#622: Sales Enablement Playbook: How To Win Your First 90 Days

0:00Kayde Givens: Today, we are sitting down with the VP of Enablement at a company valued at over$1 billion, and the company was doing well when she started. But in her first four months, Kayde Givens literally tripled the team's quota attainment, and we are going to be breaking down everything that she did in her first 90 days to accomplish just that. So Kayde, welcome to the show. There was an email that you showed me that you sent to your boss before you even started where you laid out your plan of attack. Can you show me that email and can we actually like talk about the things that you were like, this is what I need to do first before we start even rolling out any training or any changes?

0:39So May, beginning of May, starting of May, I basically sent this to my boss and I said, hey, here's a working with me document. This is a document that I have. It basically tells you all about the weird things about me, who I am, how I work, how I like to be motivated, things like that. I have my CliftonStrengths because we're an AWOMA people, why not? My Listening Tour document. I have general people that I like to meet with, but I'm also like, hey, if there's anyone else I'm not thinking about or if there's unique nuances to this organization that I just don't know yet, can you tell me who they are so that day one I can just hit the ground running?

1:15In this situation, he had used his EAA to schedule all of these for me. My onboarding guide. So it was basically like, here is everything that I want to accomplish 30, 60, 90 days. Here are reports that I need. Here's a system access that I need. Because a lot of times those first two to three days, you're just like fighting for like, I need access to Gong. Can someone get me access to Gong? Especially when you're the first enablement person in a team that never existed.

1:39Kayde Givens: Can you take me there first, actually? I want to see your onboarding guide because, I mean, we're talking about what you did in your first 90 days. I'm curious what you decided you wanted to do in your first 90 days. Anything that is like really urgent, needs decisions, needs budget, et cetera, I'm jumping in. This is usually like if something exists, nothing existed. You've got 30, 60, 90 expectations. So you're basically aligning with your boss, the VP of sales, the CRO on like, what does good look like? You're asking about urgent fires that you need to address like right away that you're you were going to talk about this concept that's like listening tour and building your point of view but i think as a executive as an owner of a company if someone joins my company and is like yeah i'm gonna spend the first four weeks just talking to people doing nothing i'm like no no no no we have problems you need to solve so you're figuring out what do i need to tackle now decision rights this one is interesting what can i decide unilaterally i really really like this one because one of the biggest places i see friction in cross-departmental collaboration is like there's either too much hey can I do this can I do this can I spend$300 over here or there's not enough and you get your kind of your ass bit later if you do something you weren't supposed to my guess is you sync with your leader on this in your first day is what it looks like yeah so we'll usually loop around I pop this up if you have a great leader they'll be going in and they'll actually be commenting great so okay so that's day one, pre-day one, keep taking me through this.

3:04Kayde Givens: So that's the first page. The next page is, I'm just going to listen and learn for 30 days, which isn't the case. You should always have one to two quick wins in the first 30 days. A great example was I saw one of our segment leaders post that he was going to build a training on mutual success plans. And I was like, just run of the mill sales training. And he's like, I'm going to try and get it. He even said in the Slack to his team, I'm going to try and get it built by Sunday. And I was like, bro, I have, I can build a mutual success when it's training in my sleep. It's like, Hey, let me build it for you.

3:33You check it, make sure it aligns with the company and what we need to do. And I shot it over and it was like day three. And he was like, you just built a training in a few hours. I was like, it's a mutual success plan training. And so it's like quick things where it's like, you're listening and learning, but find the quick wins.

3:47Kayde Givens: What are other examples of quick wins that you might recommend for enablement leaders who are starting a new role, or maybe they're like, shit, I need to get some wins on the board and like I need something now. As you're doing your listening tour, especially as you're talking to reps and managers and then I also do focus groups as part of that because you get a different take meeting an AE one-on-one than you do if you have a group of AEs in the same segment and they're like, oh yeah, that's a problem for me, that's a problem for me and they kind of bounce off of each other and the problem gets bigger.

