Sales Enablement, Sales Process, Sales Playbook | Playboox

Most of the comments we have seen around content marketing are neglecting a key (if not the key) ingredient – the salesperson. Many marketers act as if though all they need to do is publish volumes of carefully-crafted and gorgeously-charted whitepapers, articles or e-books and the buyer will come knocking at the door, check in hand. Here’s a definition of “content marketing” from the Content Marketing Institute:

Content marketing is a marketing technique of creating and distributing relevant and valuable content to attract, acquire, and engage a clearly defined and understood target audience – with the objective of driving profitable customer action.

What this definition misses and I’m afraid many marketers do as well is take into consideration that salespeople are both an audience for and messenger of the content. What inevitably happens is that marketing creates a vast library of content that salespeople ignore because the collateral doesn’t help them in their day-to-day selling activities – well over 50% of sales content is not used, according to some studies. Fortunately, there are some marketing leaders that think more holistically about content marketing.

We recently met with a VP of Marketing at a very large technology company with whom we’re discussing a strategic sales enablement initiative to include development of sales tools, both rep and client-facing. He shared a very innovative approach to how he thought about serving the sales enablement needs of his close to 2000-person sales organization. His perspective was that in order for sales tools to be highly useful to and widely adopted by the salesforce, you essentially need to think about the introduction of a new tool in much the same way you would bring a new product to market.

Specifically, he advocated using a method akin to the “Crossing the Chasm” strategy. In other words, initially identify and target one group of salespeople that are most likely to need, use and advocate the tool (the “early adopters”), and then use this group as the base for prototyping, building and eventually “marketing” the tool to the rest of the sales organization.

He pointed out that in order to increase the likelihood of enabling the sales tool to “cross the chasm”, these “early adopters” need to be both social and influential. If there were such a thing as a Net Promoter Score for salespeople, the initial target group would have a tendency to score as being “extremely likely” to recommend, based on their endorsement of previous initiatives. But in addition to being strong advocates, they also need to have clout, so that their recommendations are meaningful and catalyze adoption.

He uses four criteria to define the “ideal customer” for the “early adopter” target group: a) high degree of influence, b) high degree of responsiveness, 3) high degree of advocacy, and 4) geography. It’s a scientific approach in its logic but not application. He has no data to mine to analyze and find the potential early adopters. Instead, he relies on field sales management, industry marketing, and product marketing leaders to recommend and recruit 10-25 candidates. These “early buyers” also become part of the solution because they help build, test and iterate the sales tool, thereby significantly increasing their buy-in and advocacy. Once the tool is created and “certified” by this core group, they become part of the roadshow to teach and promote the tool.

The lesson: If you want your content marketing efforts to have maximum reach and impact, start with your salespeople. Follow this approach and your content will be hand-delivered to the customer and used to spur and structure discussion and, ultimately, help advance and close the sale.

Someone recently posted a question to the “Sales Best Practices” group on LinkedIn asking, “What is the best way to motivate my salespeople to complete call reports?”. It generated a couple of dozen comments ranging from “that’s part of their job” to “that’s not what they get paid to do”.  It was one of the most commented posts in a Sales Management-related LinkedIn group in recent memory.

Our perspective is that this is the wrong question to ask. The question shouldn’t be, “how can I get more call reports?”. It should be, “how can I make it easier for my salespeople to capture and share what they learn during a sales call to strategize how to advance and close the deal?”.

Fundamentally, the motivation shouldn’t be to increase the number of isolated call reports. The focus should be about developing a system to enable salespeople to more effectively manage, leverage, and communicate the knowledge they gather about a deal as they navigate through the sales process so they can (and here’s the key) increase the odds of winning the deal. We refer to this as “deal knowledge management”.

Whether you call it a “call report” or a “deal knowledge management system”, a fair and inevitable question from the salesperson is WIIFM (what’s in it for me)? – as opposed to WTF? :) The answer needs to be that capturing and documenting what they learn will help them close more business and get better at their craft.

For this to happen/work, sales management needs to take a different perspective and tack. Rather than viewing a call report as primarily  a means of tracking activity or “policing” the rep (which is why reps hate doing call reports), you should look at this as a sales enablement  opportunity to build a system that will allow you to coach your reps about how to close specific deals and, if applicable, enhance their questioning skills.

Here are three best practices for an effective deal knowledge management system.

