real results in just utilizing those kinds of capabilities. Shorter time to first deal, or in our case, like higher attach rates for key products. Are things that I would wanna look at, um, and that we’ve seen impact for, from a lot of our enablement programs, but especially this, when we think about post-sales on new products or post-sales on existing products, I would say stronger deal progression is something I wanna look at and utilize the tools sets for the field. But you know, we also track field readiness scores. And you know, since rolling out things like our multi-product offerings and this type of program using, you know, Highspot and coaching cadences, we’ve seen a pretty significant lift in rep confidence and kind of tying that into pipeline conversion. So a lot of things that we’re looking at there. SS: Amazing. And since implementing Highspot, what business results have you achieved and do you have any wins you can share? DB: Yeah. I mean, I would say, again, just looking at the engagement piece, you don’t have to go crazy, right? And especially with tools in general, but Highspot especially, there’s so much you can do in the tool itself that I think it’s important to think about, like the basics. And if you wanna start off with just attributing your enablement success to engagement. That’s absolutely okay. Right. You don’t have to go as far as, okay, let’s tie in directly to the deal conversions or to the qualified pipeline, or to the close rates, or to the a RIO or whatever it is that you’re measuring, right? It’s okay to go straight to, you know, engagement. It’s okay to go straight to rep confidence, like some of those are easy, big wins. And for me, with a smaller team in terms of enablement and also a smaller go-to-market team. You know, that’s something that still gets me buy-in and alignment with my team. So with at least these tools getting, you know, an 18% lift in rep engagement, even just looking at some of the numbers today, like those are good for me. SS: I mean, to your point, it’s about the, the people and, and you’ve mentioned this, you mentioned this in the article, that enablement isn’t just about tools or processes. It really does come down to the people at the end of the day. And how do you keep your people and their needs at the center of your enablement strategy? DB: I think keeping people at the center of enablement strategy is easily done by just remembering that we are dealing with people, right? Sometimes we forget in this world of Zoom and post COVID, like we’re always on, you know, our laptops we’re always on, in general, in emails or in slacks, or in messages, et cetera. Zoom, especially, I think it’s easy to forget that there is a person on the other side of the screen. So much so in even podcasts, right? So we’re always looking at that, I think from a numbers perspective, but coming back to building relationships, right? We get into the roles we’re in, or the companies that we work for because of the relationships we have and the communities that we built behind. So I think it just comes back to remembering that there’s humans involved and what do people care about most is building those connections. So not just, you know, they’re not just numbers, they’re not just APIs or metrics that there’s people behind it. SS: Yeah. Absolutely. Absolutely. Danica, last question for you. If you could give one piece of advice to enablement leaders preparing to roll out a new solution or a new product offering, what would it be? DB: Hmm. This is a good one. I think for me, it goes back to what I just mentioned in terms of even metrics and maturity level. It’s okay to be a team of one. It’s okay to start small, don’t chase perfection. I would say chase adoption. Right. Your content, your programs, your tools, they only matter if people actually use them, that they’re engaged with them. So keep things simple, keep things repeatable and tied to the major business outcomes of, you know, your industry, your business, and just never forget that the best enablement is built with the field, not for them. SS: I couldn’t agree more. Danica, thank you so much for joining us today. You landed some fantastic advice for our audience. DB: Awesome. Well, thanks for having me. It was great. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

There's an easy solution for patients who can't afford treatment: membership plans. In this episode, you'll learn how to structure your plan, price it so patients sign up, and get your team on board.The DPH coaches share what's worked in their practices and easy mistakes you can avoid, whether you're creating a plan or revamping one you already have. Tune in for tips to build a plan that keeps patients coming back and feels like a win for everyone!Topics discussed in this episode:Why membership plans are good for your practiceHow membership plans benefit patientsPlan structures and pricingHow to get team buy-inMarketing and getting patients to sign upTo download the Membership Plan Documents mentioned in the episode click here! Text us your feedback! (please note: we cannot respond through this channel)) The 2025-2026 DPH Mastermind is now taking applications! Make this the year you decided to create the practice you've always dreamed about!Take Control of Your Practice and Your Life I help dentists take more time off while making more money through systematization, team empowerment, and creating leadership teams. Join the DPH Hero Collective and get the tools, training, and support you need to transform your practice: Team and Doctor Training for every aspect of Practice Management Comprehensive Training: Boost profit, efficiency, and team engagement. Live Q&A Sessions: Get personalized help when you need it most. Supportive Community: Connect with practice owners on the same journey. Editable Systems & Protocols: Standardize your operations effortlessly. Ready to build a practice that works for you? Visit www.DentalPracticeHeroes.com to learn more.

In this episode, Rachel introduces John Swartout, who is a political powerhouse (don't let that deter you- his stories are really interesting). During last week's CPW Commission meeting, Commissioner Robinson asked what it was people wanted the commission to do from a policy standpoint. John answered and it was powerful.I also talk a little (sneak listen alert) about my historical fiction piece. Gulp.This episode is brought to you by Adam Rose at Illiff Custom Cabinetry. Find him on The Facebook, man.Don't forget to check your cows, check your fields, and check your neighbors. It matters.

In this episode, Lawrence and Alainta dive into the dynamic world of travel—how it's changing, the variety of ways people are exploring the globe, and the latest trends shaping the journey. From solo backpacking and digital nomadism to luxury eco-tourism and space travel on the horizon. We also explore how technology, sustainability, and shifting global priorities are transforming how and why we travel. Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

In this role-play session, Aaron Novello guides you through creative real estate solutions that go beyond price cuts—think assumable loans, ADU conversions, referral-fee tactics, and more. You'll see exactly how to handle seller objections real estate pros face and uncover seller motivation so every conversation moves listings forward.

