Book report #2 Instructions Instructions: I need help writing a 2-page single spaced (12 font) book summary on the key highlights. Also, the five major take-aways and how can I plan to use them to develop yourself and your career. ****Make sure that only the information below is used and paraphrased Name of the book : Enablement Mastery by Elay Cohen Take-Aways(choose 5) · “Sales enablement” requires taking a top-down and bottom-up approach to improving sales. · Structure your team of “sales enablement professionals” to align with your firm’s highest priorities and goals. · Good enablement results in faster, better change initiatives. · Enablers can be persuasive because they understand stakeholders’ priorities. · They give people what they need to make new initiatives work. · Enablers emphasize learning, especially peer-to-peer knowledge-sharing. · They support onboarding programs to give employees a great start. · Increasingly, enablers practice evidence-based, data-driven decision making. · Sales teams should discuss their plans, pipelines, opportunities, wins, losses and practices. · Enablers leverage appreciation, recognition, incentives and rewards – and take responsibility for a flawless customer experience. Resume of all chapters (must get information from this section) “Sales enablement” requires taking a top-down and bottom-up approach to improving sales. Salesforce founder and CEO Marc Benioff believes in sales enablement. He places it front and center by personally leading his marketing, communications and sales executives through their corporate presentations. In these sessions, Salesforce department heads work toward agreement on a corporate sales message. The approved presentation then goes to the company’s head of enablement who makes sure that every manager and every sales and customer-facing person in the company worldwide – thousands of people – gets “certified” in presenting it to a customer correctly and on message. “Enablement is the alignment of people, processes and priorities with relevant learning, coaching and communications delivered at the right time.” Sales enablers work across a company. They know how things get done and how to motivate people. They coach, mentor and take an enterprisewide view of “people, processes and priorities” to help others do their work and achieve better outcomes. Enablers assemble micro content in various formats that salespeople can access in the flow of their work, just when they need it. Enablers tell stories and help build and reinforce the culture. They design and deliver onboarding programs. They synthesize expert knowledge into learning content of all types, collaborate companywide, listen expertly and plan strategically. Sales enablers do whatever it takes – often receiving little recognition. But if they do their work well, they might eventually rank among the most valuable, best connected and most respected people in their firms, often parlaying their experience as e ...

1. Book report #2 Instructions
Instructions:
I need help writing a 2-page single spaced (12 font) book
summary on the key highlights. Also, the five major take-aways
and how can I plan to use them to develop yourself and your
career.
****Make sure that only the information below is used and
paraphrased
Name of the book : Enablement Mastery by Elay Cohen
Take-Aways(choose 5)
· “Sales enablement” requires taking a top-down and bottom-up
approach to improving sales.
· Structure your team of “sales enablement professionals” to
align with your firm’s highest priorities and goals.
· Good enablement results in faster, better change initiatives.
· Enablers can be persuasive because they understand
stakeholders’ priorities.
· They give people what they need to make new initiatives
work.
· Enablers emphasize learning, especially peer-to-peer
knowledge-sharing.
· They support onboarding programs to give employees a great
start.
· Increasingly, enablers practice evidence-based, data-driven
decision making.
· Sales teams should discuss their plans, pipelines,
opportunities, wins, losses and practices.
· Enablers leverage appreciation, recognition, incentives and
rewards – and take responsibility for a flawless customer
experience.

2. Resume of all chapters (must get information from this section)
“Sales enablement” requires taking a top-down and bottom-up
approach to improving sales.
Salesforce founder and CEO Marc Benioff believes in sales
enablement. He places it front and center by personally leading
his marketing, communications and sales executives through
their corporate presentations. In these sessions, Salesforce
department heads work toward agreement on a corporate sales
message. The approved presentation then goes to the company’s
head of enablement who makes sure that every manager and
every sales and customer-facing person in the company
worldwide – thousands of people – gets “certified” in presenting
it to a customer correctly and on message.
“Enablement is the alignment of people, processes and priorities
with relevant learning, coaching and communications delivered
at the right time.”
Sales enablers work across a company. They know how things
get done and how to motivate people. They coach, mentor and
take an enterprisewide view of “people, processes and
priorities” to help others do their work and achieve better
outcomes.
Enablers assemble micro content in various formats that
salespeople can access in the flow of their work, just when they
need it. Enablers tell stories and help build and reinforce the
culture. They design and deliver onboarding programs. They
synthesize expert knowledge into learning content of all types,
collaborate companywide, listen expertly and plan strategically.
Sales enablers do whatever it takes – often receiving little
recognition. But if they do their work well, they might
eventually rank among the most valuable, best connected and
most respected people in their firms, often parlaying their
experience as enablers into executive leadership positions.

