Ep 22: React Less, Predict More: The New Era of Sales Enablement

Welcome to another episode of The Sales Edge podcast, where our host, Celeste Berke, dives deep into a thought-provoking discussion with the insightful Hannah Sabetti. In this engaging episode, Hannah shares her expertise in sales enablement and breaks down the myths surrounding the industry. From her years of experience in the SaaS, healthcare, and financial space, she unveils the holistic approach she takes to enablement, offering valuable insights into supporting sales and customer success teams. With a keen focus on empathy and understanding the human side of sales, Hannah provides a unique perspective on how to navigate the challenges of today's sales landscape. So, sit back and prepare to gain valuable knowledge and inspiration from this enlightening conversation on The Sales Edge.

Jump to a specific time stamp here!

00:00 Identifying gaps and enabling sales team success.

06:08 Identify gaps, investigate source, and prioritize impact.

06:58 Sellers understanding buyers' needs and gaps.

12:32 Empathetic approach to addressing feedback and struggles.

15:36 New enablement staff need time to ramp.

19:30 Different sales styles exist to meet needs.

23:20 Be succinct, try different ways, people matter.

Celeste Berke [00:00:01]:
Welcome. It is Celeste here with Hannah on the Sales Edge Podcast. I'm really excited to talk to Hannah today about sales enablement, all the myths. It's widely misunderstood in how she takes a holistic approach to enablement. So, Hannah, tell us a little bit about yourself.

Hannah Sabetti [00:00:23]:
Yes. Happy to. Thank you so much for having me on. Super excited to chat with you. I think you'll find that most enablement folks could spend our day talking about the industry and the role itself, so glad to to be here. I have been in the role of enablement for a handful of years now, but like many, I started by carrying my own bag. I did more field sales back pre COVID days and traveling and hitting the road and then transitioned and decided, you know, as much as I love sales as a career, where I really had strength was as a relational seller, and I thought it would be kind of that easy and strong transition to shift into the enablement world. I love to just help folks be their best selves.

Hannah Sabetti [00:01:07]:
I have a lot of experience in the SaaS space. That's where I've kind of lived and breathed for most of my career. I spent a lot of time in health care and have recently shifted into more of the financial space. At the end of the day, enablement folks are really solving for a lot of the same pains and problems and doing a lot of good same stuff throughout different industries. It it doesn't really matter where you work as much as kinda the team that you're supporting. So Yeah.

Celeste Berke [00:01:30]:
Tell us about how you entered the role and and your holistic approach.

Hannah Sabetti [00:01:35]:
So this isn't even just necessarily new to this role. I would say a lot of what I excel at is coming into places that maybe either have never had an enablement person or they have had a small team that's focused on, specific things that aren't necessarily as holistic as, an enablement program might be. And so a lot of what I do and what I've been doing in my current role is coming in and just kinda getting a lay of the land. And so that's what I always tell folks when they're like, what does the next 30, 60, 90 days look like? And, like, we have to start with getting kind of that foundational overview. So I talked to and right now I support both the sales team and the CSM team, so kind of the whole revenue pre and post sales group. But probably just for the purpose of this podcast, I'll focus on mostly that sales enablement side. And so really just talking to my sellers, getting in, understanding, like, what are we doing well, where are they feeling some of the pressures, and you can do that a number of ways. I do surveys as well so that there is a little bit more anonymous feedback allowed so that we can get to the the bottom of, like, is it a metric we need to focus on? Is it more of a training perspective? But a lot of times, there are gaps that are they don't need to focus on training first.

Hannah Sabetti [00:02:55]:
Right? Like, maybe it's for example, we have all this great content, but we don't know what's most up to date. We don't know where to find it. That was something that I recently came across. Well, there's no need to train to stuff if we can't find anything or if we can't, figure out what's the most up to date resource or deliverable that's being built. And so a lot of it's just bringing a culture awareness to what enablement right? It's yes. It's training, especially on I'm a team of 1, so I don't have a training specialist or a a training role. I am a enablement slash trainer slash fixer of broken things. But at the end of the day, we have to sit down and prioritize, and part of that is what can we do first that's gonna allow us to have more substantial impactful training.

