Revenue Enablement Society - Stories From The Trenches
The Revenue Enablement Society's "Stories From The Trenches is where revenue enablement practitioners share their real world experiences. Get the scoop on what's happening inside revenue enablement teams across the global RES member community. Each segment of "Stories From The Trenches" share the good, the bad, and the ugly practices of corporate revenue enablement initiatives. Learn what worked, what didn't work, and how obstacles were eliminated by enablement teams and GTM leadership. Sit back, grab a cold one and join host Paul 'Norf' Norford, for casual conversations about the wide and varied profession of revenue enablement where there is never a one size fits all solution.
The wide and varied profession of Revenue Enablement ensures there is never a one-size-fits-all solution to be successful. Amidst constant change the journey to successful outcomes is never the same. Learn from your peers and gain insights on topics like:
-Building strategies and metrics that correlate back to revenue impact
-Gathering requirements to identify stakeholders
-Gaining buy-in and executive sponsorship
-Aligning with sales leaders
-Facilitating cross-functional collaboration
Revenue Enablement Society - Stories From The Trenches
Ep. 72 - Dayna Williams - Building A Blueprint for AI
How do you balance the potential of AI to impact revenue generation, sort through the hype and be strategic in your deployment of AI? Join me as I sit down with Dayna Williams, and we peel back the layers of AI's role in the future of sales and delve into the intricate dance between leveraging cutting-edge tools and staying true to the timeless principles of sound business practices.
We tackle the challenges faced by sales teams and explore how they can navigate the pressures of consistent performance while adopting a disciplined approach to innovation.
Dayna shares her seasoned perspective on avoiding the pitfalls of jumping onto the latest tech trends without a game plan.
Some of the actionable insights she shares in this episode:
- What's missing from the hype and the headlines?
- Elements of a readiness plan or blueprint
- Where and how to begin
Dayna Williams is the author of "The Diligence Fix" which explores what happens when we strive for revenue growth. Her ideas come from advising sales leaders in the areas of internal communication, integrated training, change methodology and making customer feedback actionable. Dayna is also an experienced content and conference producer who lives in the Philadelphia area with her husband and five rescue dogs.
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Welcome to the Revenue Enablement Society Stories from the Trenches, where enablement practitioners share their real-world experiences. Get the scoop on what's happening inside Revenue Enablement teams across the global RES community. Each segment of stories from the trenches shares the good, the bad and the ugly practices of corporate Revenue Enablement initiatives. Learn what worked, what didn't work and how obstacles were eliminated by enablement teams and go-to-market leadership. Sit back, grab a cold one and join host Paul Butterfield, founder of Revenue Flywheel Group, for casual conversations about the wide and varied profession of revenue enablement, where there's never a one-size-fits-all solution.
Speaker 2:Hello everyone and welcome back to another episode of the Revenue Enablement Society podcast, stories from the trenches the only podcast that I know of that gathers practitioners and analysts from all over the world to talk about the innovative and new ways that they're doing things and accomplishing things, the things that are happening in our industry. And sometimes we talk about things that didn't go very well, because there's a lot that could be learned from that too. So I'm excited to get right to our guest this time and introduce you to Dana Williams. Dana is the author of the Diligence Fix and, Dana, why don't you take a minute and introduce yourself a little bit more to the audience?
Speaker 3:Great thanks, paul. Yeah, so I'm Dana Williams and, as you mentioned, I authored a book called the Diligence Fix, and it really is designed to start a conversation around how our striving for more revenue stresses and can compromise our sales organization, and I really was inspired to write it as a result of talking and interacting with sales leaders over the last 20 years, where I've had a career as a white label consultant for a number of the major sales enablement organizations in our country, and so I start the conversation in the book and then my website, thediligencefixcom, we continue to drill down on those ideas.
Speaker 2:All right, thank you. Before we get into and I'm excited, I'll show everybody I actually saw Dana present at an AI conference. I guess it's been a month or a month and a half ago now, and so we're going to talk about some of what she brought there. But before we get too serious, we got to do the Jimmy Kimmel Challenge. So, dana, you know the drill Jimmy retires later this year. You get offered his show. You can have anybody you want on the couch the first night. Who did you bring, or who will you bring, and why?
Speaker 3:Love the question, so I'm choosing Steve Carell, because who knows those types of shows better than Mr Carell? He is always a crowd pleaser and at this point I think I'm looking for some sort of definitive information around a office reunion.
Speaker 2:Is that a thing? Is there an actual chance of that? Do you know?