1. Define deal knowledge capture goals. Define what knowledge you want your salespeople to obtain by outlining the questions you want them to ask at each stage of the sales process and what information you want them to document. It’s OK for some answers to be scribbled in their notepads, but others need to be input into your CRM. Make this distinction. One of the critical pieces of information that needs to be ascertained and reported after every call in order to understand the progress and health and likelihood of winning the deal is the outcome of the call relative to your sales process buyer-centric milestones.

2. Optimize CRM for deal knowledge management. Unless you create some uniformity around how deal knowledge will be collected and displayed, call notes entered in your CRM will range from acronyms to the Magna Carta, and not always written in the Queen’s English. Consistency grows in importance and benefit as a function of the number of reps that you have, average number of deals that they work, and the average number of “subscribers” to each deal. To optimize your CRM system for deal knowledge management, create labels for key questions and populate related answer fields with multiple-choice answers that make it quick and simple for your reps to enter call details. You will do yourself a favor if you make it easier for yourself and anybody else that has vested interest in the progress and outcome of your deals to be able to quickly review deal progress details across the dozens of deals that make up your pipeline.

3. Make the customer the primary beneficiary. One way of getting reps into the habit of summarizing what they learned during their sales calls is to make it a requirement to send follow-up emails to their prospect at designated points in the sales process. These “follow-up emails” recap the rep’s understanding of the prospect’s goals and requirements and outline the agreed-upon next steps. They can be attached to the opportunity record for easy reference. In this sense, the customer is the primary audience for the “call report”. Make it easy for the rep to write these emails and easy for those following the deal to read them by equipping the reps with templates.

Deal knowledge management is the process of enabling reps to ask key questions and collect key information in a methodical manner as they work a deal through the sales process to help all concerned leverage this knowledge to close the deal. Developing an effective deal knowledge management process and system will help you more easily gain insight into what’s going on with your deals, which enables you to do a better job of assessing deal health and likelihood of close, and to identify deal risks earlier in the process. There is power in (deal) knowledge!

Let me first establish that there is a Mount Rushmore-sized mountain of evidence pointing to the substantial impact on performance associated with institutionalizing sales process, but yet, this same research shows, the vast majority of sales organizations fail to do so. When it comes to defining a sales process, what we often see is that companies tend to fall at one extreme of the sales process maturity curve or the other. They either have no process or have over-engineered it. Both positions are dangerous and bear out the same result: no one follows process, either because it doesn’t exist or because it’s overwhelmingly complicated and perhaps inefficient to do so.

No process might be a slight exaggeration if you call using the default pipeline stages in your CRM a sales process, which is more often the rule than the exception. You’d be surprised at the number of brand name companies that have no documented sales process (although they acknowledge they need to).

Since the wild majority of cases fall into the “no/low process” bucket as evidenced by research from CSO Insights and others, the central point of this post is to examine the barriers that are preventing the formalization of sales process from becoming more commonplace, and what we might be able to do to remove or minimize these.

So, why the hesitancy? A few reasons come to mind.

• Process? We don’t need no stinkin’ process! Firstly, it might be that the VP of Sales just doesn’t believe it is important. Often times a Sales VP has worked their way up to sales management because they were a top performer and exhibited strong leadership skills. If they were not exposed to a sales process or mentored by someone who had a process-orientation, they might place greater value on other interventions like hiring as the vital factor for sales success. Or they take a cavalier attitude about this and believe that winning in sales is more a function of persuasion and persistence than the other dreaded p-word.

• Spinning too many plates. Another all-too-common barrier is that despite best intentions Sales VPs are simply too busy. They know this is something they should do, but just have too many other items on their to-do lists. They’re on the road constantly. They have board presentations they scramble to prepare for on a monthly basis, which is a huge time-drain for any poor soul that has to endure this. Their span of control is widening – more people to manage means more pipeline reviews, more at-risk deals to analyze and coach, and more personnel issues to contend with.

• How are the numbers looking? They have a short-term bias. Spending time defining your sales process will not help you make your number this quarter. The amount of pressure VPs of Sales are under to hit their quarterly (and in some cases, monthly) numbers, especially in this economy, is colossal. It rolls down hill and sideways. It avalanches from the board to the CEO and then to the VP of Sales. And then it comes at them from their peers in Marketing, Engineering, and Finance. Even their spouses ask them about how the pipeline is looking. It’s happened (to me). Tough to think about process when you’re under the gun to deliver every quarter. Also, when you consider that the average tenure of a VP of Sales is something like 18 months, why invest in something that won’t provide immediate impact and whose benefit they might not be around to enjoy?

