Insight Challenge eBook


Published on

Meet Charlie Cooper. He’s a seasoned sales rep who just lost his biggest client. The head of sales is telling him to sell higher, engage earlier in the buying process, and lead with insight. Find out how Charlie takes on the “insight challenge” and learns how to have a conversation vs. deliver a presentation. And look for future installments of The Charlie Chronicles.

1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Insight Challenge eBook

  1. 1. 1The Insight ChallengeThe First Installment of the Charlie Chronicles© 2013 DSG Consulting. All Rights Reserved.
  2. 2. 2The Charlie Chronicles: The Insight ChallengeMeet Charlie. Charlie Cooper is a seasoned sales rep at Centrift Systems,Inc. and is just arriving at his annual sales conference. He’s a40-something who’s been with the company for 10 years andmade his quota nearly every year. “I wish I could skip the pep talkthis morning and get an early tee time with the guys,” he thinks.This mood reveals that, while Charlie has had success in the past,he’s been on auto-pilot for the last several years. He’s reliedon established relationships, conventional approaches, and hispower of persuasion to make his numbers each quarter. This hasbeen okay for Charlie but not ideal for Centrift, as Charlie targetsdepartmental levels in the existing base instead of pursuing newand larger opportunities. And, if Charlie is honest, especially ashe looks at his pipeline for the next year, he would realize that it’sbeen harder and harder to hit his numbers. In fact, he’s waitingfor an e-mail from his biggest client to confirm he hit his numbersfor Q4 as everyone sits down for the keynote from the EVP ofSales, Paul Stanton.Living in a Virtual World(about to check phone for info on his big deal)Top Performer(but on auto-pilot)CharlieQ4 Pipeline
  3. 3. 3The Charlie Chronicles: The Insight Challenge “Hey Charlie,” his buddies say as he finds hisusual table of friends, “did you get any word fromGeorge about the contract renewal?” “Thanks for asking, man. I was…” At thatmoment his phone buzzes with a new e-mail. “DearCharlie, etc., etc…Thanks for coming by recently, etc.,etc…I know we’ve been tight for many years…but I’msorry to tell you, etc., etc….Please touch base withme next year, etc., etc..” “Holy #$%&!” Charlie says. “What?” hisbuddy asks. “I just lost my biggest client.” “Man…sorry bro!” Just as Charlie starts toexplain the e-mail, Charlie’s boss’s boss begins tospeak so he does his best to keep his cool.
  4. 4. 4The Charlie Chronicles: The Insight Challenge “I’m proud to be the Sales Leader of Centrift,” Paul starts out, “a company with one of the longesthistories in the industry. We’ve enjoyed many years of steady growth. But, as many of you have sensed,our competition has intensified, our margins are tighter, and our products are in jeopardy of becomingcommodities. So it is time to innovate and seize this opportunity.” Charlie shifts in his chair a bit. This isn’tthe kind of tone he is used to at these conferences. Paul continues, “The game has changed. If we want growth we must sell higher in our accounts; wemust sell earlier in buying cycles; we must lead with ‘insight,’ not functions and features.” Charlie is reallylost now. But, he notices Paul really has everyone’s attention. You can hear a pin drop in the meeting room.Sell HigherEngage EarlierLead with InsightHere we goagain... Im gladIm retiringI wonder if myluggage arrived
  5. 5. 5The Charlie Chronicles: The Insight Challenge “So what do I mean by this?” Paul says as he opens up a few slides. “First, you must understand themarket better. There are drivers, trends, and pressures that present great pains and opportunities for top-level executives. Second, you must understand your audience much better. We will be challenging each oneof you to reach much higher in the organization and know the buyer personas like the back of your hand.Buying cycles typically end up in the hands of C-level executives, LOB leaders, and other stakeholders. So,with those two components,first, market knowledge and second, customer knowledge,you will be well on your way to leading with ‘Insight.’”There was that word again! Charlie leans over to his buddies now with a look like, “What the heck is goingon here?” They just shrug back and look as bewildered as Charlie.