Speaker 3:I think they hint, they tease, but up to this point I think everybody's been busy with other projects. But you never know. I could be the spark that gets everybody together.
Speaker 2:I think the best part of an officer unit is going to see it's the action figure. Yeah, action figure physique gym. I mean look at what John Krasinski has done since the office. Right, jack Ryan 13 hours. I mean the guy looks like an action hero now.
Speaker 3:Well, I don't know if you saw him host the SNL show, but one of the SNL actors in the audience stood up and was like laughing because he goes. Oh, you're not Jim Jim Soft.
Speaker 2:Yeah right, Exactly yeah.
Speaker 3:It's not quite his character.
Speaker 2:One of the and there were not very many. The only cool things I'll put that way that came out of COVID and lockdown were the human, that seeing humans really step up and I was so impressed. Do you remember his show, the Good News? What was it called? The Good News Show, I think so, or a little Good News, just a YouTube show that he started putting together with Emily just looking for positive human interest stories around the world of people helping each other during lockdown, and it was amazing and he made no money from it that I could tell. It was just he just saw a need and he filled it. I always loved that, so he's somebody I would love to interview someday, just partially for that. It was like what motivated you to do that and it was just really cool.
Speaker 3:And if you're in the mood for a sassier side, he did a nice little series of lip syncing with Anna Kendrick and Cass what. Google him, yeah, for lip syncing, and it'll rock your way, oh, wow.
Speaker 2:Okay, well, I'd go for Jack Ryan reunion too, but I think I think Reacher has taken Jack Ryan's throne on Amazon, so we're digressing badly. But that's what's fun about this. We can talk about whatever we want, but let's talk about what we came to talk about. So, again, I saw you talk on not just AI, so whole conference was AI. But to me, what stood out about your session was the fact that and I'm going to probably not summarize it as well as you would, but it's like, yes, ai, amazing, all these cool things, etc.
Speaker 2:But slow down, kids, and think let's think about this, right, let's not rush into it. You need a framework. So I don't want to give away too much, but that's why I've been excited to talk about this, because I don't think enough people at least the podcast stuff I list you are talking about that. So you know everyone is buzzing about AI. It is, it is the shiny object now for quite some time, but I don't think that's going to change. So, in your experience or view, dana, what's missing from the hype in the headlines?
Speaker 3:Yeah, so I think when leaders get excited and when I speak of sales leaders, I'm talking, you know, cros, heads of Sales and so forth and I distinguish that from our friends in sales enablement, who are often the voice of reason in the room. You know, these are folks that have what you mentioned shiny objects syndrome and they get sucked into the hype. They get excited and the idea is let's just bring these tools into the organization like magic. It's going to help us scale and accelerate and, sadly, possibly eliminate an FTE or something along those lines realize effective and efficient cost savings. Well, that's great, but what's missing from the conversation is everything behind it that's necessary for you to fully realize the investment that you're making.
Speaker 2:When I hear people talk about AI, the word transformation almost is always in the same paragraph of, not the same sentence that people seem so excited about that. But the time that I've spent with AI and I've used some of it it's not something you can just. It's not a turnkey situation. So how should be people be thinking about that right as far as if it's not do? If you agree that it's not plug and play, what are the potential downsides if we're not getting ready and not being thoughtful?
Speaker 3:Yeah.
Speaker 3:So I think it's like anything else, whether it is a platform, maybe like a non-a I platform, but a platform whether it's a training curriculum or now include something along the lines of the I when we make the decision to sign and bring these solutions into the organization, it becomes somebody or somebody's Third full time job to implement so and so is going to own it.
Speaker 3:And the problem is and I kind of alluded to this in my book is that every time you make that decision, you're adding more weight To your organizational car, and just because you don't see it and live it every day as a leader, it doesn't mean it's not weighing down the car.
Speaker 3:And the more that it becomes somebody's third, fourth, fifth job and they're fighting through the level of effort and the roadblocks and the obstacles and the missteps to implement a solution like a I or anything else effectively, you are eroding your productivity. It's like death by a thousand cuts. We tend to know this intuitively because we live it every day. More often, the people who are tapped to make it our fourth job, yeah, but leadership loses visibility, and so I think one of the things that's missing right now is a very simple question what is it going to take for us to implement this well and if we can visualize and sort of quantify the level of effort, that's gonna be a counterweight to all the sizzle and razzle dazzle that people get excited about in terms of a solution and bring into the organization. It's gonna counterweight that.