3. “Enablement is an organizational mind-set and commitment to
readiness and excellence, starting with the CEO and touching
every employee in your company.”
All worthy enablers have first-rate communications skills,
including facilitation. They typically have multidisciplinary
career histories. They can come from anywhere, yet they are
hard to find. If you are trying to recruit an enabler, look for
people with a career history of helping their colleagues,
especially through coaching and mentoring.
“For every 100 employees, you should have an enablement
person.”
You won’t often find every competency or experience in a
single candidate, but enablers need them all, so develop
potential enablers’ skills to close the gaps. Know what
behaviors, habits and important competencies make a top-
performing enabler. Know their traits, so you can hire more
people like them. Enablers should build their reputations within
the firm and among its stakeholders. Their abilities to command
respect, leverage influence and persuade others are core
components of their effectiveness.
Structure your team of “sales enablement professionals” to align
with your firm’s highest priorities and goals.
Where you house enablers within your firm and to whom they
report matters. The most effective structure depends on your
firm’s needs and circumstances. Enablement teams often report
to the top sales executive, especially when the firm is in a high-
growth cycle emphasizing sales. Sales enablers need a strong
relationship with the head of sales so they can work together to
develop a clear sales process and methodology.
“Enablement is a companywide initiative requiring a standard
operating procedure supported by a clear outline of processes.”
The size of your sales enablement team depends on the

4. complexity of your offerings, the distribution of your workforce
and how aggressively you plan to grow. On average, assign one
enablement person per 100 workers. In globally distributed,
high-growth firms, that might be one per 25 workers. Don’t
staff inadequately. Given that upward of 70% of change
initiatives fail, enablers’ persuasion, “political savviness” and
cross-silo consensus building can make an enormous difference.
Good enablement results in faster, better change initiatives.
Big change rarely happens quickly in large firms. It took
Salesforce’s enabler teams 18 months to gain consensus on
moving the sales training center from a remote location to
company headquarters. To drive change, follow six steps:
“Draft a vision statement” – Create a short, clear, compelling
presentation of the challenges your change proposal addresses
and its measurable outcomes and benefits.
“Assemble a diverse and inclusive team” – Look for a mix of
ideas and perspectives, including people opposed to the change.
Include a representative sample of the workforce and
stakeholders.
“Build the business case” – With your team, construct a detailed
business case, including expected ROI. Examine expenses and
savings, including opportunity cost. Ask why this plan deserves
priority. Your diverse team should agree on the final version.
“Communicate frequently” – Share the status of the project
regularly and consistently – at least weekly.
“Be hands-on with stakeholders” – Stay close to the people
whom the change will affect. Meet with salespeople and sales
managers, walk them through the change, and explain how they
will benefit. Answer questions, and listen.
“Keep the momentum going” – Persevere. Finish strong and stay
with the change to make sure it sticks.
Enablers can be persuasive because they understand
stakeholders’ priorities.
Consider how to deploy your enablers’ skills as you manage the

5. requirements of your stakeholders, and cater to their priorities.
With high-level executives, lead with the big picture, not
details. Talk about expected outcomes and other reasons for
change. Know what drives the CFO – generally, numbers – or
the head of sales, who wants to know how the change will lead
to more sales. Ask sales managers and salespeople for their
feedback. When you make your final pitch or presentation,
control the outcome by having already met with, prepped, and
answered the questions or objections of every executive who
expects to attend. Prepare as you would for any major sales
presentation. Encourage sales managers and salespeople to
practice prospect presentations with their peers.
Enablers give people what they need to make new initiatives
work.
Organizations spend time and money on marketing if they are
launching a new product, but they seldom adequately prepare
their employees and sales teams. To get people ready for major
change, build an “enablement process map” detailing what
needs to be done. Document each element so you can build
learning content and plans around the change effort. Successful
new product sales initiatives begin with “intimate knowledge”
of why customers are buying or not. Build on that “win and loss
analysis” to create your “go-to-market” plan. Develop key
performance indicators (KPIs) and metrics for each stakeholder
since they all need thorough knowledge of the firm’s sales
process and methods.
Enablers emphasize learning, especially peer-to-peer knowledge
sharing.
Work continually to build a system and culture of peer-to-peer
learning in which salespeople form communities to trade
knowledge, describe best practices, share successes and answer
questions. Align learning with career progression from
onboarding to retirement. Build learning paths for each job so
people can plan their careers based on to their goals. Share