  6. 6. 6The Charlie Chronicles: The Insight Challenge “What is ‘Insight’?” Paul asks rhetorically. “First of all, executives do not want to hear that yourproduct is ‘groundbreaking’ or see 50 slides on the inner workings of what you are selling. They are lookingfor engaging conversations that are relevant to their world, their business, their competitors, their markets,etc. Executives dont want to be asked whats keeping them up at night. How should they look at thoseproblems? Which opportunities should they pursue? Which risks should they avoid? I read a HarvardBusiness Review article that put itthis way: ‘Rather thanfinding out how yourclient’s executivescurrently view theproblem, determinehow they should viewit.’” Charlie was nowmentally going throughhis roster of top customers.“They are too low-level toeven think about aconversation like this,”he thinks to himself.Traditional solution selling is based on the premisethat salespeople should lead with open-endedquestions designed to surface recognized customerneeds. Insight-based selling rests on the belief thatsalespeople must lead with disruptive ideas that willmake customers aware of unknown needs.July - August2012
  7. 7. 7The Charlie Chronicles: The Insight Challenge “I know we have a big agenda today. So letme net it out for you with a practical checklist asyou generate new insights for top-level executives.A good insight should: (1) be verifiable and factual(executives appreciate specifics), (2) challengethe current mindset or approach that executive isemploying or considering, (3) evoke certain emotionsfrom the executive (skepticism, curiosity, disbelief),and (4) elicit a response like, ‘isn’t that a problemthat I should be addressing?’ Paul pauses and goesover each one as the still-subdued crowd looks onand calculates what it would mean for their book ofbusiness. “Our new CMO, Laura Oliver, has a verydetailed roadmap to take us forward. After the break,she will go deeper into this topic. I trust our strategyfor next year will become a part of our new culture.With her help, I know we will be hearing great storiesfrom the field.”Verifiable?Challenging?EmotionalConnection?Elicits aResponse?Insight Checklist
  8. 8. 8The Charlie Chronicles: The Insight Challenge Charlie and his buddies sit frozen through the rest of Paul’s segment. At the break, Charlie jumps outof his chair and makes a beeline for Paul (VP of Sales). Charlie has known Paul for 10 years, so he feels like hecan be direct with him. “Paul, what’s going on here?!” Charlie asks. “I know my customers, and they buy arelationship with me, not ‘whatever-you-were talking-about’ up there.” “Don’t worry, Charlie!” Paul responds. “You are in good hands with Laura. She’s a true sales enablerand won’t just dump a bunch of marketing-speak on you. I specifically asked her to invite you to herupcoming sales messaging workshop so you could be a part of her core team.”Paul waits as Charlie stands there tongue-tied.Charlie is thinking about how he just missedquota for the first time in 10 years andhis pipeline isn’t that great either.Maybe this is an opportunity? “Okay, Paul. I’ll give you the benefitof the doubt. But, if I don’t…” “Good, Charlie!” Paul interrupts. “I knewI could count on you. I’ve got to run.” As Paul walksaway, Charlie shouts out one final question.“Hey Paul, what the heck is a sales messaging workshop?”What have Iagreed to?