4:17Find one of those that's small. that's like such a pain in the ass for a ease and they're like this makes my job harder yeah ours was literally like an ironclad process to get their contract through yes yeah i was like oh that seems like fairly easy and so i'm like okay let's talk to legal let's see what's going on is this easy it's like okay that actually is a quick fix that like no one's fixed for them

4:39Kayde Givens: because i don't know why great so first 30 days quick wins but the real focus of like the bulk of where your time is. It sounds like 90 % of your time is this listen and learn. 10 % of your time is quick wins. Talk to me about what's important in your first 30 days here. Two things. The business and strategy context. This is a lot of, it's a mixture of qualitative and quantitative, but it's heavy on a quantitative data. 10 times out of 10, I've actually never had a time where I've locked in and all the data that I could ever want is there and it's accurate and it's good data. It's not. And so you have to parse through that, but you need to get a pulse of where the business is at today.

5:18What's happening in the field? What's happening with our customers? What kind of material are they getting? What is their motion? What actual metrics are we tracking? How are we doing on those metrics that we're tracking? What metrics are we not tracking that we should be tracking? You're just getting the full business context. That is done through listening tours. That's done through data analysis. It's done through focus groups. And then the next one is enablement team context what's actually happening if you're going in and you're not a team of one I came in here and I was a team of one I had one other person on my team and that was it and so there was very little enablement team context so I didn't really have to focus on that but sometimes you go in at open go we had multiple people on the team that I was coming into so understanding like what's actually happening and not just being like this bull in a chain of force for change

6:03Kayde Givens: that's like we're gonna change everything and they're like we've been working hard who are you And so some of that has to happen depending on what type of situation you walk into. But the most important thing is that business context. Great. Okay. So let's go all the way back. You were telling me on the pre-show there were two, probably the two biggest milestones or the biggest rocks in those first 30 days of building your point of view. Well, there's really three. Your listening tour, your focus groups, and then what you call your revenue velocity model, which helps you understand the quantitative of what you need to impact in order to keep your job, prove your impact.

6:40Kayde Givens: Let's start with the listening tour. What is it? Why do you do it? And then show me how you actually do it. Yeah. Listening tour is a time and a place for me to gather anyone whose opinion would matter in terms of what we need to do as a sales team. So definitely not me. I wouldn't be included in that. But it is sitting down with the people that are the most important that sales works with the most, that I'll work with the most to just get a lay of what is actually going on here. Yes. Tell me what's happening. And people are typically usually very upfront. Most of the time, what I hear. Who do you choose to even meet with?

7:14Kayde Givens: I mean, are you literally meeting with, you've got over 90 sellers at a word co. My guess is you're not having 91 on ones. Maybe you are. No, that would be so long. I typically, I'm also starting to look at the data. So I'm seeing who are our most consistent performers, and I will schedule like separate one-on-ones with them. But then I'll reach out to managers and say, hey, I'm going to do a focus group with your team. Who are the reps that I should meet with? I'd love to meet reps that are new, who have just gone through an onboarding program, reps that are tenured. Anyone who is highly opinionated, very important, meet with them first.

7:47Highly opinionated people should be in focus groups, should be in one-on-ones, because they will be your biggest attractors or they can be your biggest champions if you are working with them correctly. we get them in a focus group. So my most consistent reps, I want to be with them one-on-one. I want to understand why I want to understand their world. I also want to understand what's getting their way. And then I have manager selected focus groups. And I just literally tell the managers like, here are some parameters. Give me whoever you want.

8:12Kayde Givens: You were also telling me on the pre-show, there are other cross-functional stakeholders you are meeting with. What are the important ones and which ones might you be able to ignore? Today's show is brought to you by Proposify, the proposal management software designed to make every deal a closed deal. When you send a proposal to a prospect, include a video of yourself walking through the proposal because it's going to be shared with stakeholders beyond just your champion. You want to make it easy for those other people to digest, and you want to be able to control the narrative with your presentation.

8:39Kayde Givens: And bonus, Proposify data shows that when buyers watch the video, it increases your chances of winning by over 3x. So do not let your proposals become a disappointing plot twist. Get our proposal success guide free in the show notes. Today's show is brought to you by Ambition, the coaching and performance platform helping sales leaders turn metrics into action. Did you know that sales orgs where the majority of reps are coached weekly are twice as likely to see high quota attainment than those who don't? And that is from Ambition's new state of sales coaching report that also found teams using a system like Ambition coach almost 60 % more frequently than those who don't have one.