Hannah Sabetti [00:03:40]:
What I've been doing is, first, it's almost like reactionary enablement. What are the fires we have to put out so that we can then shift and do more of what I call prescriptive enablement.

Celeste Berke [00:03:49]:
I love that prescriptive enablement. And I think you hit the nail on the head here of we can't stay in this place where we're constantly Band Aiding things. It's very hard to grow an organization that's all Band Aided together. You see a car that goes down the road, and it has all the fixes and the band aids and the different paints and the doors, like, eventually, that's probably not going to run. And it's not so dissimilar for an organization. We aren't getting to the root of what's actually going on. We're just putting a temporary fix on it. How do you juggle between the temporary fix and then really carving out time to get, like you said, prescriptive of, alright.

Celeste Berke [00:04:27]:
This is the root. This is what we need to focus on in a couple steps back before we move forward.

Hannah Sabetti [00:04:34]:
It's a challenge. Right?

Celeste Berke [00:04:37]:
Def definitely a challenge. Sorry. I think my Internet cuts in and out here.

Hannah Sabetti [00:04:44]:
Sorry. I think I lost it there for a second.

Celeste Berke [00:04:46]:
So how do you how do you put a Band Aid on?

Hannah Sabetti [00:04:50]:
Yeah. So I think, 1st and foremost, I always like to tell folks who are new to the role, maybe if enablement's brand new to the organization or within its 1st year of getting legs, it's okay to come in and put some Band Aids on because a lot of times that is necessary. It's literally you gotta stop the bleeding. But once you get through some of that initial band aiding and learning your stakeholders, learning how they like to work, learning your sellers, learning how the organization is moving, that's when you're able to start and make more strategic changes. So the way I always try to explain it, especially to folks who maybe aren't as familiar with enablement, is you go to the doctor, and they're like, okay. Well, you have a headache? Like, take Somatfil. Right? Like, that's that's a gap. That's a Band Aid.

Hannah Sabetti [00:05:35]:
Instead, what enablement does is we come in and we say, okay. Well, let's look at the CT or or MRI. Right? Like, let's take some blood work. Let's let's take what we can and partner with stakeholders. So I always say rev ops and product marketing are my absolute best friends. How can we then take the data and partner with folks to then, you know, go and build actual prescriptive is where I kinda say prescriptions. Right? Like, an an actual plan that is part of working in enablement. But at the end of the day, like, I have started at this point saying, like, why where is this request coming from? Like, there's a couple basic questions.

Hannah Sabetti [00:06:08]:
Where is it coming from? What is the identified gap? How many people have we seen this in? Right? Like, if it's something that I haven't noticed, like, is it coming from a certain manager? Is it, like, team specific? Is it org specific? And then at the end of the day, like, if this was solved for, like, what are the actual measurable outcomes that we would hope to see on the other side? It's maybe just like a one on one coaching with a manager or a quick process change with rev ops. And so those are the that's something that's super important for new enablers, I think, to consider as well. It's just a couple, questions as you try. You mentioned, like, how am I, prioritizing? It's hard. You will never have a perfect system, but, like, asking leaders to think through, like, what is the end goal will allow you to then determine, like, is this gonna be the most impactful thing I can spend my time

Celeste Berke [00:06:58]:
on right now? I'm sitting here laughing because from a gap selling lens and from discovery, as you know, being in sales, coming up through sales, it's exactly what we want our sellers to do with our buyers. We wanna understand what's currently going on. We wanna understand their desired future state. Right? This nice place where everything is fixed, and what do we want those outcomes to be. We wanna look at the gap. What's preventing us from get getting there? Like, can we live with this? How often is it happening? All those questions that we want our sellers to dive into in order to be able to make a case. And then I'm laughing because it's, like, exactly what we'd wanna do with our internal stakeholders as well to go through that process. So I think it's awesome that you have that awareness to say, like Yep.

