This week on the Sales Hacker podcast, we’ve got Alyssa Merwin, Vice President of Sales Solutions for LinkedIn, North America.
She runs Sales Navigator and is perhaps one of the most important people selling sales engagement and sales software in the world. She’s also an incredible leader, an incredible manager, and an inspiring person. We’re going to learn a lot from her about managing people through a crisis because that’s what the pandemic is. It’s a crisis. It’s a perpetual crisis that seems to drag on forever. But it is a crisis, and you have to change to cope with it.
If you missed episode 123, check it out here: How to Go From a Transactional Model to a Subscription Model with Brandon Meyers
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Show Agenda and Timestamps
- Show Introduction [00:04]
- Who is Alyssa Merwin and what is LinkedIn [3:00]
- What has changed in the last 12 months [10:36]
- What success looks like in a virtual world [15:14]
- Is face-to-face selling a thing of the past? [23:29]
- Advice for creating pivotal career moments [30:58]
- Sam’s Corner [37:51]
Show Introduction [00:04]
Sam Jacobs: This week on the Sales Hacker Podcast, we’ve got Alyssa Merwin, Vice President of Sales Solutions for LinkedIn, North America.
She runs Sales Navigator and is perhaps one of the most important people selling sales engagement and sales software in the world. She’s also an incredible leader, manager, and person. We talk about managing people through a crisis. That’s what the pandemic– a crisis.
Now, before we get to the meat and the potatoes of this particular episode, we would like to thank our sponsors.
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Now, without further ado, let’s listen to this interview with Alyssa Merwin.
Who is Alyssa Merwin and what is LinkedIn [3:00]
Sam Jacobs: Everybody, it’s Sam Jacobs. Welcome to the Sales Hacker Podcast. Today, we’ve got back on the show one of the best people we’ve had on the pod, Vice President of Sales Solutions for North America, Alyssa Merwin for LinkedIn. And Alyssa is going to be talking to us about the changes that have happened in both social selling and the new kinds of selling as a consequence of everything that’s been going on with the global pandemic. So Alyssa, welcome back to the show.
Alyssa Merwin: Hey, thanks, Sam. It’s great to be back.
Sam Jacobs: We’re excited to have you back. I don’t know the exact date of the last time we were together, but it was definitely over a year ago. Tell us what you do at LinkedIn. Obviously, we know what LinkedIn is, but give us your mandate and your purview.
Alyssa Merwin: I lead the North America Business of Sales Navigator, and that really is a responsibility. I have a sales org that spans both acquisition as well as existing customer retention and growth, and everything from SMB to our key and Global Accounts. So really, the full gamut of what you’d see at a sales organization, and for a few hundred people, and growing by leaps and bounds quite a big business these days.
Sam Jacobs: Are you seeing some green shoots and some growth even through everything that’s been going on around the world?
Alyssa Merwin: It’s been an interesting journey. So like probably every business at the beginning, when we were all just trying to figure out which way was up and what was the world going to look like, we’ve kind of put sales on pause and really said, everyone needs to become customer success right now and make sure that our existing customers are getting value, and we’re helping them. And let’s not worry about closing deals and acquiring new logos if this is about doubling down on the customers we have. And then, as we started to learn more and we started to realize that some of our customers were getting really hard hit with the pandemic.
Others were in sort of this frozen mode. And then, a third category was really in growth mode. And we really shifted to figure out, we need to treat each of these differently. And now, we are seeing quite a bit of momentum. Because in this environment, when everyone’s virtual almost, it’s a really a great platform to be able to have. So we are certainly seeing some tailwinds, but also experience some headwinds in different parts of the business, especially with some small customers, and again, those that are really hard hit by the pandemic. So it’s been an interesting journey. I think it’s still evolving.
Sam Jacobs: We’ll talk a lot about that. But before we get there, there’s definitely folks that were not listeners the first time you were on the show, and I think it’s always just a great story to hear. So tell us a little bit about your background. How did you get to LinkedIn?
Alyssa Merwin: I probably am in that small category of people that have only worked at a couple of companies. I’ve been almost a lifer really at two. So the first one was a company called Corporate Executive Board. They changed their name to CEB, and now they’re owned by Gartner. And I spent my first 10 years straight out of school going into my first sales role as a BDR. Worked my way up into an AE role which was my dream at the time, getting paid to travel, and get out and see the world and meet with executives. And then, moved into leadership.