• It’s hard. Defining a well-thought-out sales process that is scalable, repeatable, and that will be adopted by the sales organization is hard work and requires a degree of expertise that many VPs of Sales may not have because they haven’t previously undertaken or been exposed to a sales process definition initiative. It’s not just about creating a PowerPoint slide with five block-arrows. Layer on top of this the need to define and build the requisite tools and tweak your CRM to put a process into effect and suddenly swimming across the English Channel in the middle of winter looks less daunting and far more pleasant.

• CRM is not sales process’ BFF. Speaking of technology, CRM systems are data-management not process-management centric and have not been optimized to make it easy for someone to build a sales process that goes beyond defining a few pipeline stages. On the other end of the spectrum, because some of these systems are so flexible there is the danger of the overly zealous CRM admin building a monstrous workflow system that requires a PhD in Quantum Physics to understand and follow.

So, what to do about this?

• Bite the bullet. For the folks with the “we don’t need no stinkin’ process” mentality let me rebut with the adage “what got you here won’t get you there”. Maybe you’ve been able to hit your numbers so far but you’re not going to be able to hit them two quarters out. Admit the need and do something about it. You need to define and lay a foundation for continued success and the only way to do this is by getting clarity and commitment around your process.
• Ask for help. Being too busy and short-term bias both talk to the issue of time constraints. Ask for help. Make the case to your CEO to invest in sales process development. Hire a senior sales ops person. Bring in someone from the outside. Get your top performers involved. Get input and participation from peers across other functions. You would be surprised to learn how willing they are to help and, you might not like this, how they have been secretly complaining that you’re not sufficiently process-oriented.
• Preach and teach. If your board and CEO have a short-term bias, point them to CSO Insight’s research that makes a very compelling case for the need to build sales process prowess. Their research shows that those companies that do the best job of defining, implementing, and reinforcing their sales process outperform those that don’t by a considerable margin across key performance metrics like win rates and quota attainment.
• It doesn’t have to be hard. Don’t over-think or over-engineer it. Too little or too much process are both ineffectual. It doesn’t have to be Six-Sigma. We advocate an “agile sales development” process, which is akin to the “agile software development” process in that both promote a methodology that is lean and flexible. We’ve developed an “agile selling” framework for our clients that serves as a template we can use to accelerate process ramp up and facilitate adoption. You can too.
• Pimp your CRM. There are a number of applications that integrate with your CRM from companies like TAS Group (Dealmaker), Qvidian’s sales playbook application, and Playboox (our company, in January, is introducing a sales playbook publishing application for Salesforce.com called Playmaker) that can help you optimize your CRM to make it easier to define and execute a more defined sales process.

So, here’s a clip of a recent call we made on a VP of Sales, where we asked them if they had a documented sales process and if we could see it.

We think the times call for a shift in thinking about the need for formalizing your sales process and, hopefully, we just gave you a few insights to help you consider moving in that direction.

I had the good fortune to have started my sales management career at Xerox. Xerox was at the forefront of the Total Quality Management (TQM) movement, which was a precursor to Six Sigma. The company introduced the TQM-based management framework “Leadership through Quality” to be used as the basic guideline for all managerial decisions and operations. Improvement processes, tools and techniques were deployed across the corporation and centered on improving business processes to create higher levels of customer satisfaction, quality and productivity, and, ultimately, to gain competitive advantage against nimbler, well-funded Japanese competitors with technologically-superior and lower-cost products.  Quality was our core value and an obsession with process was how we brought it to life. From a sales management perspective, we learned early on that the key to sustainable sales success was the ability to define and execute a repeatable sales process. If tattoos were in vogue at the time, I imagine some of us might have had a large “TQM” emblazoned on our backs. Quality at Xerox was born out of adversity. The stakes were high and the choices were stark: develop a process-orientation or perish.