9:09Kayde Givens: Now we built a toolkit with our friends in Ambition on how to actually use data to coach your team. Get it for free in the show notes. Today's show is brought to you by Pipedrive's easy to use and customizable CRM with built-in meeting intelligence. My favorite discovery question is the multiple choice question, which sounds like typically when I'm talking with folks like you, they're focused on A, B, or C, which is it for you? Now, A, B, and C have to be problems that you can solve because that's how you steer the conversation in the direction of places you can help them. Now, Pipedrive's built-in meeting intelligence helps you focus on your follow-up question, not on scrambling to take live notes.

9:42Kayde Givens: And we built a full discovery toolkit with them free in the 30MPC closers hub. There's a link in the show notes. I would focus on the ones that interact with sales the most first legal cs if there is any crossover there most of the time there is implementations sdrs i consider part of my sellers but like sdrs and those leaders as well because they interact with aes especially they can give you an opinion of what's happening even hr like understanding like performance management what it's looked like how we're doing are there cases that we're getting a lot of on the sales team that like i should know about and in some situations there are.

10:16And then you're like, okay, that's good to know. Even product, there's so many things that what does that relationship look like in the conversation stream between what's happening in the market and what our sellers here and how does it get to product? What does product do with it? Because sometimes that is a huge break. And so you have to understand where the breaks are, what's working well. If I end up listening to it, I'm like, it seems like it's working well. I'll be like, great.

10:39Kayde Givens: We'll meet later. We're okay. We'll table this conversation. Maybe we'll have quarterly one-on-ones. So I think I see the stakeholders. I see the group that they're in. You have some questions that you use to guide every conversation. Talk to me about, you sit down with head of legal. You sit down with head of SDR. You sit down with the marketing leader. What context do you give them for the conversation? How do you set the stage for that conversation? And then how do you run the conversation? What are things you're asking about? Knowing that they might be throwing shit at you that they want you to do on your second day and you need to maybe defend your turf a little bit first.

11:15I am asking them, what is working? What's going well between you and the sellers? What's broken? What would you change? I typically am phrasing it as, what do I need to know that people may not be telling me? And that typically gets to reps being like the number one thing, reps, cross-functional partners, they'll be like, I don't want to sound like I'm complaining. And I'm like, no, this meeting should be complaining. Like my job is to protect your time and make sure you can do your job better.

11:41Kayde Givens: Yeah, because, well, you're also new. You're an executive. It's kind of a bad look to be the person, like, whining and moaning. When I was an AE, I didn't want to be the AE who was bitching all the time about stuff. But you need them to do that because that helps you define what problems you actually solve. The other one that I love is what does success look like? Because it tells you what the organization prioritizes, which could be good or bad. The next thing you were talking to me about were your focus groups. I've never heard of an enablement leader running focus groups before. Teach me. Yeah.

12:11So the one-on-ones help when you get people in a room. They're useful. Focus groups, when you get a bunch of AEs together in a room, a bunch of SDRs together in a room, a bunch of managers together in a room, they have a lot more to say.

12:23Kayde Givens: Yeah. Because they ping pong off each other, right? They ping pong off each other. You can also start to see dynamics of who respects who, who doesn't. There's some nice little invisible strings that you get to look at to understand who's doing what that you wouldn't get in one-on-one situations. So I typically will set up focus groups for each segment that we have. So I have an SMB segment, a mid-market segment, and an enterprise segment in my current situation. I also set up one for SDRs and to try to understand what's going on, and then one for managers. I want to understand how you tee this up because it sounds like, look, if I'm an AE and I get thrown into a room with the VP of Enablement and I've got 12 other AEs there.

13:03Kayde Givens: And, oh, I want to hear about what's working and whatnot. I'm like, okay, you know, is this going to get shared back with my CRO? Am I going to look bad? I need to complain about this manager over here who's, like, making me do a bunch of random shit, and I think they should be fired. Like, there's probably some, like, dirt you're trying to get in this stuff. How do you tee this meeting up with the AEs? And then when you get in the room, how do you kick the meeting off? This is the Slack that I send to reps. Hey, y 'all. I'm Katie, new VP of WorkCo, joined a few weeks ago, taking some time to listen to the leaders in the field to better understand your world.