And then about 10 years in, I made a personal move to New York City, and that wasn’t super conducive to the company I was working with. So I got connected to someone at LinkedIn who brought me on to be one of the first sales managers of our basically account management, relationship management team. And I spent the last almost 10 years at LinkedIn, and I can walk you through a little bit of that journey. But that was really the transition that got me to where I am today through taking on a bunch of different roles over the last few years across different parts of the business.
Sam Jacobs: You’re running one of the most powerful products that exists for sales teams. How did you end up in this role specifically given that you’ve been at LinkedIn for so long?
Alyssa Merwin: My career at LinkedIn really started in our Talent Business. So at the time, we didn’t even have the Sales Solutions or Sales Navigator Business. And so, I came in to help lead sales for companies that were looking to recruit and do employer branding on LinkedIn. And it was I think, one, just being open to different opportunities that came along across that tenure period. I was at one point running all of the East Account Management team. And then, we went through a bit of a reorg and my role actually went away. And so, I was left with one option which was to run the SMB business, which on paper was not necessarily the job that I think would have been as appealing.
It wasn’t the big, strategic, complex parts of the business in sale, but it ended up being a phenomenal opportunity, because it helped me really identify that that was a business where we had a lot of opportunity and that it hadn’t really been identified yet. So I got to go do that role, running the SMB customer business. And then, I realized I’ve been at LinkedIn now for a handful of years, and I’ve only been doing the customer side of the business since I’ve been here. And I started to talk with some folks externally just to get some career advice.
And they said, “You really need to make sure that you’ve got recent acquisition experience if you’re going to be super marketable internally and marketable externally.” And so, I was looking around the business and thinking about how I can expand my skill set and make sure I’m getting that acquisition experience that’s more recent, because I’d had nothing but that until my time at LinkedIn. But once I got to LinkedIn, it was only on the customer side. And I identified there was a great role that I didn’t have any experience in, but I felt like it was something that would really round out my experience and skills, and I can bet with myself to figure out the business part.
And so I went to my boss and I said, “I’d really like to take a stab at running this business.” And he had said to me, “I don’t know that this is the right job for you, because you don’t have the experience, and you don’t have the passion for this part of the business, because you’ve never done it.” And I said, “I think what you need for this role is a great business leader, a great sales leader. I’ll figure it out, and I absolutely will become passionate about it once I dig in.” And so, we agreed, and I got to take on that role. And that was really what teed me up for coming into the Sales Navigator business, because it was actually really complimentary in terms of the skill set even though the product and the buyers were radically different.
What has changed in the last 12 months [10:36]
Sam Jacobs: Let’s talk a little bit about how selling has evolved given that you have such a unique perspective. So first of all, your day must look different than it did last year at the same time. What do you think has changed, and what maybe surprisingly has stayed the same from what you were doing a year ago?
Alyssa Merwin: Gosh. It is a different world in every way than this 12 months ago. And I think there are absolutely some things that haven’t changed. But a lot of what has changed has really focused, one, on just the people and the wellbeing of our team. Of course, we always care about great culture, and morale, and making sure people are engaged. But it has never been so important to check in on how people are really doing, and especially those that are balancing family demands with business. And so, I’d say that I would probably spend more time than I’ve ever spent just making sure that before we get into, “How’s the business going? Are we on track?” that we’re really diagnosing and understanding, are you in a place that you can even have that conversation?
So that’s one really big change. And I think there are elements of that that are probably really good, and we should continue to do even once we’re through this pandemic. But that’s something that I probably wouldn’t have expected to spend as much time on as we’ve needed to, and it has I think been required over the last few months. Some of the other things that have changed, because we’re now all virtual and remote, the hallway conversations and just the connection time, it’s so hard to get that. And so, I’m making myself much more available. So I’ve been doing office hours with anyone in the organization that wants to dial in, and it’s been such a great way to just connect, and get feedback, and share information in both directions.
So that’s new, and I’d say probably something that I would adopt as, at least for myself, a best practice that, gosh, I wish I had figured that out years ago and would want to keep doing even once we’re through all this and maybe even back in the office. And then, the things that have stayed the same, we still have a business to run, and we still have customers that need us. And we still have a lot of customers, in fact many more today than we probably even were aware of that need us that we need to be going out to market with. And so, that’s one of the things that has absolutely been consistent. Like I said, we took a little bit of our foot off the gas a few months ago to say, this is not the time to be reaching out and selling. But now, we’re back to. As long as your customer is not in a distressed state and they have a business to run, let’s be there to support them. And if that means growth and expansion, then that’s where we need to support them as well.