6. instructive customer stories.
“People learn from the best. Create a culture of teams learning
together and from each other. Share win stories and winning
sales presentations regularly.”
Most corporate learning doesn’t engage its participants. As a
result, learners lose about 90% of what they hear within a week.
A less expensive way to access better learning involves
capturing on video what the firm does. Knowledge expands
when executives, subject-matter experts and employees share
stories, methods, best practices and wins. Have your sales team
record videos about success stories and upcoming plans and
goals to create learning content and inspire greater engagement
and determination. Salespeople reinforce their own learning
when they teach others via videos or in person.
“The enablers who stand out…are the doers of companies. They
are the coaches, communicators, mentors and connectors.”
When you learn from a lecture, you retain only about 5% of the
lesson; when you learn by doing or writing, retention jumps to
75%. To help people learn better in groups, build in time for
group problem solving and discussion. Ask salespeople to
deliver upcoming sales presentations and negotiations to the
team – live, by live video or by recorded video – and then to ask
their peers for feedback and suggestions. Incorporate emerging
tools – like virtual reality – for sales pitch simulations.
Prioritize training and certification for those who enable sales.
Include learning in weekly sales meetings. Give examples of
elevator pitches, presentations and structured emails. Create a
library of “gives and gets” that salespeople can refer to when
prepping for negotiations. Include a FAQ sheet, industry
insights and white papers. Feature video clips from senior
leaders to reinforce important messages.
“People are motivated by more than just money. They are
motivated by life experiences. They are motivated by being able

7. to gift people with rewards, awards and recognition.”
The “SaaS Incentive Compensation Benchmark Report” says
79% of salespeople fail to make their quotas and “14% never
achieve even 10% of quota.” Sales enablers must teach
managers how to develop their sales teams, balance autonomy
and accountability, coach, ask good questions, and listen. When
managers coach well, salespeople can learn and improve.
Otherwise, they dread being blamed.
Enablers support onboarding programs to give people a great
start.
The industry average for shepherding new sales reps until they
are productive is more than nine months. Design a “30-60-90-
day” onboarding process. Deliver content to new hires before
they start. Create exercises that mimic your sales methods.
Schedule regular progress meetings with new hires through their
first 90 days. Have them shadow top performers on sales calls.
Assign a coach to observe and offer feedback on their sales
calls.
Increasingly, enablers practice evidence-based, data driven
decision making.
Practice a disciplined approach to investing in your enablement
resources. Use analytics to set priorities and make decisions
based on data and evidence. Get clarity on metrics that matter.
Know your firm’s “quota attainment” number – the percentage
of salespeople who make or exceed quota. Analyze their habits
and those of salespeople who don’t meet quota so you can
understand the practices and behaviors of underperforming
versus high-performing salespeople. Include your sales team’s
“win/loss ratio,” especially versus your competition. Know how
long, on average, it takes to start and close a deal and the
factors affecting closing. Measure time-to-productivity among
new hires, track salespeople’s retention rates, follow employee
engagement and monitor reps’ use of learning content.