Our opinion is that, given today’s uncertain times, process matters more than ever, especially buyer-engagement-processes because these have the most immediate and lasting impact on your ability to compete. Sadly, sales organizations are, by and large, ill-equipped to the task or not properly investing in sales process enablement.  We submit that our current economic environment demands that sales organizations make improving the quality of and then institutionalizing their lead management, opportunity management, and account management sales processes the central focus of how they improve sales productivity, effectiveness and performance. There is a confluence of market forces brought on by a down economy that have conspired to make growing your business a daunting challenge, and that demand that you make installing and instilling sales process a priority if you aim to thrive let alone survive. These include:

• Fewer MAJOR sales opportunities at play. If you’re a B2B company, you must close a few big deals per quarter in order to hit or beat your number. “Big” is a relative term, but miss that one key deal and you blow your quarter. From our work with clients across a range of industries, we are hearing that due to the challenging economy, there are simply fewer large deals available in the marketplace.
• More competitors in the lobby and a stubborn one in the back room. This is particularly true if you’re selling into large accounts. Even if you’re using marketing automation technology to hand your salespeople more “sales-ready” leads and your rep is the first one at the prospect’s door, chances are that by necessity or policy the buyer will be inviting your competitors to pay them a visit. And if you’re trying to unseed an entrenched competitor, good luck because you know they are going to put up the fight of their lives.
• Buyers are smarter than ever. Buyers are more informed than ever. Thanks to the Internet, social media, and subscription to market research services, today’s buyer has unprecedented access to information about your company, products, and competition. They’re just one Twitter feed away from getting the skinny on you before your rep walks in.  When it comes to information, the balance of power has definitely shifted.
• Purchase decisions are more complex, longer and infrequent than ever. Buyers are tougher because: a) they have more choices and b) every purchase is more closely scrutinized. Since they have more options, they have more leverage; and because their CFO is in their business more than ever, their pressure becomes your pressure. Moreover, haven’t you noticed that the number of decision-makers involved in the buying process seems to be growing year-over-year? Lump all these factors together and you get longer sales cycles or, worse yet, no decisions.

The odds are stacked against you. To increase your probability of success, grow your business, and win more often, you need to clearly define and document for and with your salespeople what best-practice-activities, milestones, roles and tools they should employ to more consistently and successfully engage with buyers. Whether you’re building your sales processes for the first time or know that they need to be re-engineered, this is the place and now is the time to raise your game. There is just too much at stake.

Excerpt From Mike Griego’s “42 Rules to Increase Sales Effectiveness” (Superstar Press)

So now you’re ready to document your sales process “playbook.” A playbook is just as it sounds—it’s a notated game plan of steps, actions and tools used to facilitate the execution of the sales process. In the previous two rules (Rule 9 and Rule 10) we’ve mapped the selling stages to the buying stages. In Figure 12 (see Appendix A), we’ve now filled out the specific actions and tools that management has deemed necessary for the salesperson to successfully navigate the sales cycle.

Every selling stage can be dissected into a bullet list of action steps, tactics or strategies. Additionally, specific collateral documents, templates and sales tools come into play at various points along the process.

For instance, at Stage 1—Lead Generation, salespeople are tasked with following up leads inbound from marketing campaigns or websites, or initiating targeted contacts on their own. There is typically some live preliminary lead qualification beyond common lead scoring or form fields. A well-managed sales and marketing team will coordinate specifically what a rep should be doing and document those actions. These are grilled into the sales rep at sales meetings or training sessions. A playbook can be developed for different types of field reps (inside teams, outside direct, etc.) as well as for different product lines (upsell items, renewals, new business sales, etc.).

At Stage 2—Discovery/Qualification, there is ample room for error and inconsistency as reps need to further qualify the opportunity and execute a professional discovery or information gathering sales call. By document-ing the specific qualifying and probing questions as well as referencing various helpful sales tools for the rep to utilize, sales management ensures that their team is conducting the right effort at the right time. This continues throughout the rest of the sales cycle.

An enterprise software company’s sales team was comprised of inside reps, outside reps and market development/lead generation reps. There were inconsistencies in the quality of customer meetings as reps often generated a proposal (Stage 4) after a single conversation (Stage 1) with the customer/prospect. While sales were closing in some cases, some implementation issues cropped up because the reps had failed to fully scope out the tailored application and use case of the software solution. What was missing was a more detailed discovery/qualification conversation or meeting (Stage 2) and then a planned proof-of-concept (POC) or pilot/trial that solidified the success of the solution but also further developed the customer relationship and growing engagement. The reps were guilty of short-circuiting the appropriate sales process, a common problem in many of today’s sales organizations. This problem was alleviated by ingraining through sales training the importance of good sales cycle management and crystallizing the correct actions, tactics and tools.

