Celine Grey welcome to the podcast Lovely to see you. Looking at your LinkedIn profile, you've got the banner, which actually says focus on what you can control. Why does your banner say that? And what does that mean to you? If you don't mind sharing?
I think as a sales leader, I was very guilty to say to my team focused on the controllables, when I was a salesperson explained to me, what does that mean? What do you do? But we really break it down in terms of you can't control the weather? What can you your response? So what is it that my focus should be? If there's something that is really prominent and driving the stress level up? Can you control it? Yes, or no, if you can go into it. That's it. If you can't,
what should your response be for this to disappear? So we associate that with actually the first pancake principle, most of us love pancake. And when we make pancake, the first one is never agreed. But we still have to make it because we want to eat the second and the third and a fourth that are delicious. And so it's the principle of everything you make for the
first time, it's not going to be perfect. So you need that psychological safety that tells you actually, I need to make a first one, in order to be able to get the second and the third and the fourth. So now we have to be full all over the company, you're going oh, by the way, this is my first pancake and you listen at it. And so we listen to coaching call and things like that, but people are quite proud of their first pancake, which is the way it should be.
I think if we ask five people in sales, what they thought sales enablement is you might get five answers, right? Very quite quite different ones. What is it for you? What does sales enablement mean?
Sales Enablement is really supporting the revenue generation team, focusing on the customers, acquiring customers that are fit to their needs, and the solution that they provide retaining those customers and growing that customer so that you can grow the company. It really is customer centric, and not sales centric. If you build a sales enablement practice, that is customer centric, is going to be fit for purpose for
your company for your salespeople. And they're going to grow quicker, and they're going to have skills that are adaptable and flexible. There's things that raise that look at customer loyalty. Why do people renew in b2b, and price comes very low, because it doesn't drive loyalty. If I come to you for a cheap price, I mean, viewed for a cheaper price. There's brands and feature that comes second, but the number one driver for people is customer experience and sales experience.
And I often say to the people, can you control pricing? No. Can you control the brand? Oh, at your micro level rent? Can you control the features? No. Can you control the sales and customer experience? Yes, well, that's 50% of why people renewed so actually, you are in control of this. But the enablement practice needs to be centered around the customer. In order for this to happen, not around the seller.
You're one of the growth leaders for you to enable organizations to scale up to help achieve that size and magnitude of growth.
They need to do a combination of four things they need to expand. And that's geographical expansion, product expansion, finding new uses for product, it could be a segmentation, you will segment from SMB to mid market, to enterprise, the move market and so on. So that's an expansion or merger acquisition, you also need to acquire client. But in order to grow, you also need to retain client. So that's your second and third one. And finally, the last one is cost
efficiency and cost reduction. So cost efficiency is the ability to do more with the same amount of money. And cost reduction is looking at my costs and reducing that. So that's how a company grow. And I think as enablement leaders, we have to understand that because we are going to be able to enable expansion, we are enabling customer acquisition, we are enabling customer retention. And we may be in cost efficiency by making sure that people are enabled with the right tools and
process in order to be productive and efficient. And so what it means is that as an enablement practice, you need to really focus on what do people need to do in order to be successful right now, that is still going to be scalable. So that's your competency and your skills. Are they doing it? Are they doing the right activity? are they burning themselves out doing an activity that is not yielding any result? What does good look like? Even what good looks like is often missing out
of a lot of companies, right? So if we don't have a benchmark, how do you know that you're going to hit it? And finally, what are the tools and processes that are going to enable your team to be productive, but also if you know what to do and you're doing loads of it and you don't have a system then effectively your customer experience going back to the customer is going to suffer right? So the enablement practice we need to make sure that everything we do is fit for
purpose in that aspect, and it's scalable. It requires sacrifice, you can't do everything.
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