  9. 9. 9The Charlie Chronicles: The Insight ChallengeMeet Laura. Laura Oliver comes with a strong resume from multiple past roles,including Centrift’s competitors. The last CMO only lasted 11 months beforethey fired him. She knows that comes with the territory. Yeah,she has some things to prove here and she’s used to a challenge.Laura knows how to bring the right players to the table andfacilitate good alignment. She’s a change agent, a gamechanger, a…Oh! The last of the attendees have arrived at her firstSales Messaging Workshop, so it’s time to ‘turn it on.’ She starts her opening session by saying, “Willwe keep relying on selling more and more products forgrowth? As our margins decrease, I know many areforced to sell more and more just to maintain theearnings you had the previous year. We will notsustain our business that way. The game has changed. We wantexponential growth. And if we want exponential growth, we must capture thevalue of solving higher level problems—problems faced by the top levels of acustomer organization.”Change Agent(ready to tackle challenges)LauraEngaging(initiates great dialogue)
  10. 10. 10The Charlie Chronicles: The Insight Challenge “I’m sorry, Laura!” Charlie interjects. “I’m confused. I’m starting to get ‘what’ you want, butdefinitely not ‘how.’” Laura doesn’t appreciate being called out so early in the process, but decides touse the objection to her advantage instead of getting defensive. “Yes, Charlie. Tell me if this helps.” Shesearches quickly and presents a slide. “Insight is like a meal you might make in your kitchen. And like allgood meals, you need a recipe book to know‘how to make it. So over the next few days we are going to make that recipe book. That’s why we have broughttogether our best thinkers and leaders across sales, marketing, and products to capture their insights. Wehave also brought in outside resources.”
  11. 11. 11The Charlie Chronicles: The Insight Challenge At this point Laura (CMO) introduces Ben, the sharp sales messaging consultant she’d worked within several previous sales enablement programs. Ben and Laura have great synergy. Ben drives the processand facilitates the collaboration. Laura maintains good sponsorship for the project and challenges theteam to create better than ‘me-too’ messaging. “With your help, Ben will be creating our recipe book or‘playbook’ that will include ‘conversation-ready’ content in 3 core areas:What to Know (before the conversation),What to Say (during the conversation),What to Show (during the conversation).How does that sit with you, Charlie? Would thatbe of value to you as you prepare for meetings?” “Well,” Charlie says, “considering thefact that I wing it half the time, I think thismight help a bit!” Everyone laughs as Charlielightens the mood with a little self-deprecating humor.BenDrives the Process(facilitating collaboration)KnowSayShow
  12. 12. 12The Charlie Chronicles: The Insight Challenge “Thanks, Charlie! Listen everyone; let me drive home a previous point about ‘conversation ready.’”Ben says. “We are going to avoid the trap of building a playbook focused on ‘one-way communication.’While playbooks should be thorough enough to provide adequate preparation, their purpose is not torehearse a monologue. Rather, reps can use them to review the content shortly before the meetingto get ready for an engaging dialogue between a sales rep and an executive. It’s not a monologue. It’sa dialogue. It’s not a pitch. It’s a process. It’s not a presentation. It’s a conversation.We willinclude an actual conversation plan template as one way to do this. (Ben shows an example.) Reps canuse the conversation plan to tailor messages, questions, and materials going into the customer meeting.”Conversation Plan Name:Key Trends Why Change? Why Now? Why Centrift? Next StepsHeres one of thepractical toolsyou can use