As noted earlier in the CSO Insights research, approximately two-thirds (63%) of firms fall into the category of Random or Informal when it comes to adhering to a specified sales process methodology.2 One-third (37%) are Formal or Dynamic when it comes to effectively following some documented sales process.

But today’s marketplace landscape requires more than simple documentation and training. “Sales Process 2.0″ is all about the dynamic interactivity of sales stages, steps, actions, collateral beyond the printed page. There are some exciting new technology solutions that have taken the concept of “Playbook” to new and powerful levels through the automation of a documented selling process and the just-in-time serving up of the appropriate tool, script, or action-step to guide the new or experienced salesperson. When these tools get implemented across sales organizations around the world, then sales effectiveness will meet sales efficiency and produce consistent sales excellence.

Sales enablement can only be strategic if it is targeted to enable a well-defined growth strategy, tied to the accomplishment of a set of growth-related success metrics, and considered part of an overall change management initiative. Otherwise, sales enablement is nothing more than what has traditionally been referred to as sales support.

What is exciting about the emerging sales enablement movement is that there seems to be a growing recognition in the C-suite about the need for a function (Sales Enablement) that can programatically harness best practices and expertise across the organization (not just sales and marketing) and through training, tools and technology equip salespeople to more effectively and consistently execute a given sales strategy initiative’s requisite processes and messaging. Sales enablement, done right, has the potential to be the bridge between sales strategy and execution.

Ultimately, sales enablement needs to be about enabling the execution of a company’s sales strategy in the field at the point of a salesperson’s interaction with their prospects and customers at each stage in the sales process. From this perspective, sales enablement is very strategic. In fact, I would suggest that it NEEDS to be strategic in order for it to impact the desired outcomes. Facilitating the goal of sales enablement, namely to translate strategy from the board room to execution in the field, is a tricky proposition.

Success of any sales enablement initiative requires ownership and endorsement from the top and adoption by salespeople.  Executive ownership is a necessary condition for sales enablement program success but not a guarantee. Success is dependent on top-down and bottom-up considerations, managed and coordinated by and among sales ops, sales training, and marketing staff. Recruiting salespeople, particularly top performers, successful front-line sales managers, and respected subject matter experts to be part of the program’s definition and implementation will go a long way toward increasing program adoption and impact.

So, is sales enablement strategic? It is if you make it so. Sales enablement becomes strategic the second executive management acknowledges and decides that it is core to enabling your growth strategy, achieving peak performance, and upgrading sales force effectiveness.

The best tools (and training) are those that help salespeople more effectively and consistently apply their sales organization’s best practices at each stage of their sales process. We categorize these into tools the reps use before/during/after the call at each stage of the sales process to help them increase the probability of successfully completing a given stage and advancing to the next.

Before-the-Call tools help prepare the rep and help the rep prepare for the call. Some examples. Buyer persona profiles help sensitize and familiarize the salesperson with the essential job responsibilities, most pressing issues, most common buying process steps, criteria and inputs, and most critical performance metrics that are typical to the buyer roles or titles they call on. Buyer-role and stage-specific specific call planning templates provide a list of suggested meeting outcomes to accomplish, key topics to discuss, questions to pose, value propositions to emphasize, and next steps to propose that help the rep more skillfully facilitate the buying process and, in parallel, execute their sales process.

During-the-Call tools help reps conduct more engaging executive-level conversations with specific buyer roles/titles. They can be call guides they created during their call planning. They can be slideware designed to emphasize and prompt key discussion points or they can be tip sheets on how to manage an effective whiteboard discussion.

After-the-Call tools help reps summarize and quickly follow-up the meeting and substantiate key claims they made during the meeting. These sales tools are typically email templates which might include relevant attachments in the form of case studies or white papers that support the rep’s meeting points.  After-the_Call tools also help with assessment of the call as well as the current state of deal progress and risks. The assessment tools can be in the form of  opportunity-management scorecards and frameworks designed to help reps and managers make go/no-go decisions and strategize the most impactful next steps.

Ideally, these tools are documented and assembled in the form of hard-copy sales playbooks organized in the context of your sales process stages and, better yet, integrated inside the rep’s CRM system.