Welcome to The Deep Dive, where we take source material from the field and extract the gold so you can put it to work in your chiropractic practice.In this episode, we dig into:Why even the best chiropractors struggle with team leadershipThe top 7 leadership mistakes killing performance and moraleWhat real-world doctors are doing right now to build stronger teamsHow to lead with a servant mindset that fuels growth and engagementPractical strategies you can implement immediately:Ask better questions (“What do you need from me?”)Align KPIs/KPAs with individual motivationsCelebrate wins in public, not just silentlyUse gamification, shared reading, and strengths-based role placementBuild a culture where your team feels ownership over the missionIf you're tired of juggling it all alone and want to build a team that wins with you—not for you—this episode is a must-listen.Brought to you by Five Star Management, chiropractic's trusted source for leadership, systems, and practice growth.Want help building your own Win-Win Team?

Join me in a raw and real conversation with Greg Christensen, host of CMMS Radio, as we dive into why genuine win-win situations are so elusive in business. Greg shares insights into maintaining integrity, navigating the complexities of rapid growth, and staying focused on adding real value. Whether you're leading teams, managing facilities, or scaling a business, Greg's perspectives on accountability, intentionality, and authenticity provide actionable takeaways to keep your mission clear and impactful.

In this episode, Lawrence shares his out-of-the-office thoughts in preparation for his vacation.  From unexpected insights to rediscovering lost passions, personal thoughts on how time off can bring clarity, creativity, and a fresh perspective.Wait, what's a Financial Griot?The Financial Griot is a play on two words (Finance + Griot) that hold significance in closing the wealth gap while embracing our differences. Alainta Alcin, Lovely Merdelus, and Lawrence Delva-Gonzalez share their perspectives on current events that impact your personal finances and wealth mindset. In the New York Times, Bankrate, and other publications, the hosts share the stories that others don't. Stories about growth, opportunity, and even Wars. Beyond that, we tie it back to how it reflects on your finances. Specifically, we teach you how to become financially literate, incorporate actionable steps, and ultimately build generational wealth.Can you imagine being a Millionaire in 20 years or less?Yeah, it's possible. Eighty percent of millionaires are first-generation, meaning they didn't inherit wealth. We teach you how. Join a community of subscribers who welcome a fresh take on money.So there you have it, The Financial Griot, or TFG for short. The hosts amassed over $3 million in wealth in about eight years and are on track to retire early. We will gladly share the secrets if you want them, since the opportunity is abundant and a Win-Win.Find the TFG Crew Hosts on Instagram: Alainta Alcin - Blogger, Travel and Money Enthusiast https://www.linkedin.com/in/alaintaalcinLawrence Delva-Gonzalez, Financial Foodie and Travel Blogger @theneighborhoodfinanceguyLovely Merdelus - Entrepreneur and Small Business Growth Specialist @lovelymerdelus

Dr. Angela Jackson discusses her book "The Win-Win Workplace," advocating for moving beyond traditional zero-sum work environments to create workplaces where both employees and businesses thrive. She emphasizes listening to employee feedback, embracing whole-person identities, reimagining benefits, and fostering ownership mindsets to drive productivity, retention, and bottom-line success.   TAKEAWAYS Listen to employees regularly and act on their feedback to build trust and engagement Support the whole person by acknowledging employees' full identities and life circumstances Create personalized benefits that address real needs rather than generic one-size-fits-all packages   A QUICK GLIMPSE INTO OUR PODCAST 

Stop chasing tactics — strategy is what wins big deals. In this episode, Patrick Tinney reveals the truth behind successful negotiations: it's not about clever tricks or aggressive tactics — it's about strategy. From navigating high-stakes deals to mastering leverage and risk management, Patrick shares the secrets that have helped him close hundreds of millions of dollars in deals. You'll learn why most people fail in negotiations, how to avoid the “split the difference” trap, and how to build trust without sacrificing profit. If you've ever wondered why some deals fail while others succeed, this episode will show you how to become a truly strategic negotiator. Connect with Patrick Tinney ⁠Buy Patrick's book: "Unlocking Yes" on Amazon⁠  ⁠Follow Patrick Tinney on LinkedIn⁠ ⁠Centroid Training & Marketing LinkedIn page⁠  ⁠Centroid Marketing website⁠  Contact ANI ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Request A Customized Workshop For Your Company⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Kwame Christian on LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠negotiateanything.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Click here to buy your copy of Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life!

Aaron and John talk about the Twins climbing out of an early hole with a double-digit winning streak for the second straight season, the decision to remove Simeon Woods Richardson from the rotation, the scary Byron Buxton-Carlos Correa collision, and the relievers rounding into form alongside the thriving starters.

James Seltzer and Eliot Shorr-Parks discuss the benefits of Dallas Goedert returning to the Eagles on a one-year contract for 2025 and react to AJ Brown's viral proposal from over the weekend. Presented by betPARX Online Casino and Sportsbook App.New customers DOWNLOAD NOW and get up to $ 1000 dollar casino bonus back if you're not a winner in your first 24 hours.Visit betPARX.com for terms/conditions. You must be 21 and in Pennsylvania, New Jersey, Maryland, Michigan or Ohio. Gambling problem, 1-800-Gambler. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices