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 Butterfield, founder of Revenue Flywheel Group 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 Revnue 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. 74 - Sibusiso Msomi - Sales Enablement vs. Sales Training
My guest Sibusiso Msomi is a sales enablement pioneer in South Africa and in this episode we explore his career evolution and what he learned when making the strategic shift sales training to sales enablement:
- How shifting from sales training to sales enablement to provide more comprehensive solutions that integrate training, tools, and processes, enhancing overall sales effectiveness and what that looks like.
- How engagement with clients has evolved from focusing solely on skills to aligning sales strategies with broader business outcomes.
- Results, positive outcomes and improved sales metrics since moving into sales enablement.
- The introduction, reception and evolution of sales enablement in Africa.
This episode provides valuable insights into the strategic implementation of sales enablement and its growing impact on global and African markets.
Sibusiso Msomi is a dynamic and visionary entrepreneur deeply entrenched in the field of sales and business development, recognized particularly for his contributions to the sales enablement sector.
As the founder of the Sales Enablement Company, he has markedly contributed to the
enhancement of sales practices in numerous organizations, ranging from fledgling startups to established, publicly-traded companies.
Sibusiso’s approach involves a holistic review of the client's sales processes, including training methodologies, content management, and technology adoption in order to tailor a comprehensive sales enablement strategy.
Sibusiso is also the chapter leader of the Revenue Enablement Society in Africa.
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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. 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 and welcome back to another episode of the Revenue Enablement Society podcast, stories from the Trenches, the podcast that, as far as I know, may be the only one that goes around the world looking for enablement practitioners talking about the things that they're doing, how they're doing things differently, how they're adapting to the constantly changing world of sales and therefore revenue enablement as well and learning from them. It's one of my favorite things about it is I always get to learn something with every guest we bring on. I'm particularly excited to introduce you to today's guest. He and I have only recently met I think it was earlier this year, but I consider him a friend and he's doing some really cool stuff in his well. I'm going to let him talk about that. So I want to introduce you all to Sibu Siso. Masomi. Sibu, welcome, and maybe introduce yourself to everyone a bit. Hi, paul, thank you very much for the introduction.
Speaker 3:I truly appreciate it. So, as I said, my name is Musiso, the surname is Mzomi and I'm based all the way in South Africa. Hot, sunny South Africa. Hot and sunny sounds really good right now, absolutely, absolutely. In fact, we've got one place here where it's summer throughout the year and that's where I'm from actually. So, yeah, I'm involved in sales and enablement. I'm married with two kids and, so far, one wife, and I'm saying so far, one wife because I'm Zulu. I'm allowed to marry as many women as I can afford. Of course, I'm very wise to stay with my wife that I love very much. I'm not going to be looking for any other wife at this stage. Very much, I'm not going to be looking for any other wife at this stage.
Speaker 2:Yeah, yeah, I would make make that very clear because she may listen to this episode, absolutely All right. Well, again, welcome I. I I've been excited to to. Uh, we've been talking about this for a little while, so I've been excited to have you come on. So, before we get into the heart of the discussion, um, you know you were warned in advance. No one gets out of the Jimmy Kimmel challenge, so let's start with that. You know, through your network, somehow you are offered Jimmy Kimmel's show when he retires or decides to retire, and you're allowed to choose anyone, living or not, to be your first guest. Who do you bring on and why did you pick them?
Speaker 3:Yeah, absolutely, it's actually a no-brainer for me. The guy that I will bring his name is Lebang Nong, and he's actually a friend of mine. He's the founder of a company called GoMets. The reason why I would pick him is because when Lebang was still in high school, there was no teacher in the whole township that he's in, so like in the whole suburb, and he took it upon himself to learn math in a way that he started to then teach other kids, so all the way until they qualified for college. And some of those kids now, you know, they've become doctors, scientists, others have become engineers, and it's been 20 years now and he's now built a school all the way through to, you know, like a crash, you know like a primary school where kids learn he's his own calculator now. So really inspiring guy, and that's who I'll bring definitely.
Speaker 2:What an amazing legacy to leave behind. Somebody should do a movie about his life I mean, it sounds like it would be a really good one and you know and bring bring together all those stories and lives that he's changed. And especially skill like math. You know, there's not equal opportunity at least in my country there is not often equal opportunity to get really good education in in maths and sciences and, and so I think that's especially a helpful area, right, critical area that he's providing that for people that may not have access to it otherwise as well. So I love that, all right. So let's talk about your journey access to it otherwise as well. So I love that, all right.
Speaker 2:So let's talk about your journey. So, when we were getting to know each other and talking, going back, rewinding a bit, you were in a great company with a position that you enjoyed. Yet you decided to make that leap and go from sales leadership and start your own company, although it was a little different than what you're doing now. So let's talk about that. What tell us your backstory? How did that happen? What was your thinking when you, when you, decided to jump out on your own?
Speaker 3:Very simple. I was in a job that I absolutely enjoyed. I loved everything about it. I love the people that I was working with, I enjoy my my. I enjoyed the people that I was serving as well, my clients, and actually I also enjoyed the product or the software that we were selling at the stage and we had done quite well in terms of what we were able to manage in the business when I joined the team. They were struggling a bit and by the time I'd left we had sort of pulled our revenue, you know, to a point whereby we're getting mentioned by, you know, everybody in the business and my team that I was leading ended up becoming the best team that they had in the whole department. So really exciting.
Speaker 3:But I loved what I was doing so much that I figured I could probably do a bit more of this.
Speaker 3:You know, not just only for my current employer, but I saw how my partners were struggling as well Partners in terms of the one that I was servicing when I was employed by this particular employer and I thought you know what the thing they like the most from what I saw at the time, is really the skill of selling the lack of the most from what I saw at the time is really the skill of selling. So I thought to myself since I love what I'm doing so much, how about I do it for more companies? How about I spend more time where I upskill their teams and I help them to sell and do a bit better when it comes to to their you know, their sales? Okay, and that's when I made the jump. I thought let me just see if I can do this with more companies. I love doing it anyway. I might as well with more other companies that I actually I'm blessed to be working with at the stage.
Speaker 2:We've both been in sales for a while, so so I, I think we, we, we view the same when I say sales training a little bit old school, uh, and and the kinds of sales training that a lot of us, you know, grew up with, Is that, is that fair, that that's where you started in training.
Speaker 3:Absolutely, absolutely. And it was, you know, training in the truest form of the definition of, of training, you know, to a point whereby, when I started the company, actually I called it the Msomi Institute, so Msomi being my surname and the institute was the idea that I wanted it to be like a school of sales. So, you know, I pictured myself as the one who will teach the young ones as they grow up and understand sales. So it was really training in that sense where we had classroom trainings, you know, teaching concepts and having them apply those concepts for them to then try and improve in their jobs or get better in what they're doing. And it worked well, you know, because there is still a gap I think there will always be a gap when it comes to people being able to know how to sell, how to hold deals, to be a bit better.
Speaker 2:Well, sales is always changing, so you never really can arrive Exactly.
Speaker 3:Exactly so. We never just can arrive Exactly, exactly so. There was a story change and and, but it was purely that it was purely just going out and sales training. My title was I was a sales trainer and what I did with clients, you know, I would train them on what, when, what they need a training with, whether it's prospecting, you know whether it's a discovery. But it was purely just training and that's it.
Speaker 2:So it sounds like you were enjoying it, it sounds like you were making a difference and, and uh, you know, reaching professional and personal goals. So what caused the evolution from what you were doing into sales enablement?
Speaker 3:I love what I was doing Right, and training was really good in the sense that I was exposed to a lot of companies, being able to give them training in the sense. But it's almost like I knew in the back of my mind that there's a better way for me to service my clients. Okay, you know, it seemed a bit limited when dealing with my clients in terms of just training. It almost felt like I was shortchanging them because, having been involved in sales leadership myself, I understood that sales training or upskilling somebody was one part of it.
Speaker 3:There are other elements which come really into making somebody great or doing well when it comes to sales, and I knew every time I touched a client and dealt with them, somehow I felt like I'm leaving something behind, I'm not giving them everything that they would need for them to become successful. And so the drive then to be wanting to see my clients do a bit better, the drive for me to feel like I don't want them shortchanged, I want them to truly get the best out of me in everything, it made me to look and find for ways. I mean, at the point at the time I didn't even know what I was looking for. I didn't know what it would be called. I didn't know that it's a title for it.
Speaker 2:I didn't know there what I was looking for.
Speaker 3:I didn't know what it would be called, I didn't know that it's a title for it, a name for it, you just identified there were gaps in what you were providing, and so you were unsatisfied and had to go looking. Absolutely, and I'm not answer what those were and how our clients can then take those and use them.
Speaker 2:So let's talk about that. Oh, go ahead, sorry.
Speaker 3:Yeah, yeah. Then until one day when I was spending some time, I actually traveled to the US and I got to meet a few gentlemen who were involved in the sales enablement society at the time. Okay, and choose me to this concept first, and it just made sense.
Speaker 2:Who did you? Who? Uh, do you remember who they were? Did you? Meet them at a conference, or how did that happen?
Speaker 3:No, so it's actually another funny story. Um, you know. So, when beginning the company, as I was doing this training, I read a lot of books. I'll read everything. I'll read anything from a red paper to anything. I just love reading and, of course, sales, being my passion, is what. I then spend a lot of time reading and I came through to one of the books by Hill Montsori and Corey Bray.
Speaker 2:Ah, good friends. I consider both of them good friends. So you couldn't find a better introduction into the world.
Speaker 3:Absolutely Amazing human beings Amazing human beings?
Speaker 2:Yes, they are.
Speaker 3:Not just for sales, but just as human beings. Absolutely amazing, and the book was called the Sales Enablement.
Speaker 2:Playbook and the book was called the Sales Enablement Playbook. I know it well. I am asked regularly from folks that are maybe new in enablement or considering enablement for some resources and that is always at the top of my list of reading. Still relevant, still very good book.
Speaker 3:It changed my life and I mean I'm not saying it lightly as you know that my company is now called the Sales Enablement Company. And I mean I'm not saying it lightly, as you know that my company is now called the sales enablement company. So it changed my life in a way that it completely pointed me in a different direction, where I wanted to go. And after reading the book, I reached out to them, you know, flew all the way and actually met with them, spend a weekend with them, um, you know, really trying to get into their brain and trying to do as much as I can, and they're very different people, very different personalities, very different approach.
Speaker 2:So that would be a great experience being able to interact with both at once.
Speaker 3:Yeah, and I think that's the most for me. That's exciting because you know what you get from Helaman and Corey is it's two worlds coming into together and you get the best out of those, and being able to be in the room to consume all that for me was really amazing and a good change for what I wanted to do for my business. It was a weekend that was filled with aha moments for my business so that's a big investment to make a trip like that and all of that.
Speaker 2:So I'm curious. Let's talk about how you took what you learned and how did you transition your company and what were the big changes that you made that took you from training to enablement. As far as what your services you're offering. What did that look like?
Speaker 3:Great stuff. So and you said it's a huge investment I had to borrow money from my mother-in-law. Now you know how much if I was borrowing money from my mother-in-law to be able to come and do the trip, you know. And but when I returned, I had a plan and the plan was simple now because with sales enablement, I understand that I don't have to number one deal with just one department or one faculty Sales enablement.
Speaker 3:For the first time, as a sales trainer who's not really a sales trainer I'm now moving into enablement I now had the opportunity to be able to engage with a number of different organizations because with sales enablement, I had to look at tech, look at content, look at the entire success of this one individual, whether it's AE or SDR, and everything that makes up their success and all those different elements which come into it, whether it's product marketing, whether it's executives.
Speaker 3:And for the first time, I was the one who could actually say guys, hey, by the way, marketing sales product, I can be able to bring you into one room and we all have one vision where we can all move. And it's crucial because, never mind sales training, most leaders in any company they struggle to get those different departments to work together, and sales enablement became an answer for them to be able to say hang on. If we follow what we have here for sales enablement, where we look at everything to do with content, the strategy, the staff, the skill set, all things inclusive, we can get everybody else in the room and we all have one focus Revenue becomes our God, all of us, and that changed not only how I approach my clients, but also how clients approach me now.
Speaker 3:How are they?
Speaker 2:approaching you differently.
Speaker 3:Absolutely yeah. So in the olden days, paul, what used to happen? Hr department, human resource department, would be the one that would reach out to me and say we need two days training, sales training. They will even tell me what they want. They want two days training for someone to come and do a pre-call meeting or pre-call planning.
Speaker 2:Objective handling or things like that.
Speaker 3:Exactly, but it's a meeting in which they will bring in. What's changed now is that I get called by the executives. The CEOs will say to me this is our strategy that we have for the year, for the next two years. How can we arrive there? It's no longer a conversation of just one part of training, but included in what they see as the big plan they have for the entire company.
Speaker 2:That is very interesting, More than interesting. That's where it comes up and here's why there are so much and you know this so much debate and conversation in the enablement community about getting that executive sponsorship and getting haven't quite achieved that. What do you think the turning point was where you started to get those people interested in you, Because I think a lot of us could learn from that. What do you think the key to that success of was to get them interested, those executives interested.
Speaker 3:For me what really made a huge difference. You know, when I returned, there was a client that we were dealing with at the time and the CEO and the COO of the company were about to be fired by the board in the business. Okay, they tried everything, and when we met with them, I was the last hope. Everything, and when we met with them, I was the last hope. Basically, they were saying listen, if you don't do anything, we're both out of jobs and we are in trouble.
Speaker 3:And by being able to present a plan that came from sales enablement, unlike just training, when they saw how that was inclusive, it became the same as what I expressed when I was with Himalayan Corey an aha moment for them, saying, listen, if we can put all these elements together, surely this will work and then it will change. So for me, then, what happened afterwards, when they had success? The word of mouth that came through. I mean, you can imagine a CEO who knew that in the next three months he won't have a job, he'll be fired After those three months. What happened actually is that the guys that we were working with by the way, his team was not salespeople, his team were consultants who were then supposed to sell to clients, so when they go and implement, so, services, not a product.
Speaker 3:Absolutely yeah, Services, correct, yes. So when these guys go and implement those services, they were then supposed to upsell, cross-sell or even find new clients. So these guys were not salespeople by any definition, but the same people, through being able to put a proper sales enablement program, through being able to put a proper sales enablement program, were able to double the revenue in three months.
Speaker 2:Repeat that please, because that's insane metrics Sure, yeah, perfect.
Speaker 3:These guys, who are not salespeople, who have been struggling to upsell and cross-sell, within three months were able to double the revenue in which they were supposed to bring, and the CEO just completely could not believe it. In fact, I remember this is very funny. I remember when we went to see the numbers after three months, he came in with an extraordinarily different plan. He had doubled the quota. Now for the next month, you know for the course.
Speaker 2:Yes, so it always happens over a bigger quota, and here's a bigger quota.
Speaker 3:Yes, you know, this is this is somebody who was scared that he's about to be fired, but now he was bold enough to say hey, I know, we can actually do even better. We can do better, yeah.
Speaker 2:I know there are probably. I mean, there are a lot of things that went into that. But if you had to pick the number one thing, that the that you worked on with them, that contributed that success, what do you think it was?
Speaker 3:For us it was really alignment within the whole department, within the whole business. Suddenly, with enablement, the right way, it was no longer the CEO's number, the number was no longer just a suggestion. We somehow managed to get them to. All of them believe that this is our number. Marketing was a number and we're all saying this is our number. Marketing was a number, you know, and we're all saying this is our number. And how we would do this. I think when that click happened with them, where they really believe that this is our number, things change and I think the reason why they believe in the number is because suddenly the number wasn't something that's sitting, you know, with pie in the sky, because a lot of companies do that. They come through, give you a number 20 million, whatever million, whatever number they give you but then they don't show you how to get there.
Speaker 2:So there's no hope or little hope of doing it. Yes, okay.
Speaker 3:It becomes daunting, it becomes a problem. It doesn't excite you. It it becomes daunting, it becomes a problem. Actually, you know it doesn't excite you, it scares you in. In. You know even. But if you're able to give people the number and give them a proper way through enablement, content, tech, when we show them exactly how we'll get there, that excites them. And then we want them to actually want to go ahead and get through to the number. So I think, by by want to go ahead and get through to the number, so I think, by us being able to put it almost like a paint, you know, paint a picture for them to be able to see that and that just made things change in their minds.