8. Sales teams should regularly discuss their plans, pipelines,
opportunities, wins, losses and best practices.
Conduct monthly or quarterly “territory planning” meetings and
quarterly business reviews (QBRs) in which salespeople share
their plans with their peers. Have salespeople present updates
on quota goals, including how much they’ve closed so far, the
gap and the pipeline. Salespeople should discuss their biggest
accounts and most significant upcoming opportunities,
including closing strategies for each potential client. These
presentations should last about five minutes – followed by
feedback and questions. Video them. These information-sharing
exercises will improve your pipeline and onboarding; both are
sufficient reasons to bake peer-learning into your sales culture.
Summarize the meetings, and use the data to show trends and
progress in your presentations. Use your data to determine the
projected ROI for each opportunity.
Enablers leverage appreciation, recognition, incentives and
rewards – and take responsibility for a flawless customer
experience.
Reward and recognize your teams frequently and publicly.
Share success stories. Align your incentives, bonuses and
rewards to fulfill your highest priority: attaining good
measurable outcomes. Ensure that customer-facing people –
those in sales or customer service – ask customers questions and
then listen to the answers, which enable sales discovery.
Salespeople should develop an agenda – pre-cleared by the
customer – and leave time for Q&A. They also should research
the prospect’s company and industry and review bios of the
pivotal people they will meet. Reps need to prepare questions
before the meeting, take notes, listen, keep the meeting on
schedule, summarize outcomes, provide next steps at the end
and follow up.
“Enablement is a team activity. Done right, enablement brings
teams together in a collaborative fashion to solve problems and

9. improve employee productivity.”
Connect prospects with referring clients by email. Brief the
customer who made the referral about the prospect and see what
he or she wants. Thank both parties. Let the referring client
know the outcome. Encourage salespeople to leave messages
and write emails that make recipients feel respected. Include
pithy subject lines, friendly messaging, valuable information
and a call to action. Have your team write longhand thank-you
notes to new customers and to customers who refer others.
Handwriting stands out in a digitized world, and people
remember it.
Learning Resources
Required Readings
Broome, M., & Marshall, E. S. (2021). Transformational
leadership in nursing: From expert
clinician to influential leader (3rd ed.). New York, NY:
Springer.
Chapter 1, “Frameworks for Becoming a Transformational
Leader” (pp. 2–19 ONLY)
Chapter 6, “Shaping Your Own Leadership Journey” (pp. 182-
211)
Duggan, K., Aisaka, K., Tabak, R. G., Smith, C., Erwin, P., &
Brownson, R. C. (2015).
Implementing administrative evidence-based practices: Lessons
from the field in six local health
departments across the United States. BMC Health Services
Research, 15(1).
doi:10.1186/s12913-015-0891-3. Retrieved from
https://bmchealthservres.biomedcentral.com/articles/10.1186/s1
2913-015-0891-3
● Assignment: Personal Leadership Philosophies

10. Many of us can think of leaders we have come to admire, be
they historical figures, pillars of the
industry we work in, or leaders we know personally. The
leadership of individuals such as
Abraham Lincoln and Margaret Thatcher has been studied and
discussed repeatedly. However,
you may have interacted with leaders you feel demonstrated
equally competent leadership
without ever having a book written about their approaches.
What makes great leaders great? Every leader is different, of
course, but one area of
commonality is the leadership philosophy that great leaders
develop and practice. A leadership
philosophy is basically an attitude held by leaders that acts as a
guiding principle for their
behavior. While formal theories on leadership continue to
evolve over time, great leaders seem
to adhere to an overarching philosophy that steers their actions.
What is your leadership philosophy? In this Assignment, you
will explore what guides your own
leadership.
To Prepare:
Identify two to three scholarly resources, in addition to this
Module’s readings, that evaluate the
impact of leadership behaviors in creating healthy work
environments.
Reflect on the leadership behaviors presented in the three
resources that you selected for
review.

11. Reflect on your results of the CliftonStrengths Assessment*,
and consider how the results relate
to your leadership traits.
*not required to submit CliftonStrengths Assessment
The Assignment (2-3 pages):
Personal Leadership Philosophies
Develop and submit a personal leadership philosophy that
reflects what you think are
characteristics of a good leader. Use the scholarly resources on
leadership you selected to
support your philosophy statement. Your personal leadership
philosophy should include the
following:
A description of your core values.
A personal mission and vision statement.
An analysis of your CliftonStrengths Assessment summarizing
the results of your profile
A description of two key behaviors that you wish to strengthen.
A development plan that explains how you plan to improve upon
the two key behaviors you
selected and an explanation of how you plan to achieve your
personal vision. Be specific and
provide examples.
Be sure to incorporate your colleagues’ feedback on your
CliftonStrengths Assessment from this
Module’s Discussion 2.