Speaker 2:You work with a lot of sales organizations, sales leaders. Let's start with them. What are you seeing, as you're talking to them about a? I and interacting with them? I'm sure they're all asking about it at least. So what's going on out there?
Speaker 3:Yeah. So what I what I'm seeing is that people are adopting it sort of From a point solution perspective. So think about the good equivalent is you know, I spent a lot of time in the assessment world, so using sales assessments to Assume determine the level of sales talent you would hire into the organization. So the reason why that's such a Big segment, such a profitable segment, is because it's really easy for people. They want to hire better and they have to implement one solution along a multi step process when it comes to hiring. It's easy for them to wrap their head around that.
Speaker 3:I'm seeing the same right now in most organizations. I'm not talking about like the forward thinking, like service now that's transforming everything. I'm talking your average sort of rank and file sales organization Is looking at something that might save them time. A good example would be sort of these solutions where they're powered by chat, g2p and there's like an exoskeleton over it and maybe it saves you time writing a tailored email or it helps marketing improve the output of blocks something that they can. There's a very defined start and end point and they can easily slide it into the work that they do and it is truly plug and play.
Speaker 3:Okay every month that goes by. Solutions on the AI universe are going way beyond plug and play and that you use the word transformation. That's what they're promising to do. Right where we're gonna get into trouble. Okay I'm gonna get into trouble when we move outside of the very simple point solution adoption and we reach for the rafters to bring in something truly transformational before we're ready and we have not had the implementation conversation.
Speaker 2:Do you see the same Challenge maybe is the best word that we see with a lot of other new tech that's come on the scene. Let's just say conversational intelligence, which I'm a huge fan of, but it was the same sort of thing when it was first really getting big is just, everybody wanted to rush out and get it. But I've worked with some clients where it was horribly deployed. I mean a just I won't go into the details here, but just like wow, do you realize that you're not getting anything out of this? Spend all this money. Do you see that? Or do you think that's the sort of risk that we're looking at now with a? Is people just rushing out, putting a bunch of stuff in place? He said they think maybe they're gonna be able to replace headcount, but in fact it sounds like they're almost creating more work for somebody, if not another headcount I think so.
Speaker 3:Now, while they may well organizations, may, you know privately think that with some time, a and I powered solution could replace headcounting, both of them, most of them know today that isn't something that's gonna happen right away, but I think, if we're honest with each other, it's in the back of their mind, right? How can I operate a leaner hybrid? You know, I human driven sales organization? Listen, it's an important question and I don't think it's one that people shouldn't be evaluating. But as it stands today, because, again, what I'm seeing, what the people that I work with there are bringing in more point solutions. The point solutions work, depending on how you define work, outcome-driven, depending on what your outcomes are. I mean, I've used some of these solutions myself and, as somebody who prides myself on great writing, I'm horrified by some of the stuff that has spit out. I find myself half the time when you're writing everything from scratch just because your reputation precedes you. You can't sound like a robot wrote it.
Speaker 2:I was going to say. The other thing I know is a chat GPT because I use it as a starter. It's kind of like kindling for me. I'll let it generate something and then it gets me past writer's block. But it just seems like and maybe it's the prompts I'm using, but it tends to be very verbose and use a lot more words than necessary.
Speaker 3:And I think about the implications, and this may be a little rabbit trail, but it's interesting because our friends in marketing are directly responsible in some cases for the quality of leads that come our way. I find that if everybody's out there rushing to saturate with even more content but it's not originally produced, it's like this weird hybrid. Can you imagine some of the workarounds we're going to have to do to grab attention as AI continues to saturate the airwaves with more noise, AI driven noise? I think that's something probably people aren't talking about either, just some of the unique problems that it's creating. But just your question before, in terms of people dropping the ball in implementation, it's so point solution driven. Right now for most organizations, it's sort of hard to ruin the deployment, but I think we're a hairpin length away from that changing and that's why our conversation is really timely.
Speaker 2:Okay, I agree. Yeah, I mean, the noise is already starting to be. I was reading an article just this week about this concept of AI influencers and to me that doesn't even make sense. An influencer is somebody who has a unique point of view, who's developed a brand, developed a voice and worked hard at it, and if it's just AI, it's nobody's voice, but anyway.
Speaker 3:So if I think about this because I think this has sales implications if you want to just indulge me for two seconds here.