An important side note: For sales tools to be most effective, you need to train the reps on how to use them. You can’t just add a new sales tool in your content management system and send an email announcing its availability and expect instant understanding and wide acceptance. A sales tool should have a very specific salesperson conversation behavior you are attempting to influence. For example, if you’re introducing a Competitive Face-Off tool, the desired result is to make the rep more effective at proactively positioning your solution against a given competitor (or reactively if they are in an objection-handling mode) when they’re interacting directly and/or by email with a prospect. To optimize utility and usage, the launch of a given sales tool should be supported by training in the context of relevant conversation scenarios utilizing role plays to mimic a real-world situation.  Another tip to increase effectiveness and adoption of the tool is to involve your best salespeople in the tool’s construction, instruction and promotion. If your top performers help develop, endorse and promote a given sales tool, there is a higher likelihood the tool will be “sales-ready-quality” and thus gain quicker and broader acceptance by the rest of the organization.

There is a lot of chatter lately from industry pundits about the central role that CRM-integrated sales playbooks can play in successful sales enablement programs and initiatives. Forrester included a track titled “Improving Sales Productivity By Implementing Sales Playbooks” at its recently-held Technology Sales Enablement Forum in San Francisco. Sirius Decisions has published a couple of briefs about why and how to build and deploy sales playbooks. CSO Insights just added Sales Playbooks as a category to the “Optimizing Use of CRM” of their Solution Center – the two other technology categories they recommend for optimizing CRM are Sales Intelligence and Sales Process Integration.

We would go as far as saying that CRM-integrated sales playbooks enable sales enablement. Here are a few definitions we have come across for the term “sales enablement”:

• IDC: One of the earliest definitions (January 2009): “The delivery of the right information to the right person at the right time and in the right place to assist moving a specific sales opportunity forward.”
• Forrester (August 2010): “Sales enablement is a strategic, ongoing process that equips all client-facing employees with the ability to consistently and systematically have a valuable conversation with the right set of customer stakeholders at each stage of the customer’s problem-solving life cycle to optimize the return of investment of the selling system.”
• Wikipedia: “Sales Enablement is defined as providing the necessary information, tools and technologies to enable a sales force to succeed.”

Let’s look at how Sirius Decisions defines “sales playbook” to help us contrast and compare:

• “A sales playbook takes an often-overwhelming amount of marketing-created information and distills it into a series of “plays” that can be applied to help facilitate specific stages of buying processes for specific audiences within target markets.”

Substitute “sales playbook” for “sales enablement” or vice versa and you see a very significant overlap in the meaning and purpose of the terms. CRM-integrated sales playbooks, at their most basic level, are the means, per IDC’s definition of “sales enablement”, for delivering “the right information to the right person at the right time and in the right place to assist moving a specific sales opportunity forward.” We believe that the implementation of CRM-integrated sales playbooks will be integral to the evolution of the burgeoning sales enablement discipline and the degree to which companies are able to effectively execute their sales enablement strategies.

Research shows that depending on your industry, solution complexity, and price point, in most cases, it can take anywhere from 6 to 15 months to get a new-hire fully productive as measured by time-to-quota. As such, compressing the amount of time it takes to bring new sales hires up-to-speed is one of the main reasons that companies deploy CRM-integrated sales playbooks. CRM-enabled sales playbooks can significantly accelerate new-hire ramp up by:

• Helping new salespeople more quickly learn and apply their company’s sales process and best practice selling activities through continual reinforcement
  
• Providing just-in-time sales coaching tips based on the best practices of top performers that the new reps can immediately apply to their very first set of deals
• Enabling easy access to sales-process-stage-specific sales tools the new-hire can use to advance a specific deal
• Incorporating sales conversation guides that make it easier for a new rep to mimic, learn, rehearse, reference and remember what to say and ask at different stages in the sales process
• Making it easier for the new-hire’s sales manager to coach the rep by enabling the manager to monitor the new rep’s application of the sales process and best practices
• Embedding sales training content, including videos, that is contextual to a stage in the sales process to make it easier for the new rep to reference, retain and apply what they learned in new-hire training

CRM-enabled sales playbooks can super-charge your new-hires’ effectiveness and performance, and enable you to cut down the amount of time it takes to get them fully functional from months to weeks significantly impacting your ability to hit your numbers.