Sam Jacobs: Has your go-to-market motion changed to this topic exactly to what you just said, right? Which is that couple of months ago, everybody took their foot off the gas and wanted to make sure that they were leading with empathy. There’s now. I think that we’ve moved into a different stage of the pandemic, which is just acceptance of the world as it is. And now, a renewed emphasis on, we’ve got a business to run as you mentioned. Have you modified or changed any of your fundamental core strategies?
Alyssa Merwin: Well, we are seeing that in a similar way that we said we need to double down on existing customers, we’re starting to see that shift in the market as well. You and I have been in sales for our entire careers. And usually, acquisition is the primary thing that companies are going to focus on. And I think in this environment, there’s a realization or a recognition that the customers you have are almost more valuable than spending energy going out and acquiring the new ones. So we’ve always known that we need to keep churn low and maintain customer continuity, but I think it’s never been so apparent how critical that is. And for us, what that’s meant is that we need to help our customers think about us differently.
Because I think historically, we’ve been viewed as a solution that really is all about business development and customer acquisition. But we really play a huge role as well with customer success teams, relationship management, and account management teams, and can provide just as much value. So we’ve had to help with new messaging, educating the market differently. And so, that has changed our go-to-market, everything from collateral to changing preconceived notions about who we are and what we do. So that’s been one big shift outside of all of the other dynamics like doing everything through video conferences and virtual meetings.
What success looks like in a virtual world [15:14]
Sam Jacobs: How do you define success for yourself and your team? Does that look different now that we’re all virtual and in this new world?
Alyssa Merwin: There’s so much uncertainty with everything going on that I don’t know how much you can use the old methods of measurement. Or at least for when we’re early in this pandemic, using the old methods of measurement were really the right ways to measure success. A lot of what was going on, especially from a macro perspective, was out of our control. And so, I think one of the philosophies we’ve adopted is, do the best you can. If you’re doing the right inputs and the right outputs every day, for a while, that was as much as we could ask for.
And whether you got to the results of the outcomes that we had given you was to some degree a little bit outside of your control. Now, I do think we’re at a point where, again, we have a better sense of what’s going on and how our particular market is being impacted. So now, I think we can get back to a place where we can move back to those normal key performance indicators and activity metrics. But for a while, it really was let’s just do our best. And part of that’s just being there for each other and being there for our customers.
Sam Jacobs: How do you forecast right now? How do you work with leaders across LinkedIn to plan? What advice would you give others as they work on sales and revenue planning?
Alyssa Merwin: It’s been so interesting to see this evolve. On one hand, you’re right. The ability to forecast out too far or to plan is really difficult. And so, I think there are some companies that are thinking about, should we be doing this monthly, quarterly, annually? We’re taking a bit more of an in-between, more of a semiannual view, and then giving ourselves the opportunity to revisit.July 1 technically is the start of our new fiscal year. So we will treat July 1 to end December as a six-month period that will be the first six months of our fiscal.
And then, based on how the world has evolved, and what’s going on, and whether there are vaccines by then, and what the economy is doing, then we can recalibrate whether that’s adjusting plans or rethinking the strategy for the year. So that’s something that we’ve taken a really hard look at, and I think it’s probably the best we can do for now. You don’t want to take too short-term an approach and you also certainly don’t want to take too long-term an approach right now. So that’s how we’re approaching at least for the moment.
Sam Jacobs: Does this put pressure or does it create, I guess, anxiety or consternation to your point? There’s this tension between, you want to make sure that everybody is just doing their best. But I’m sure someone somewhere in the organization is also worried about, well, if we relax our standards around accountability, then maybe how will we know if we’re doing our best? Is there tension for you as a leader across so many people in your organization to balance accountability, and responsibility, and just a confidence that business can be done with the reality that people are in different situations? And it’s really, really hard right now for a lot of people, especially young parents. How do you balance those tensions?
Alyssa Merwin: I think tension is the right word. And what’s interesting in a business like this is, because we’ve got everything from our inside sales, most transactional business to the global accounts which are the large complex, very large deals, they play out so differently. And the activities you can hold people accountable to are so different. And so, one of the things that’s been really helpful for us though is that segmentation. So we can look at different parts of the business and use Q4 as a proxy. So we just came out of Q4. We can understand we performed at a certain level.