13:32Your director nominated you for a small focus group. I want to understand the world of an AE. My job is to make it easier for you to sell, which can mean better resources, training, less noise. This is an honest conversation. Understand what's helping, what's getting in the way, and where you wish you had more support. Calendar invites are coming your way. These are my favorite.

13:50Kayde Givens: If that doesn't work, let me know. So now you get in the room with these folks. How do you kick it off? Because you're trying to get some dirt here. But I am typically coming in and I'm doing some like warm questions like what does your typical day look like what does your work week look like that way I'm getting an idea of what our AE or SDR's operating rhythm is yeah but I'm also just like getting them warmed up and there's unique things that will come out of that yeah where I'm like okay you're doing this really well this is something that we should highlight to the rest of the team or okay this is a gap we have for these ones specifically I was like oh my gosh no one mentioned how much time you're spending prospecting and forecasting they were our aes are responsible for like 70 self-sourced prospecting wow okay and then they're also spending like five to six hours a day forecasting because the process was really messy sorry oh okay wow so they're spending almost an hour a day forecasting forecasting wow and i was like something is there because all of them across segments were saying that and i'm things that come out where it's like okay I probably would have never seen this outside of calendar stocking and then I'll typically ask them like what's something that's going really well have you had a conversation that you felt good about a win or a deal this also helps me to see like what do we think good is after that I ask what's getting in the way and this usually gets to the longer ones and I'll I'll frame that less of like what's getting away and more of like what's the hardest part of your job right now that no one seems to be solving that question can typically focus groups are 60 minutes.

15:19I'm cap it at eight reps. That question can probably fills up the

15:23Kayde Givens: whole room. It could fill up a whole room if you let it. And some of it you're like, okay, not important. Here's where I'm going to dive in. Here's where I'm not going to dive in. But that is probably my favorite question because people do jump in. One of the big things that stood out to me when you and I were prepping for this is that is only half of the equation. Because if you just start solving other people's perspectives on the problems, you might not be solving the right thing. And so you were sharing with me, the other half of that first 30 days is what is called the revenue velocity model, where you literally, you pull these metrics to help inform what actually needs your time versus like what might be moderately painful for people, but isn't actually going to move the needle.

15:58Kayde Givens: So can you walk me through how you run this revenue velocity exercise and then how it informs your behavior? Yeah. So one of my favorite things to do to couple with some of that qualitative data is to pull the quantitative metrics. There is a stellar enablement leader called Coach K, not to be confused with the other Coach K, who is actually a coach. His name is Jonathan K. He is the first one to introduce the revenue velocity model to me, and I just took it on steroids and was like, how can I actually take this framework, map to sales skills, and do something with it? And so I am looking at the number of opportunities we have coming in, our ACV, how large our opportunities are, our win rate, and then what our sales cycle looks like.

16:43As part of what that sales cycle looks like, I'm also looking at the conversion rates in between. So this is just baseline data that I am going in with to try to understand over a six to eight quarter timeframe, since I've come in, what's been going on. Usually from that assessment, I'll be like, okay, our opportunity size has slowly been shrinking over the last four quarters and our win rate has also gone down what's going on to each of those i have tied different enablement skills and so if i'm looking at okay the size of our opportunities are going down our win rates going down we might have a negotiation

17:22Kayde Givens: problem we could also probably have a discovery problem i need to assess what actually is happening there. How do you test this? GOM. Okay. What do you look for in GOM? Because I'm assuming you're not listening to all 842 sales calls that your team led this month. I'll typically pull a like quarterly sample. So for this one, specifically this quarter, I pulled a quarterly sample of 336 calls from the last two quarters for each segment. Okay. So I'm not listening to 900 calls. Yeah. This doesn't include SDRs because SDRs, I use a slightly different model, But I am literally taking those and thank goodness for AI in this situation, trying to like parse out what's going well and what's not going well.

18:05Yeah. For me, I'll be like, hey, baseline discovery should look like this. Negotiation should look like this.