Celeste Berke [00:07:42]:
Alright. Let's take a pause here and start assessing like a doctor would. I can't give you a diagnosis until I have all of that information, so I love that. Like, the prescriptive point of view. You can have to trademark that or something.

Hannah Sabetti [00:08:00]:
You heard it here first.

Celeste Berke [00:08:02]:
So when you get pushed back or there isn't alignment between

Hannah Sabetti [00:08:08]:
I lost you.

Celeste Berke [00:08:10]:
Yes. I'm clearly having some Internet issues. You can hear me now?

Hannah Sabetti [00:08:16]:
Yes. Since you k. Yeah. You're unblurred, so that's what it's It's fine.

Celeste Berke [00:08:21]:
I mean, it'll upload to the cloud. I live in an area where my only option is cable Internet, and I have the highest speed. We don't have fiber yet. So Yeah. It ebbs and flows. Alright. What happens

Hannah Sabetti [00:08:35]:
I would say it's choppy for me.

Celeste Berke [00:08:37]:
Yeah. What happens when you have various, maybe, let's say, product marketing or rev ops, when everybody doesn't get in line or they're not on the same page? How do you mediate that in order to achieve a common goal?

Hannah Sabetti [00:08:54]:
Yeah. I mean, look. I think what's so important is that if you work in an organization where everyone was smart people, we do what we do best. Luckily, I work with some fabulous people who we collaborate more than we fight. Right? I think to me, the harder part is when you have actual end user stakeholder requests. Like, that's where sometimes more of the struggle can be like, okay. I have, multiple VPs vying for something, or we have differing of opinions on, like, I wanna use a medium of an assessment or a certification, but, of course, sellers are in the weeds saying, like, I don't have time for this. That's kinda where I have had more difficulties.

Hannah Sabetti [00:09:29]:
But even from rev ops and product marketing, I think it's about sitting down and identifying, like, what do we do best? And if I'm, like, think it's about sitting down and identifying, like, what do we do best? And if I like, I always joke, especially the teller now that I work in finance, software, like, I don't math. I say that all the time. Like, you did not hire me to come in and and do revenue operations. Like, that would be horrific. I truly need our rev ops person to say, here is the data. Right? Here's the hard facts, and then I can go in and do my job well and say, okay. Based on this, we've identified let's use the example. Right? Discovery.

Hannah Sabetti [00:10:06]:
Like, we've identified that we're having all these opportunities that are falling off between discovery and demo. Right? Like, this is a this isn't an example of my organization now, but this is a random example. So that's when I come in and I say, okay. RevOps has given me this data. If we are noticing there is, like, a conversion issue a metric issue, right, that's when I then go to product marketing and say, okay. I'm gonna do this, you know, part of this. And, again, I work on a small team. So there's me.

Hannah Sabetti [00:10:32]:
There's 1 RevOps person, 1 product marketer, and 1 enablement person. So for better or worse, there's some gray areas, and so we honestly have an open conversation. Like, do you normally in your past roles, has this been something that you've handled? Or as we look at doing this training, you know, I'm gonna focus on the facilitation. I'm gonna focus on the process to improve this, but, like, I need you to come in and speak specifically to the higher level market impact or the persona impact. It's really just about open conversations. Like, if you're working with folks who are at least experienced and have worked for maybe larger, smaller across the game at orgs, what have you seen work, and what can we do to divide and conquer to solve this? And then it it usually irons itself out.

Celeste Berke [00:11:11]:
Mhmm. So, yes, I would say, you know, you hope that individuals work in an organization where there's collaboration and people are willing to take things on. I love to hear that you all have this openness of, hey. We have this common goal. Let's work together to peel back those layers to figure out how do we work through this towards something that's going to be impactful. I'm curious given the environment that we're in. Lots of layoffs, sales teams across the board not making quota, lots of increase in sales activity, win rates are on the decline. How are you supporting sellers So these they engaged, willing to work through kind of these ebbs and flows of the economy and buyers who are pretty tough these days as far as pulling back the purse strings.