Speaker 3:When you think about this new world, right, you have apps AI driven apps that will take a picture of you sitting on a park bench and transform it so that you have this gorgeous, you know headshot that you can use on LinkedIn or wherever you have AI writing resumes. You have AI that is really creating this. I think potential crisis really around deception, where people are going to have to learn what's real and what isn't, because if I bring this person on and they used an AI you know for their headshot, their resume, their project sample.
Speaker 3:How do I know that this talent right?
Speaker 2:Or is there any talent? Yeah, you're right, is it?
Speaker 3:And do we care anymore as leaders? Because if we're going to depend solely on AI, then are we only expecting the human component to do almost like a sniper or an elite special force? Are we expecting them to do something very narrow, extremely well? And then what does that mean?
Speaker 2:That's again probably the opposite of what people are hoping for when they bring in. You don't want a bunch more specialists, you need people that can do more than anything more than they used to be able to do?
Speaker 3:Yeah, Analyzing it, serving up your emails, nurturing the customer and the early prospect in the earliest parts of the funnel Right. Then you're going to get dropped in to the action as a salesperson to something already in progress, and one of the things I talk about in the Diligence Fix is this idea of situational intelligence. You have to have mastery so that when you're dropped into that, it's this seamless experience for the prospect.
Speaker 2:Because they're going from non-human to human interaction, which could be great, and they don't want to feel like that, do you? Want to feel like you buy something.
Speaker 3:Do you want? To feel like you've been nurtured by AI.
Speaker 2:Yeah, so what do we do? You talked about a framework or maybe readiness plan. Talk to me about that. What does that look like? Maybe describe the elements of it or help people understand. What should they be? How should they be thinking about that framework?
Speaker 3:I should say yeah, so exactly, I think we throw good questions out there and we frame problems, but we don't want to leave people there. So, for me, when I look at readiness whether the goal is to bring in AI, whether the goal is to reach for higher tiers of revenue the bottom line is you're looking to stretch your existing organization to reach new goals, and so if that's what you're trying to do as a sales leader, what I'm just going to sound like a broken record, but this is the silver bullet. One of the things you have to do is make sure you have a very clear, defined, visualized not just documented, but visualized sales process. Because if you do and we're talking plugging in the evidentiary outcomes, the roles, the responsibilities and so forth and you have to lead according to the process and you have to recognize behaviors that align with the process and provide consequences when people disregard it. Because if you have that, that becomes your game plan in terms of running an organization where you can decide at this particular stage that we've defined.
Speaker 3:We will be plugging in this AI solution to drive this outcome. It's going to be owned by this person or this role and, as a result, we need to up this type of training. We need to provide additional supports and tools for this person using this tool to accomplish this outcome. If you don't have that, then you're not plugging something in strategically with a defined outcome. You're really taking the throat against the wall and see what it does approach, and maybe that's okay if that's the type of organization that you run, but what you risk is continuing to add Unless you interact with customers, nobody wants to.
Speaker 2:nobody, no prospect wants to feel like you're throwing things at the wall to see what sticks.
Speaker 3:I mean, I agree with you, but I work with so many organizations or let me say, I don't always work with them because they don't always think they need help but I interact with leaders that think that their product is so damn good that doesn't matter that they can do anything and the customer is going to buy it, and we're just heading into a marketplace with unforeseen challenges and pressures where that's not going to be good enough.
Speaker 3:And so the ones that want to take growth at AI, human hybridization, they want to take these next gen initiatives seriously. It's going to come back to the process.
Speaker 2:That's an interesting statement to me, because AI is seen as this new shiny, it's going to revolutionize every which which I'm not saying, it's not those things, but people. Yet what I also hear you saying is the basics of sound business practices still haven't changed. Yes, it's all those things, but you still have to be smart business from a planning standpoint, from a like I say what are the outcomes? Who's going to own it? What is what a success look like, all of all of those things. The other thing that's interesting you mentioned is the fact that that their organization that think the product will sell itself, and and I mean I go back to Jeff Moore's Crossing the Chasm book, which which is still one of my favorites, because in SAS I've seen it play out time and time again he was just a little ahead of the curve and figured in or defining it, and I think a lot of those organizations haven't hit that chasm yet either, when, if you are new enough and you are different enough, your product does kind of sell itself, but only to that very small market segment that's really good at creating their own vision of outcomes. You know they don't need a salesperson to do it, they can do it.
Speaker 2:But again, going back to Moore's research, that's no more than 20% of your TAM. And so once you've gone through that group, that's where you start to see a lot of companies, especially tech companies, start to flame out because they don't know. At that point they think they've got the greatest sales and marketing organization in the world and all they did have, but it was just a great product. Now they're selling to skeptics and laggards and pragmatists I can't remember all the words he uses and it's a different game. And so I'm listening to you and I just find that fascinating. It's like, okay, yes, ai knew, cool, all of that. Yet fundamentals have not changed. No, they haven't.