18:10Kayde Givens: And I feel like you can sit there and listen to calls and mistake activity for achievement. And so what I'm trying to understand is like, what do you want to get from that? Yeah. So I will say this was so much harder without AI. Yeah. Right. Because I was literally like listening to hundreds of calls. And it would probably, what took me a couple of weeks slash months, would have taken me two or three quarters. Do you have the cloud prompt that you used for this, or do you have the chat still? Hey, 30MPC recommends that you have to do this in the first 90 seconds of a call. Here's what they recommend.

18:42I then want you to go through and review all discovery calls from the last quarter and pull examples of reps did this well and where they didn't do it well.

18:49Kayde Givens: Wow. Organize the findings by segment with direct links to call clips and analysis of what went well and what didn't go well. Nine times out of ten, like, so I'm coming out of here. It's actually pulling your podcast, which is funny. This is amazing. And then it's pulling all the sources I have. It's coming through, and then I have to verify. Like, okay, they pulled this call. They said it was strong. Was it actually strong? Yeah. Last thing on the metrics. How do you know if a metric is good or bad? And then what do you do if all the metrics look like they're okay? I think part of it is just experience.

19:20And then part of it is like, if I looked at it and our win rate was 5%, I think this is bad.

19:25Kayde Givens: What were you looking for at a WordCo? Or maybe you could use an example for Carta where you've worked before. And I'll actually do the inverse. When I was working in GovTech, I was like, our sales cycle is going to be so long. That's my guess. It's government. And then I got in and I was like, well, this is actually the shortest sales cycle that I've ever seen in my career. Why? And so in situations like that, there are things where it's like, don't assume whatever industry or segment you're working in, the data you're seeing is correct. And some of that is like, that's why you pull six to eight quarters.

19:53So you can start to see a trend at that organization. Because I went into GovTech thinking like, this will be the longest sales cycle I've ever seen. And it was the shortest. And I was like, what? What is going on? What are we doing? And so there's things to learn there. And that trend kind of helps you get a baseline where you can see like, oh, we've dropped off where we haven't. It's tricky because there isn't like a totally right number. but also like walking into my last company it was like oh our enterprise sales cycle is like two

20:16Kayde Givens: years and i was like oh this is excessive this seems excessive wow i was like i've sold the gov tech that's that's it wow and so there are things like that too where it's like i don't think it should be two years that seems a little bit long so we must be doing something wrong but that what the sales take is the hardest because it is so dependent on like who you sell to what you sell and you have to get that trend of six to eight quarters would be my thought And so some of it is like, okay, we used to have like a 50 % win rate. It's now in the last six, eight quarters dropped to 25. What happened?

20:47Kayde Givens: Yeah. And so that trend line is actually typically where I'm making the most informed decisions. Yeah. Unless something's like wildly off, good or bad. Today's show is brought to you by Proposify, the proposal management software designed to make every deal a closed deal. When you send a proposal to a prospect, include a video of yourself walking through the proposal. Because it's going to be shared with stakeholders beyond just your champion. You want to make it easy for those other people to digest, and you want to be able to control the narrative with your presentation. And bonus, Proposify data shows that when buyers watch the video, it increases your chances of winning by over 3x.

21:18Kayde Givens: So do not let your proposals become a disappointing plot twist. Get our proposal success guide free in the show notes. Today's show is brought to you by Ambition, the coaching and performance platform helping sales leaders turn metrics into action. Did you know that sales orgs where the majority of reps are coached weekly are twice as likely to see high quota attainment than those who don't? and that is from Ambition's new state of sales coaching report that also found teams using a system like Ambition coach almost 60 % more frequently than those who don't have one. Now, we built a toolkit with our friends in Ambition on how to actually use data to coach your team.

21:47Kayde Givens: Get it for free in the show notes. Today's show is brought to you by Pipedrive's easy to use and customizable CRM with built-in meeting intelligence. My favorite discovery question is the multiple choice question, which sounds like typically when I'm talking with folks like you, they're focused on A, B, or C, which is it for you? Now, A, B, and C have to be problems that you can solve because that's how you steer the conversation in the direction of places you can help them. Now, PipeDrive's built-in meeting intelligence helps you focus on your follow-up question, not on scrambling to take live notes.

