Most leaders think culture is built internally. They focus on hiring, onboarding, compensation plans, and training.
Carole Mahoney
Recent Posts
I remember the moment our hiring process took over my life.My desk was covered in resumes. Interviews filled my calendar. Assessments waited to be scored. What should have been a simple step in growing the business felt exhausting.
Sales hiring mistakes rarely announce themselves.They don’t show up as a single failed deal or a missed quarter. They surface slowly—in stalled pipelines, unreliable forecasts, team friction, and leaders spending more time managing issues than...
Most sales leaders think they have a hiring problem.In reality, they have an onboarding problem. I’ve sat across from sales leaders who were genuinely confused.
Every few years, sales gets declared dead. The internet was supposed to eliminate salespeople.
In sales, especially heading into Q4, it’s easy to get overwhelmed by pressure. The pipeline feels uncertain, the deadlines get tighter, and suddenly everything feels urgent.
It’s Q4. The number is looming. If you’re a sales leader or professional, you're not just feeling the pressure—you're living it. And this pressure is the very thing that can make or break your team’s integrity, long-term reputation, and future...
If you sell long enough, you’ll hit this wall: you’re working with a smart, engaged contact… but the deal stalls. Not because they don’t like you or the solution—because they’re not the person who can say yes.
You’ve done everything right.You’ve defined the role for success, used data and metrics to make objective hiring decisions, and even built an onboarding program focused on your buyer—micro-chunked so new reps can easily learn and apply it.
What if the missing ingredient in sales enablement isn’t a tool—but balance? I recently sat down with my friend and longtime enablement leader, Roderick Jefferson—author of Sales Enablement 3.0 and the forthcoming Stroke of Success.