Speaker 3:So one of the things that I'm really spending my time this year working on with sales leaders and again it starts as a conversation and then, if they desire any sort of support for do it yourself or whatever I'm more than happy to do that. But we tend to exactly like you said when things are going well, we're really casual about the fundamentals of running a sales organization, including training. Then we hit a revenue crisis point where we've addressed that first. 20% or any number of things have shifted. Competition has come in, we hit a crisis point, or maybe the board has come in and levied 20% growth on us. Who knows what it is. But we hit a crisis point and then, all of a sudden, that's when people start reaching for training, ai tools, data supports and so forth. They pile the cart, implementation gets done in a subpar way, if at all, and then, before you know it, they're out there going back out to market to say, well, those things didn't work, what else would work?
Speaker 3:It comes in a group of people's full-time job to indulge this hamster wheel of effectiveness initiatives, and that's exactly what you don't need when you're reaching a crisis point, and so one of the things I'm focusing on this year are some of those fundamental disciplines that I want leaders to focus on, beyond just simply training or tools, and so for me, these are getting very, very tight around how you communicate. So, if you think about how marketing has this very strategic, repetitive way of communicating with prospects, sales leaders don't do that with sales teams.
Speaker 3:They tend to say things once or twice, maybe at a kickoff, this is kickoff season, maybe at a kickoff, but then it gets buried in a deck and they move on. But if it was so important to introduce it, a kickoff, and put it in your deck or at a QBR, why are we not repeating it and having a strategic way of pushing that out to the sales force? Because sales people tend to remember only what you just told them yesterday, and so that's one of the disciplines that I want to help people develop in their organization.
Speaker 3:And there's a couple of others, like integrated training, change methodology and customer feedback loops. So those are the four. But certainly communication is a nice sort of counterweight to always piling on more plug and play type solutions.
Speaker 2:So we probably have two types of listeners right now. The first are those that really haven't taken the plunge. Maybe they've dipped their toe in the AI world a little bit, but there may be the easy ones. For the next question I'm going to ask, which is where should they start? You're sharing a lot of great information, but I could see somebody sitting there saying, okay, I don't want to make the mistakes Dana's talking about, I don't want us to get into that place. But where do they start? Got a couple of concrete steps for them.
Speaker 3:I think two or three Yep. So number one sit down and have and this can't just be sales enablement doing this and running sales leadership sort of do what they do. It has to be a series of meetings where we sit down and we agree on the current state and you might have to negotiate what the current state is. But I think the number one thing is do we have a fully documented, fully visualized sales process? And if we do, how would we grade ourselves on a scale of like ABCD on our ability to adhere to this? Let's just be honest, because cheating the system does nobody any good. So that's kind of number one.
Speaker 3:Number two if we don't have it, if we grade ourselves like a B minus a, c, a, d, what is it going to take to get to a B plus or an A? And then can we put an accelerated 60 to 90 day plan in place where it doesn't crush somebody's productivity but we kind of share a little bit of the load to get it up to snuff? And then, what sort of communication can sales leadership put behind this newly strengthened process so that the organization understands? We may have been loosey goosey with this in the past, but we are going. Our future is riding on our ability to implement this and we're going to do it. So I think that's number one and then number two. I think that we look when we have that same kind of aligned conversation around the last two or three solutions we've brought into the organization and we grade ourselves how well did we implement it? Was it on time? Did it add too much weight to the cart? Did we achieve the outcomes that we wanted you?
Speaker 3:have an honest conversation about that and then going forward, I think we say to ourselves before we sign for an AI or any type of other solution, we're going to have a meeting of the minds around level of effort for implementation and if it's going to crush somebody or somebody's, then we have to think twice whether or not we bring it in.
Speaker 2:Okay, so the other group that's probably listening right now and this may be a little more challenging are people that have already gone down the road you described and they're just starting to realize that maybe this isn't working the way we thought, or maybe they're recognizing some of the things you're talking about is oh my gosh, we're already dealing with that. Any advice for those that, like I said, maybe did rush in a little prematurely and now need to fix that how should what should they do?