Let’s use that as a maybe directional guide for how we can plan, and what we’re going to hold people accountable to going into this next year. I think one thing that has been constant and I’d say even a surprise to me was that the activity metrics and the behaviors that we wanted to see actually didn’t dip. Again, other than that very early period of the pandemic where nobody was really sure it was appropriate to do any outreach, once we got through that, the team was more productive than we’ve ever been in terms of engagement and outreach with our customers and prospects. And that engagement and activity led to better than ever results and conversion.
And so, I do think that at least in our case, we’ve got a pretty good sense of, if we can hold you to these activities and you can hold yourself to them, we think we have a pretty good sense of what the results will be. Now, as you mentioned, the challenges for those individuals that are really balancing family commitments, and responsibilities, or whatever they have outside of work. And in that case, we’re really fortunate that LinkedIn has some really generous policies and benefits that they’ve created to work with people one-on-one if they’re not in a place where they can take on the full responsibility of the workload right now. And so, we’ll work with them on that. But I think we’re at a place now where we can ask people to do the activities and outreach that we think are the right things for our customers. And hopefully, the results will come.
Sam Jacobs: Are there activities that are new? Is basically the profile of success measurement the same or has it evolved? Are you looking at more, certain metrics less? Is it really, listen, we look at the number of emails sent, number of calls made, and those things aren’t going to change or talk time? Has the way that you’ve measured and evaluated the team on a virtual basis evolved or changed?
Alyssa Merwin: One of the things that has become much more important is we rolled out a new sales methodology which was about co-creating value with the customer, rather than going in and presuming to know what they care about, and then doing your discovery and validating. It was really about sitting down at the same side of the table and having a hypothesis, but really together trying to figure out what we are solving for and can we help? And that process which we’re calling the value engagement framework, it’s a bit of a mouthful. But that has become a new behavior that we are tracking, and I would say it almost supersedes some of the other normal activity metrics like a disco, or a demo, or other things, especially in a more complex deal.
And so, one of the reasons that that has become so, so important in this environment is that, whatever you knew about the customer three or six months ago is probably out the window. We’ve got to be going back and making sure that we understand what the current environment is doing to this customer’s business, how are their priorities shifted, how might our solution be more or less important to them based on what’s going on? And if we were to just maintain a normal sales process, because we were mid-cycle from six to 12 months ago, we’re probably really missing the mark in moving this deal along. And so, that’s become I’d say probably the biggest shift in our sales process and what we’re tracking.
Is face-to-face selling a thing of the past? [23:29]
Sam Jacobs: Is face-to-face selling a thing of the past and how do people overcome it? So when you think about looking out across your team and looking out across buyers and how they’re behaving, what’s your prognosis on virtual selling versus in-person selling? What other changes have you noticed in terms of how people buy?
Alyssa Merwin: I’ve been talking to a lot of other sales leaders as we’re all going through this together. And I think one of the things that surprised many of us is how effective we’ve been, our teams have been at getting even the biggest, most complex deals done in a completely virtual world. And so, in fact, a few other companies that I’ve talked to have said the biggest deals they’ve ever done have been in the last few months, and we’re seeing some of the same things happen in our world. I think there are a couple of dynamics playing out.
Number one is, we know from the research that customers are doing so much more of their due diligence well before any sales person walks in the door. So they’re already far down the buying path, whether that’s an in-person or a video conference or a phone call with a rep. So that one is, they’re coming to the table much, much more prepared. The second dynamic that we’re seeing play out at least in our business, and I have to imagine this is happening elsewhere is that we are seeing much, much more scrutiny of the proposals in business cases, and seeing much more involvement, especially at the 11th hour. Procurement of course always plays a strong role in the final kind of one yard getting it across the line.
But we’re seeing CFOs and CEOs getting involved in deals that in a typical world, they might not have been involved, especially at certain price points. But we’re seeing a lot more scrutiny. And so, our team is having to do a lot more of buttoning up and making sure that the business case is super, super tight, and in the customer’s words and the way that they would describe and characterize value, not just in the way that we would. In this environment, we’re all uncertain about what the future holds, and no one wants to be making frivolous investment decisions.