Speaker 2:Amazing first success story with enablement, and I know that you have seen continued success with your clients, with the growth of your company, and so, whether somebody is wanting to go out and do what you're doing, or perhaps they just want to be more strategic and have more of an impact in the corporate role that they're in, what would you share with them when you would think of the visible results that you've seen and you've told me you felt like you had better salespeople, happier salespeople. Of course they're making more money, which helps with everything, right? What have you learned that the rest of us could take away to help us see some of the same results that you're seeing and success that you're seeing? Because we may have internal clients right, I may be head of enablement in a company, but I think that the same time of transformation is what I want to do as to what you're doing for external clients.
Speaker 3:How do we do that? It's always the focus of four things which I think, um, anybody, whether you're working with clients internally or you're working with clients you know externally. Number one is to make sure that you skill set you have is the right one that you've got. So you know. So in South Africa our market hasn't really been matured yet where you find that somebody is an accounting executive but the skill set in which they have been taught is for SDRs and you know. So they think they're learning, consuming stuff, but it's not really for their role, so it doesn't help. So being able to give people the right skill set with the role in which they're involved, it becomes the first of the things that one must look at.
Speaker 3:And then, secondly, is to understand, when it comes to systems, what systems do you have which support the goal that you've got? And by systems I don't mean the tech, right, I'm just meaning are we clear what is a qualified opportunity? You know as a first part, when you go into our system. Are we clear what it takes to exit that opportunity and move through to the next steps? Just understanding the systems that one needs to follow from the part of when the lead comes to when we win, what it does take. How do we follow that? And it might seem like it's something that you know, it's elementary, but I found a lot of big companies here in South Africa which are listed which don't know what it takes when a lead comes through on all the way to close. No one can paint you a picture and draw you a flow chart from the beginning right through to the end.
Speaker 2:So the buyer journey concept is still a little new. Is that what you're saying for a lot of these companies?
Speaker 3:It's probably a little new one. But also, even when it's not new, no one has spent time to define it for everybody else. So it might sit in the CEO's head or the sales manager's head, but no one has taken the time for everybody else to understand how it works. Across from those ones. I think as we start looking at those things, changes do come and there's a buy-in from everybody else. Then we'll see the change.
Speaker 2:It sounds like what you're talking about is creating an ecosystem, an infrastructure maybe is a better word that surrounds these sellers, but also the other revenue and go-to-market teams, so that they're all in sync with each other. But that's the big shift, is that you're creating, like I say, this infrastructure for them to all function within that elevates what they're all doing individually. Is that? Am I summarizing that? Well, yeah, absolutely.
Speaker 3:You're saying it exactly as how it should and you know the funny thing is that we've seen this work right. So if you look at, you know guys in, in, in in product, product product developer, who, product managers and developers. They're sitting in two different rooms or they're used to where somebody will come through and decide they want this feature to be done on a certain product, but they wouldn't explain to development why it's important, what it's going to do and how the change will come through. But we saw when they introduced Agile in how they operate as far as their projects, everybody got involved in one room, even though you have one scrum master. But the fact that everybody else now is sitting in one place and they can see this idea which came from the product manager, how it affects everything else and everyone else, even when they develop the product, it's not as different as what they were before. It's a bit different now because they know what it means.
Speaker 3:Take the same thing from sales. If we take the same concept and we put everybody else into the ecosystem and then we have them work together for the one way where we can then move as a company. We have a term that we use. We say, if everybody in the company can become prospect-centric, where everything we're building here has to do with, how do we make sure that when a prospect sees us, how do we make sure that when a prospect sees us, everything that we're doing is for them and they see us as welcoming for them to come through into our space and work with us.
Speaker 2:If everybody's aligned with that things are moving a bit better. I absolutely love that it's taking that outside in view, which too few companies do. They're thinking where does this customer sit in our cycle as opposed to where are we fitting into their world? Big difference, really big difference, and in my experience, prospects and customers will notice that difference and they'll appreciate it. You mentioned it sounds like I don't know if you would call yourself this, but you may have been a little bit of a pioneer in sales enablement in South Africa. How is the practice growing there? I mean, you've been doing this for a while. Were you truly one of the early ones? And what does it look like for sales enablement in your country? The future for sales enablement, I should say.