Speaker 3:Well, I'll give something. I'll give a bit of advice. That may be unpopular, but I try to put it out there as an option for people. Give them permission to at least consider the option. And that is what about cutting your losses? I mean, at a certain point you may have invested in something, but a lot of times you haven't signed a lifetime contract with one of these solutions. Maybe you're three or six months in and it just is not. It's not meeting expectations or people aren't using it the way they need to and it's going to require way too much training to get them ready.
Speaker 3:Maybe have an exploratory conversation around number one, pumping the brakes on continuing to sort of roll the boulder uphill. But number two, like what would it cost our organization if we just sort of readjusted priorities and de-prioritized this? You know, I think that's sort of the first thing. I don't think we have to be compelled unless there's a good reason to be compelled, but I don't think we have to be stuck with something that just isn't working. So I think that's number one and we learn from it. Right, I want to always document the lessons learned so that we have a better. So one of the other disciplines I was mentioning to you, change methodology, and this is having a way of evaluating in an objective way what we bring into our organization.
Speaker 3:So, to help you know support change methodology within your own organization. What lessons learned could we gather from this sort of swing and a miss, to make sure that we don't do it again? So that's sort of my thing. Now. If that's not an option for you, then I always say scale it back. You know, if you've rolled it out to an entire team of 10, can you work with one or two people to kind of perfect?
Speaker 2:the process. That's a good point, right, yeah, and it grabbed it and have actually been doing what you were hoping with it. Because, again, that's just how they're wired they're good at visualizing and just without a ton of direction, you know doing it. So you're right. So refine it maybe it's the right word with those people that are already finding success, and then how do you bottle?
Speaker 3:then figure how you bottle that and take it back to the rest of the, to the rest of the team, and really Paul, the number one reason why people don't start the conversations at the front end around implementation concerns or lack of strong process or hey, it's not working. Should we cut our losses or should we descale is really fear. I mean, people don't bring these things up because they're afraid of being perceived as a failure, you know, or being part of a failed initiative, and they don't want that tag on them and I understand that. But you're going to pay the price for that, you know, a thousand times over in personal stress and, frankly, you're probably still attached to it anyway, even if you try to distance yourself.
Speaker 2:So you may as well.
Speaker 3:Get in front of it and sort of lead from the front on, acknowledging like, hey, we can't take this on just yet, we're not ready. And these are the consequences if we do or we took this out. It didn't meet expectations, we were eager but weren't ready. Here's what I suggest is the next.
Speaker 2:I like that Eager but not ready. Probably a lot of that. Probably a lot of that, all right. So our time is just about up. This has been a really fun conversation, but before I let you go, I want to give you a chance to just drop some life knowledge on us all. Is that all right? Of course, all right. So you've been given the gift of time travel, with a couple of restrictions. One the only person you can talk to when you go back in time is some younger version of yourself, and you don't want to screw up the space time continuum, right, so you can talk to yourself. And number two you can only coach yourself on one topic or in one area. So what is that thing that you really wish you'd understood earlier in life, that you understand now?
Speaker 3:Yeah, I would say it's sort of a mindset topic, Paul, I would say that I tended to, as a sort of a type A personality, I tended to take everything so seriously and absorb stress and get all wound up about. You know, sometimes it was legitimate things, but other times it was like goofy or silly and nevertheless it didn't matter. It was everything registered as stress and what I would tell myself is hey, listen, like the thing that is stressing you out now, is it going to matter six months from now? Is it going to matter three months from now? Is it even going to be in the back of your mind? And nine times out of 10, the answer is no, and so I think the lesson there is that you know time circumstances, they resolve themselves, and so, while we need to take our work seriously, we need to modulate sort of the extent we allow ourselves to become overwhelmed by stress because we're not working at our most effective, best when we're operating from sort of a stress slash, burnout perspective. So that's what I would tell myself if.
Speaker 2:I come back in time. That is really good advice. Well, thank you again, dana. Thank you for taking the time with us and your thought leadership on this topic. If a folks, one who reach out and connect with you one on one, is LinkedIn the best way, or is there a better way?
Speaker 3:Yeah, I'd love to be connected on LinkedIn, or you can email me directly at Dana D-A-Y-N-A at thediligencefixcom.
Speaker 2:Okay, sounds good. Thank you for your time and thank you to everyone else who's invested another half hour or so of your time with us. We couldn't do this, we wouldn't do this if it weren't for all of you. So stay safe, stay warm, and we will see you in another two weeks.
Speaker 1:Thanks for joining this episode of Stories from the Trenches. For more revenue enablement resources, be sure to join the Revenue Enablement Society at resocietyglobal. That's REsocietyglobal.