And so, that requires all of us to be prepared for a CFO or CEO to swoop in at the 11th hour, and kick the tires on something we’re proposing or that we’ve already gotten a bunch of verbal commitments on. So that’s another. And I think that my prediction is that we’re going to see virtual selling here to stay. We’ve had inside sales teams being super successful for a long time. I wonder if we’ll move to a world where maybe in just a rare circumstance or a really specific circumstance, we’ll go onsite to a customer. But I don’t know that going back to full field selling as the default is really going to happen. I’m not sure. What do you think based on what you’ve been seeing?
Sam Jacobs: I think I 100% agree with you. I was planning on being on a plane the entire month of April and a lot of May. And obviously, I wasn’t. And I got more done, and I got it done without all of the negatives. There’s a lot of benefits of business travel, but there’s a lot of costs. There’s a physical health cost in terms of jet lag, stress, and your diet. And so, I see that it’s really possible to get a lot done virtually. The other thing I see is there’s a big benefit frankly to the climate and to the environment. If we’re not all flying on planes all the time, the world’s probably a little bit cleaner.
My question back to you is, has your leader board changed? Are there people that are thriving in this world that were not thriving in a more face-to-face world? And are there face-to-face people that are struggling with this transition, such that the profile of what a successful seller looks like is actually different today than it was six months ago? What do you think?
Alyssa Merwin: That is a super interesting question. I don’t know that I have a perspective based on just the last few months of data. Because I think in some ways, the people that were hustling before that were willing to get on the planes, and go do the work, and all of the slog to get the conversation, and all of that work that went into it, I think they’re probably, like you said, channeling that in even in more effective ways. So they’re probably hyperproductive, because they’re not having to be delayed in airports and do rental cars, and all of these things.
But what I do think is going to be really interesting, and I think here’s where we’re going to see the difference in who rises to the top, people that used to rely on relationships as their calling card and how they got deals done, I think those people are going to struggle. Because in this environment, it is not enough for the smile and a shoe shine to be… That is not going to get you to a successful outcome. Today, the stakes are too high. People have, I think, a lower tolerance and a higher threshold for a quality conversation that has business impact.
And they’re not going to want to take precious time, even probably when we’re back to normal, to do the wining and dining and all. I think it’s really going to be about business outcomes in a way that it never has been before. So I think that’s what we’ll start to see, is people that were really old school and that’s how they wanted to do this job and this profession, if they can’t adapt to this new environment, I think that is where we might see some of the differential.
Sam Jacobs: Given that virtual selling isn’t going anywhere, what is the most important thing you think people should remember when moving from face-to-face to virtual?
Alyssa Merwin: You’re competing for their attention with a million things that you never have thought about before. And it probably is largely family. It’s probably job pressure. It’s probably anxiety, things that, again in a pre-COVID world, we probably didn’t feel like we were up against as much and we might not have been. And so, I think that’s one. And then because of that, I think that we’re going to see it’s harder to maintain momentum in deals.
You do your video conference or your disco demo with a customer prospect, and you’re going to really need mutual accountability and commitment to move a deal forward probably in a way that you didn’t before. Because it’s easy enough I think to hide behind your computer and not engage with a sales person if it wasn’t a great experience or it’s not something that you need. And so, I think this idea of, we’re going to have to figure out how to keep the momentum and deal in, I think it’s going to be harder than it’s been.
Advice for creating pivotal career moments [30:58]
Sam Jacobs: Alyssa, you’ve had such an incredible career. We look at average tenure and high growth companies, and you’re trumping that in spades. When you think about giving advice to some of the people that are early in their career, what advice do you have?
Alyssa Merwin: one of the pieces of advice that I had gotten probably early and then you hear it repeated throughout your career is really making your boss look good. But it’s not really making your boss look good, it’s basically doing your absolute best to perform at the best of your abilities so that you are the person that your boss never has to worry about. And that doesn’t mean just results, it means being a great team player and having a great attitude. It means helping other people.
It also means, at times giving feedback to your boss, and highlighting things that aren’t really resonating or working, or that feedback on behalf of the team that you can channel in a constructive way that helps them to be more effective or it helps them to identify a problem they didn’t even know they had. That one can be a little tricky, and it has to be done delicately depending on who your boss is and what their personality is. But I actually think it’s a combination of those things throughout my career that have enabled me to just take on more responsibility, because I showed up in a slightly more mature way than maybe the role called for, or what they would have expected at this stage of my career.