22:15Kayde Givens: And we built a full discovery toolkit with them free in the 30MPC closers hub. There's a link in the show notes. This is something that Mark Kosiglo, who's the CRO at DeCebo, he was the sales leader who led outreach from zero to 250 million. What he taught me about metrics is in order to understand a metric, you need to understand two things about the metric. You need to understand context and you need to understand trend. Context is, if I told you, Katie, my team booked 10 meetings last week, they booked 10 Alpon meetings. You have no way to know if that's a good number or not. If we have one rep, you're like, holy cow, that's pretty damn good.

22:55Kayde Givens: If I've got 30 reps and our goal was to book 90 meetings, you're like, oh my God, you're me out of a job deck. So you need to understand context is understand what was the metric and what is like the benchmark or goal. Trend, if I tell you we booked 10 meetings last week and the goal was five meetings, you might be like, man, Nick, you're killing it. But if the trend was the last 12 weeks, we booked 20 meetings, 30 meetings, 26 meetings, you're like, yeah, you still beat goal, but you're going down. What happened? So you need to understand both context and trend to know if a metric is good or bad.

23:27Kayde Givens: What's important in days 31 to 60? You better have a hypothesis and then you actually better have a plan built on how to do it. And so it is literally just taking all the information you've gathered in 30 days and saying, what is actually going on here? What needs to happen to move the needle? And how am I going to move the needle? Great. Because by 60 days, you'll see activate and win. You better be working. Great. This plan better be in place and it better be cranking and it better be going immediately or else you won't have a job. Last thing, and we're going to get into how you executed on this in the next episode, but what did you decide based on the listening tour, based on the focus groups, based on the metrics that you pulled that you needed to do over the next quarter or two?

24:09The first one that I decided was manager enablement. Managers are the most important, always. You should always start with managers. But we also noticed in some of our data that we were heavily dependent on our managers to close deals. Our managers were almost in every opportunity we had.

24:28Kayde Givens: They were super reps. They were super reps. And so I was like, well, no matter what, I had to teach reps. But no matter what I teach them, none of it will be reinforced if my managers are in deals closing deals. where they're not there to coach, they're not there to train them. And so I was like, I have to shift manager behavior as quickly as possible. And so we were like, let's do a manager retreat. We literally took them out of the office for two days. Intensive training on what their manager operating rhythm is. Thank you, Mark Kozoglowe. We took them through that on 30NPC. Awesome. Love it.

24:58We walked them through what good looks like, how to call coach. You have to lead the team, run the business, and you also have to empower your reps and lead the rep. And so how do you do all three and how do you have time to do all three and so that was like our baseline of like how do we shift behavior from running opportunities to running those three pillars and then we have monthly sessions after that to help reinforce it what were the other pillars

25:23Kayde Givens: that you decided you needed action on based on the torque the next one was actually just like cut down the noise for reps and so there was a lot of noise coming at reps at one time they were getting a million slacks from different cross-functional partners in like the slat ae slack channel that was like you should probably pay attention to this you should probably pay attention to this and we've all lived it like it's too much and they had three or four meetings that were just like worthless meetings and so i was like my job as a umbrella to protecting your time was like let's cut down the noise because their world is already really noisy i'd heard that in focus groups i've heard that in listening tour are there things that are just low value that we can cut or reposition.

26:04And so I was taking those and putting them other places or just being like, hey, let me feel that for you. It's a pain. The number of cross-functional partners that are like, A's have to know this. Let's schedule a meeting. I'm going to walk you through it. And they walked me through it. I'm like, there's not a single AE that would want to know this,

26:21Kayde Givens: but I'm fully committed to listening to very engaged. And they're like, that's awesome. And they're like, so I'd love to get in the all hands. Anything else that you decided you were going to tackle before we wrap this one? ae discovery as we started to look at win rate and the size of our contracts and then doing some very in-depth god analysis it was like we're just not hitting it with discovery across segments yeah and so i literally took my hypothesis i took call examples and i sat down with each director of each segment and i was like here's where i think we're at can you review this report it's literally one page sample of 10 calls am i right yeah and typically like once i've been in an org a couple like quarters or a couple years i don't need to do that i'm like i think i've given enough crad but in the beginning i would say i may be wrong yeah like maybe this discovery is super great for the report too i do i walk them through the sales or revenue velocity model again just to remind them this is how we make decisions or else you're just going to get a lot of noise or people think rep second discovery but you don't know no i walk them through current state using that model yes here's our opportunities are worth here's our new win rate here's our length here's where the trend is Here are the skill gaps impacting the lossy model for each one.