  13. 13. 13The Charlie Chronicles: The Insight Challenge So Ben leads the team over the next few days building, arguing, and collaborating. Sometimes thegroup is as quiet as the public library. Other times it is like a WWF cage match with participantsdebating key issues. It’s important for Laura to get a quick win early on in her new role at Centrift, soshe wants to keep things positive. During breaks, she coaches Ben to facilitate in a way that allows gooddebate without letting any particular person dominate or squelch new ideas. They get through the ‘Whatto Know’ section by identifying several key market trends and some key insights around them (thanks tosome key marketing leaders who attended). The customer-facing sales people give good case studies thathelp provide the ‘What to Say’ content that is tailored directly to the key audience profiles they identify. Then they go to the ‘What to Show’ section. Everyone quicklygrabs their favorite slide decks and start toask for the projector cable. “Hold on, everyone!” Laura interjects.“I had something else in mind.”HI-YA
  14. 14. 14The Charlie Chronicles: The Insight Challenge “During the last few years, Ben has been developing an approach that uses a whiteboard vs.Powerpoint to drive a conversation. It quickly establishes the meeting as a two-way dialogue as peoplestand up, move around, and craft a meaningful dialogue. This puts an end to a conventional one-way‘show and tell.’ The whiteboard is used to provide a framework or a model for the executive;problems are shown and solved through a picture.” The whiteboard makes Charlie think of aclassroom, but he quickly sees how this tool brings an ingenuity and originality to executive conversationsthat his conversations often lack. “So Ben, I’ll let you get everyone started.” “Thanks, Laura! Everyone stand up and go to your assigned whiteboard as we start to brainstormabout what kinds of models, pictures, etc., will capture common problems. Our models need to besimple, compelling, and present enough flexibility for your customers to adapt them to their specificenvironment. Here are some basic ideas I’ve collected from over the years.”vs.Engaged AsleepSlide 631blah blabity blahblah blah blah blabity blahblah blah blah blabity blahblahblah blah blabity blahblah blah blah blabity blah blabity blahblah blahStep 10 Step 11 Step 12 Step 13 Step 14blah blabity blahblah blah blahblabity blahblah blah blahblabity blah blahblah blahblah blabity blahblah blah blahblabity blahblah blah blahblabity blah blahblah blahProcess fromslide 645blah blabity blahblah blah blah blabi-ty blahblah blah blah blabity blah
  15. 15. 15The Charlie Chronicles: The Insight Challenge It is quite amusing to watch PowerPoint button-pushers try to become the DaVincis of sales. There aremodels, stick figures, and bullet points. People trademarkers and try to find a central visual framework. Lauraand Charlie grab 10 minutes in the back and study afew kernels from the top 3 groups and start doodlingon Laura’s pad. “Okay, everyone, let’s bring things backtogether,” Ben says. “Laura and I have seen some goodthings and have some ideas of our own.” Laura then takescenter stage. She explains what she calls the customer“dilemma” and how that should drive the whiteboardmodel. She then does a quick role play, with Ben playingthe customer. The whole group, including Charlie, sitsthere and nods several times as they reflect on ‘real life’situations that seemed to relate.This could really change the game. Everyone isimpressed with Ben and Laura’s ability to synthesize anduplift the team’s ideas.Dilemma
  16. 16. 16The Charlie Chronicles: The Insight Challenge Things are really coming together now. By the last day, they have a good timeline in place to refinethe content and push it out in the field. After all this hard work, Charlie pushes back his chair and thinksback over the last few months. At the beginning, he was beyond skeptical of this new approach. But now,by utilizing the playbook to prepare for the conversation, Charlie has confidence in his ability tocommunicate the story and ask the right questions. He feels prepared to offer a few compelling insightsand navigate the conversation. But he has one lingering concern: Will he be able to turn his pipelinearound? Only time will tell.I got this.Then Now
  17. 17. 17The Charlie Chronicles: The Insight Challenge Just as he is packing up to head out, his phonebuzzes again. “Oh no!” He thought. “I can’t handleanother lost deal by e-mail!” It is an e-mail froman executive assistant from a new prospect. Henervously opens the e-mail and starts reading. “DearCharlie…we’ve received your many e-mails and voicemails…Jim has 30 minutes next Tuesday if you arestill interested…please let me know…” Wow! He can’tbelieve he won that meeting. Now it is time to pullout that conversation plan and get ready!