And then, I mentioned earlier about that one move where I said to my boss, “I want to take this job even though I’m the least obvious candidate, but I think I’m exactly what you need.” I think it’s also being willing and comfortable to state what you want and ask for it. And even when he said no the first couple of times, we had some really constructive conversations about why I didn’t agree with his perspective. And ultimately, I really think it was the role that unlocked this next role for me. And so, I think it’s finding the confidence to be willing to have those conversations when you’ve earned the right.
Sam Jacobs: Love it. I think there’s always people that help us get where we got. When you think about some of your best mentors and people that you think we should know about, who are some of the folks that come to mind?
Alyssa Merwin: I’ve had some amazing managers over the years. But there are two people that I think probably gave me a perspective that I wouldn’t have had just through the mentors or people that I’d worked for. When I got to a certain level at LinkedIn, I was able to work with an executive coach. And she helped me to understand some of the dynamics of how I was showing up as a female leader that I was totally unaware about. And it was some real blind spots.
one of the things that I was not really aware of is that women are in this double bind position of, when you’re strong, you’re seen as the bitch. And when you’re weak or you’re soft, you’re seen as weak. I have quite a bit of range. And sometimes I’m really tough, and sometimes I can be really empathetic and on the softer side. But understanding that in the workplace, that is such a hard line for a female leader, especially who’s in a leadership position with authority, to walk.
And even how people interpret feedback from a female manager is wildly different from how they interpret it from a male manager. So things like that that I had to take a look in the mirror and say, gosh, how am I showing up in each of these situations? And there’s probably truth both in people’s perception, but also there’s a misperception about some of this. And so, how do I think about how I want to be perceived and how I can still be authentic? So that’s a longer conversation.
But that was one of the things that I just really thought, well, as long as I’m being a good leader and delivering results, that should be all that matters. And the reality is, that of course isn’t all that matters when you’re trying to navigate your career. And so, that was one. And she was just really the first person that made me super aware of that. And then the second, I had an opportunity to work with another coach. And we’ve done some incredible work together on leadership development.
And he’s another one that’s just held a mirror up and helped me understand all of the growth that I needed to go through to continue to be the kind of leader that I wanted to be, and how there were lots of blind spots that even after my work with Tui, I continued to recognize and I need to do work on. So it’s been a journey of learning. And one of the things that I’ll share, because not all of the listeners on this podcast may be in a position where their company will pay for coaches. But I’ve got a couple of people on my team, even individual contributors, who have said, “I’m going to invest in my own development.”
And so, they’ve gone out and hired a coach. And I just think that is one of the most admirable things that you can do, and probably one of the best investments you can make at any time in your career. If you’re at a place where you feel stuck or you feel like you could use an external perspective, great if your company pays for it. But if not, there are some really great resources out there to be able to do it and any level of affordability. So that’s something that I can’t recommend enough to people, because I certainly wouldn’t be where I am today without their guidance.
Sam’s Corner [37:51]
Sam Jacobs: Hi everyone. This is Sam Jacobs at Sam’s Corner. Thank you so much for listening to that conversation with Alyssa Merwin, a fantastic leader, an incredible person, and somebody that has really embraced the opportunity to lead from the front when it comes to this COVID pandemic. So I just really appreciated her perspective and her take and her insights on how to motivate the team, how to stay engaged and connected with the team, and how to make sure that you are evolving both your messaging but also your morale and your engagement levels with your team as we navigate through this unprecedented crisis. So I thought it was a great conversation.
Don’t miss episode #125
Before we go, we would like, personally, I would like to thank our sponsors. Now, the first sponsor is Sapper Consulting, and they’ve created something that is just absolutely incredible. It’s this platform called REGIE, which revenue teams use to easily and effortlessly optimize on the promise of sales engagement campaigns. So this is where you need to type into your URL if you’re on your browser, go.regie.io. That’s where you’re supposed to go. If you do, we can continue to have the Sales Hacker Podcast. If you don’t, we will all be eating porridge like Oliver Twist. So it’s up to you what I will be eating in the future. But if you’d like me to eat a regular four-course meal every day, then go to go.regie.io.
Second sponsor is Outreach, the number one sales engagement platform. Check them out at www.outreach.io. If you want to reach me, you can. You can email me firstname.lastname@example.org, linkedin.com/in/samfjacobs. Otherwise, I will talk to you next time.