27:33Kayde Givens: So you're pointing out the good and the bad. Yeah. And I'll typically call it like, hey, this is across like a trending line too. And so like our number of ops feel pretty great. Our ACV is actually a larger constraint and our win rate is our second biggest constraint right now. The potential gaps are possibly this, but I'm not sure. And so in this meeting, I'm literally sitting down with them. I send this in advance and I sit down with them. And I'm like, this is what I think it is. My recommendation is discovery is the first intervention. dimension yep and then training on like a common call structure etc and i'll walk them through that and then i'll be like what is your take and am i right am i wrong yeah and then where else should i be digging in yeah as well and so this is like this gives me the baseline to also ensure when i'm new that i'm making the right decision i'm not forcing a decision this is killer my guess was discovery everyone else was like oh it's for sure discovery i want to wrap this episode with we've talked about a lot of best practices for enablement leaders in their first 90 days.

28:29Kayde Givens: Now I want to flip that question on its head and ask you about a worse practice. So my last question for you is what is one bad habit that you see sales enablement leaders exhibiting in their first 90 days that hurts them more than it helps, but they think it's actually helping them? In the first 90 days, they set up an intake form. They're like, everything you could ever want, training, content etc put it in this intake form and then i will take it through a prioritization workflow and then they're like i will take everything from that intake form and i take it through this prior organization workflow name your favorite one bryce yeah yeah and you're like here's the impact here's the audience and none of it is data backed and then they go in and they're like great we had like seven leaders saying we need discovery training so i'm going to build a discovery training and then they build the discovery training they drop it into the ether and then they're like We had 100 % completion on the discovery training and people scored an 80%.

29:26So we did it and we're successful. Next item on the intake form. Enablement is a science and an art. And none of it is data backed and none of it ties to what executives care about. And none of it actually is trying to drive revenue, trying to drive consistency. That intake form can become like this nail on your heel that you're just like, yes, I created a process and I'm listening to everybody and then I'm acting on it. but you're probably acting on the wrong thing.

29:53Kayde Givens: Really good. Katie, amazing episode. Folks, if you liked this one, we're going to take as many of the documents that Katie was so generous enough to take us through today. We'll try to put like the listening tour doc, the revenue velocity model, and a lot of the other resources that Katie shared today in the show notes of this episode. So you can grab them for free. And if you're a sales leader, they'll help you out. If you're an enablement leader, they'll help you out. If you're a rep and you're like, I want to peek behind the curtain, they'll probably help you out too. So thank you for watching.

30:20Kayde Givens: Make sure you hit the subscribe button if you like this show, and we'll see you on the next one. Peace. Bye, y 'all.

30:35Kayde Givens: Today's show is brought to you by Proposify, the proposal management software designed to make every deal a closed deal. When you send a proposal to a prospect, include a video of yourself walking through the proposal because it's going to be shared with stakeholders beyond just your champion. You want to make it easy for those other people to digest. and you want to be able to control the narrative with your presentation. And bonus, Proposify data shows that when buyers watch the video, it increases your chances of winning by over 3x. So do not let your proposals become a disappointing plot twist.

31:02Kayde Givens: Get our proposal success guide free in the show notes. Today's show is brought to you by Ambition, the coaching and performance platform helping sales leaders turn metrics into action. Did you know that sales orgs where the majority of reps are coached weekly are twice as likely to see high quota attainment than those who don't? And that is from Ambition's new state of sales coaching report that also found teams using a system like Ambition coach almost 60 % more frequently than those who don't have one. Now we built a toolkit with our friends in Ambition on how to actually use data to coach your team.

31:28Kayde Givens: Get it for free in the show notes.