  18. 18. 18The Charlie Chronicles: The Insight ChallengeMeet Jim. Meet Jim Minkens, the SVP at Data Goldmine Inc,a data integration company in Charlie’s territory. Jimis overwhelmed. He’s new to this job, but a veteran atthe company. The CEO has charged him with ambitiousobjectives to innovate, develop, and commercialize newsources of revenue for the company. But, he is findingthe company’s technology consistently presents roadblocks to accomplishing the task. When Jim’s assistantnotifies him that Charlie Cooper from Centrift hasarrived, he is less than enthusiastic. “Seriously?! Did I agree to that appointment?” “Yes, you did,” his assistant reminds him. Jim fires back, “I don’t have time for a meetingwith some sales guy wanting to lock me into an annualcontract. Send him in... but call me in five minutes so Ican get out of it.”Is it Fridayyet?JimOverwhelmed(needs constant stream of caffeine)
  19. 19. 19The Charlie Chronicles: The Insight Challenge Now, the rubber meets the road. Charlie has his first meeting since the creation of the playbook.He’s equipped, but nervous. As he waits, he reviews the last of his notes and research about Jim’s companyand their key challenges. Jim comes out and greets Charlie. They walk briskly into Jim’s office, and Jim goesto what he affectionately refers to as his “PowerPoint chair”—a chair positioned just right for him to reademails while a sales person shows endless PowerPoint slides. But then Jim notices that Charlie doesn’t appear to even have a laptop with him? He doesn’t pullout product specs? He doesn’t carry a stack of promotional brochures? Instead, he walks over to thewhiteboard and asks Jim if he can draw on it. “I find it’s helpful if we can both visualize what we’re talkingabout.” Jim sits, a bit stunned at first, as Charlie shows a genuine understanding of his situation. This isn’t apitch—it’s a conversation. What a pleasant surprise! An image starts to take shape on the whiteboardthat summarizes Jim’s predicament in a manner clearer than Jim has ever been able to articulate it. AsCharlie and Jim begin to discuss solutions, the assistant rings Jim to bring the meeting to an end.Interesting!
  20. 20. 20The Charlie Chronicles: The Insight Challenge “No, I’m fine. . . Charlie and I have more to talk about.” Jim stands up and takes the marker andadapts the model to take it to the next level. Charlie listens and makes a few suggestions based on Jim’sadditions. He’s very careful not to let the conversation descend to pricing, features, and functions (thingsthat would be a sales pitch more than a provocation). Time runs out, and Jim’s next appointment arrives.Jim can’t believe how much they have accomplished in 30 minutes-- he would have actually paid forthe insight Charlie gave him. “So, Charlie, where do we go from here? What are our next steps?”Normally this is when Charlie would talk dollars. But, Charlie doesn’t try to make a speedy sale to Jim—that’s not the objective. His objective is for Jim to become his sponsor.Heres howI see itIve got himhooked
  21. 21. 21The Charlie Chronicles: The Insight Challenge ‘Sponsorship’ is the purpose of a meeting like this onebetween Charlie and Jim. And gaining sponsorship was oneof the key components of the sales playbook. An executive’ssponsorship gives Charlie access and opportunity to focus onbuilding a business case, developing a solution recommendation,and gaining internal support for the approach. If marketing leaderslike Laura are successful, reps like Charlie increase their confidencein (1) delivering the right messages, (2) effectively leadingexecutive conversations, and (3) leveraging those conversationsinto ‘executive sponsorship.’ “Sure,” Charlie says. “Let me painta picture for you.” Then Charlie lays out a series of action itemsfor what sponsorship will mean for Jim for the next 90 days. Jimasks some questions, offers details about his team, and sets somemilestones for the next meeting. Jim doesn’t need anything more to see the value in whatCentrift provides and offers to sponsor Charlie for meetings withexecutives throughout the organization. Jim instructs his assistantto find another time to meet and Charlie says he’d be happy tocontinue the conversation. Charlie leaves more encouragedthan ever before.This is goingto be great!