Speaker 3:I don't know if I'm a pioneer, but I think I of the first guys to talk about the concept of sales enablement. In fact, when I came back, I came back and then I went ahead to found the sales enablement chapter here in Africa for the whole continent. So that, you know, I felt people must understand this new field and be able to benefit from what I've seen in terms of the results. And it's quite exciting, you know, in terms sense that African companies now they realize that they must compete on the same scale as other global companies and sales enablement becomes an answer to how is the best way for you to compete into that, to a point whereby a lot of companies have welcomed the practice by a lot of companies have welcomed the practice. You know, I'm seeing more and more. Let's say, banks would have three or four sales enablement specialists in, you know, in that company I've seen a lot of IT companies have got a sales enablement leader. Now, you know, four years ago we didn't have this. So it's definitely a growing field and I do see where it's going and I must be, you know, thankful because some companies that we have here in South Africa, they are based in the US. So the influence of the US as far as sales enablement is very helpful, and we're able to grow into that.
Speaker 3:Funny story, though, is that I've got a friend and his name is Nick Sanders. I'm not sure whether you know him. Nick Sanders is the head of sales enablement for Mancast globally. He was based here in South Africa, and he fell in love as well with sales enablement, so much so that he did a great job to a point whereby he's now heading up you know the whole sales enablement in Mancast for the entire world. It shows you if we're able to export a skill like that from South Africa to go and head up such a big company in the US. It shows you that we do have the potential of people who can do extremely well. So the future as far as sales enablement is amazing. It's bright, it's sunny, like our country. I love that Sales enablement is amazing.
Speaker 2:It's bright, it's sunny, like our country. I love that Sales enablement is sunny like your country. All right, this is really fun, but I'm amazed the time is going by and I don't want to end without giving you the opportunity to drop some additional knowledge on all of us. And so my final question for you, and it might be sales enablement. It might be something completely unrelated, but let's suppose you've been given the gift of time travel, but there's a couple of restrictions Number one, you can only go back and talk to some younger version of yourself, no one else. And and number two, you can only coach yourself in one area of your life. What is the thing that you wish you'd most understood when you were younger or earlier in your career that you could could know now?
Speaker 3:Great question, and it's something that I've been taught by my grandmother and they've been taught by their grandmothers all along. It's an African word you might know. It is called Ubuntu.
Speaker 2:Ubuntu. Is it U-B-U-N-T-U?
Speaker 3:Yeah, exactly, and it's a concept even Doc Rivers was talking about it but basically it's a concept that says that I am because you are. I've realized that you know as much as life is moving and we all want to become amazing. But if we just realize that the reason why I'm here is to serve Paul, the reason why Paul is here is to serve somebody else, it just makes us to be a bit different. So, looking back, I really wish I had been more of a servant in my approach with people than I later lost that. Now, growing up, I want to go back and almost fix and become more of a servant, because when I was young I thought being a servant means you're weak, but now I realize actually serving people is actually one of the most powerful things. In fact, if you look at most leaders in religion, the one thing which they did was they knew how to serve people. That's one thing I'll say to myself.
Speaker 2:You think like well, in your country, mandela Exactly Look at what he personal suffering and the things that he did in service of the greater good for the people.
Speaker 3:Absolutely. We have the best example. We have no excuse in this country.
Speaker 2:Wow, that's a powerful concept and I actually had not heard of it before, so thank you for for sharing that. I love that. Well, and also thank you for your time. Thank you for the time you've spent with us, thank you for what you're contributing to our profession, and if people want to connect with you after listening to this, is LinkedIn the best way or are there other ways?
Speaker 3:Thank you, Paul, for having me here. I truly enjoy this. I truly enjoy talking to you. Every single time I talk to you, I grow a bit more. So I love talking to you. And yes, absolutely. The best way to get a hold of me is via LinkedIn. If you just look for my name, you'll find me. I'm very active on LinkedIn.
Speaker 2:Thank you, my friend. We're coming up on the end of the week, so I hope you have a great weekend. And, to everyone else, thank you for investing another half hour of your time with us. We wouldn't be here if it wasn't for you, our audience, and so stay safe, and we'll be back in two weeks with a new episode.
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.