  22. 22. 22The Charlie Chronicles: The Insight Challenge Later, Jim continues to ponder the meeting. Fortunately, his whiteboard is still full of the insightsthey discussed. He calls in colleagues, including some Senior VPs, to take a look at the whiteboard. Itstarts to clarify some strategic issues within the division and beyond. Meanwhile, Charlie reaches out tothe various stakeholders that Jim identified and begins to build the right solution approach. At each point,Charlie goes back to Laura and her team for resources, tools, etc., to help him stay ‘sales ready.’ Then, aftermany milestones have been reached, Jim signs a multi-year deal with Charlie…his biggest deal ever!Now Iget it!I neverthrought aboutit that way
  23. 23. 23The Charlie Chronicles: The Insight Challenge With each conversation, Charlie prepares withhis playbook and continues to improve. He’s learnedthat preparation is the crux of the executive meeting.Most salespeople cannot improvise an entire salesconversation that delivers valuable insight and expectstellar results. He reflects back on the realities of his past 10years with Centrift. It’s taken a while, but he’s learneda critical lesson: while staff and mid-level managementaudiences are not to be neglected, buying cyclestypically end up in the hands of top-levelexecutives. When salespeople like Charlie seek anaudience with the right executives early in the buyingprocess, the trajectory of the opportunity can quicklyshift in the right direction. And those executives need“Insight.” Leading with insight means bringing in freshideas and supplying new approvals to change the waythe customer thinks about their business.CXO
  24. 24. 24The Charlie Chronicles: The Insight ChallengeFast Forward To Next Year’s Sales Conference Paul Stanton, the EVP of Sales, is gleaming in the front row as his CEO gives the keynote speech.Centrift is on a new trajectory with a record-breaking 15% growth to back it up. To get there, they needed thedecisive, strategic moves he made. One of those key decisions was to partner with Laura. It’s easy for salesleaders to trivialize the value of their marketing peers. Paul embraced it and made a powerful ally in Laura. Laura looks down at her phone to see a text message from Paul saying, “Congratulations! You arethe sales enabler I knew you could be.” Laura smiles back and checks her calendar for next week. Laura iscurrently in high demand as a speaker on how to enable sales teams. She’s now outlasted the last CMO and isa vital part of the executive team.Great year,everyone!PaulLauraCharlie
  25. 25. 25The Charlie Chronicles: The Insight Challenge Charlie’s phone buzzes too, and he looksdown. He’s finally gotten over his anxiety every timean e-mail comes in. He then looks over at Laura togive her a nod as well. Laura and Charlie have moretraining sessions planned with new hires to getthem acquainted with the updated playbook. As heglances down at next year’s pipeline, one thing isfor sure: he doesn’t miss the days of relationship-focused, low-level sales meetings.Accounts OpportunitiesSearchPipelineLeadsContactsYour Pipeline App23
  26. 26. 26The Charlie Chronicles: The Insight Challenge And what about Jim? He’s in his office conducting a reference call for Centrift. “It really all startedwith a meeting I had with Charlie,” Jim says, “Charlie didn’t sell me products. Charlie didn’t interrogate mewith questions. Charlie brought ‘insight.’” By the way, Jim is now quite a hero internally, and he is talked up quite a bit in meetings acrosshis organization. Jim’s efforts resulted in a major initiative, helping Data Goldmine speed innovation andincrease revenue. Jim was recently promoted to a higher executive position within his company and isrespected as a change agent who is vital to the organization’s future. He knows he has Charlie to thank.The End.Thanks,Charlie!
  27. 27. 27The Charlie Chronicles: The Insight ChallengeAre you like Charlie?Titles:Senior Sales Rep, Enterprise Sales Rep, AccountExecutive, Account ManagerObjectives:Expand his book of business, reach higher into existingaccounts, create relationships with C-Level executiveswho can sponsor larger, enterprise dealsChallenges:Relies too heavily on a ‘relationship’ sell, tougherexpectations from his Sales Leader, skepticism that hisnew approaches will workLiving in a Virtual World(about to check phone for info on his big deal)Top Performer(but on auto-pilot)CharlieQ4 Pipeline
  28. 28. 28The Charlie Chronicles: The Insight ChallengeInsight:Sales reps face a difficult reality. Business as usual is now not so predictable—having a good product andmoving it out the door is no longer a given. Buying decisions are being made based on perceived value. Ifcompeting on price, the sales rep’s product becomes just a commodity—that won’t sustain business for long.The rep is the one who can actually provide the added value. By moving from product and features selling toinsight selling, it’s possible to grow a sales pipeline even in difficult times.Just as Charlie learned, the conversation that goes with insight selling usually occurs at high levels in acompany. Even if a sales rep lacks a sales enabler like Laura, it is possible to use the concepts Charlie learnedto prepare for higher level sales meetings.“Here’s to the guy who canalways get me tickets to thegame!”– Jack, Charlie’s golf buddyand fellow salesman“I wish I could work so littleand make as much as you!”– Julie, 2nd year sales rep“Hey Charlie! If you beat my numbers nextyear again, I’m going to kick your #$@!”– Bob, Senior Sales Rep for 15 years withCentrift
  29. 29. 29The Charlie Chronicles: The Insight ChallengeAre you like Laura?Titles:CMO, VP of Marketing, VP of Products/Solutions, VP ofField Marketing, VP of Product MarketingObjectives:Provide ‘sales ready’ tools and resources to the field,create solutions suites that can integrate both new andexisting offeringsChallenges:Tension between sales and marketing organizations,existing documentation and insight is scattered acrosstoo many organizational silos, limited bandwidth to getit all doneChange Agent(ready to tackle challenges)LauraEngaging(initiates great dialogue)
  30. 30. 30The Charlie Chronicles: The Insight ChallengeInsight:The end game for marketing executives like Laura is to shift the entire organization from their existing comfortzones to the types of conversations that align with the marketing strategy, connect to current marketingcampaigns, and create sales results. Charlie is proof that it’s worth the effort.Keeping the focus on the outcome of different types of selling conversations will help marketing focus onbuilding the right content and tools that will enable the field and partners with practical support. Laura madesure Charlie and the rest of the team understood that gaining executive sponsorship is critical in the salesprocess.“To the first Female Presidentof the United States!”– Teresa, Brand Manager“I don’t know how you keep allthose sticky notes on your desk...But, I’m sure one of them has ournext breakthrough!”– Phyllis, Product Marketing“You inspired me to read my Kindlemore than I play Call of Duty.”– Craig, Communications Manager
  31. 31. 31The Charlie Chronicles: The Insight ChallengeAre you like Paul?Titles:EVP of Sales, Enterprise Sales Leader, Divisional LeaderObjectives:Set overall vision and direction, design and deploy teams, createalignment between sales and marketing organizations, bring inthe revenueChallenges:20% of team producing 80% of results, new acquisitions aredifficult to integrate into legacy teams, faster time to results fornew products and solutionsHow can Iinspire myteam?Paulaka EVP of Sales,Enterprise Sales Leader,or Divisional Leader
  32. 32. 32The Charlie Chronicles: The Insight ChallengeInsight:Top executives feel pressure from both inside and outside the organization to make changes with solid ROI.Unfortunately, those pressures are often not aligned toward the same objectives. Strategies are set thatpromise growth, but the very people charged with implementing them may not be equipped to deliver. Theboard room is filled with What to do, but the sales team increasingly needs new tools to carry outthe How. Encouraging sales and marketing executives to become sales enablers is a great step toward getting thesales team to implement the company’s growth strategies. That’s not to say the process is easy. It requiressupport from all levels of the organization. But, Paul provides a great example of how vital executive supportis in executing change in the field.“Hey Paul thanks for not firing methis year... No. Seriously. [gulp]Thanks for not firing me”– Jack, Northeast Sales Manager“To Paul! He could sell a moon rockto Neil Armstrong. He could sell iceto an Eskimo. He could sell…”“Shut up Phil! You suck up.”– Phil (with help from the rest of theSales Managers)“I’ve been Paul’s admin for 7 years,and one of these days I’ll get himto slow down.”– Paula, Executive Assistant
  33. 33. 33The Charlie Chronicles: The Insight ChallengeComing Soon to the Charlie Chronicles...The Virtual WatercoolerWatch Charlie learn about mobile toolsand the virtual sales community.The Whiteboard ExperienceFollow Charlie as he perfects the use ofwhiteboarding in his conversations.The Challenger SaleSee Charlie realize that the ChallengerSale is great, but still not enough.