Celeste Berke [00:11:56]:
How do you fit into that kind of non tangible piece of, like, motivation?

Hannah Sabetti [00:12:01]:
Yeah. You know, it's tough. Right? Like, at the end of the day, it's tough because I don't I am not their direct report. I do not hold their job in my hand. I do in the way that I support them, but I don't make those decisions. And so I think that's where it's hard on enablement because we literally get up every morning wanting to make our sellers more successful. Like, I find joy in seeing my sellers be more successful, whether that is in the numbers, but also to your point, like, a mental motivational side. Sales is freaking hard.

Hannah Sabetti [00:12:32]:
Right? I've done it. And especially, like you said, in this day and age, so I think part of it is, like, being open to and I know he'd bring it feedback, but, like, empathy and feedback. And I know we'll talk about that more at the end, like, some of those things that set me apart and and where I see I I get set apart. But, like, I try to look at it through the lens of, like, everyone. So, like, what are my sellers feeling? What are my managers feeling? What are our VPs feeling? And then all the way up, like, what are the c suite feeling? And then addressing problems based on that. And so I like to have open dialogue, like, whether it's at the end of a session or taking time at one of us, like a stand up, like 10 minutes and doing a pulse check, like, what are you hearing? What are you feeling? So, yes, like, I I can also identify. Like, part of that can be an emotional struggle. Like, they'll they'll phrase it as, like, a role struggle or a skill struggle, but, like, it's also about, like, numbers if numbers are down, like, that's defeating.

Hannah Sabetti [00:13:30]:
And so being able to, I think, address that and say, like, you are not off the mark here. Like, you are you are valid in what you're feeling. Like, let's see what we can do to support you in that area. I also try to always and, again, I have the blessing of not working in a massive company, so, like, this is gonna be dependent on, like, how many people you support, but, like, I always have my Slack available. I tell people, like, if you wanna set up a coffee chat, I work hybrid, so the days I'm in the office, so I'm like, if anyone wants to take a walk, like, I do that. I offer that avenue so that I can also talk to them on, like, humanistic level. Like, I am no one special. Like, I can't you know, I'm not gonna be able to change the economy, but sometimes it just helps to, like, have that person to have some of those more general conversations.

Hannah Sabetti [00:14:14]:
And some people, they never need that. They never want that, and that's okay too. But I just keep the door open.

Celeste Berke [00:14:19]:
Not like HR. I used to be in a very similar role where I was a regional. The people didn't report to me. I carried their KPIs and was responsible and held accountable for their output, but I was it was really more of, like, a support and a coach and definitely had a lot of conversations that were on the, like, morale and and what can we do versus, like, what's happening to us, what's happening around us that we don't have any control over. So I love that it's, like, almost part therapist and coach, like, facilitator with, like, this

Hannah Sabetti [00:14:50]:
catch all. Yeah.

Celeste Berke [00:14:51]:
Unfortunately, it becomes this catch all role where you have to, like, put up some boundaries of, like, it's starting to push the line a bit. But it sounds like you've created a Exactly. A welcoming environment. What about my final question before we get into, like the the last two questions that I ask is around when is more so around you as an enabler of an enabler of how do you keep yourself sharp and containing your own learning outside of, like, your role so that it helps to, I guess, helps to keep your brain abreast of, like, what's happening with others in the role, what's happening in the economy, what's happening in the profession, what do you lean into?

Hannah Sabetti [00:15:36]:
I think there's 2 things there. Right? Like, I hold myself accountable to, like if I'm asking my team to learn something, like, I need to ride along and make sure, like, that I know it as well. I think that's also really difficult when you are new to an organization, a new enabler. Like, that's where you have to and anyone who's interviewing enablement teams should definitely ask this because you have to get up, to speed as quickly as possible, and that can be difficult. And so I think that, you know, leadership needs to be to be wise about giving new enablement folks the time to ramp. And because if we don't ramp, you're you're gonna struggle with that later and and having a enablement person that maybe doesn't have, the full breadth and depth of, like, your product, your personas, all that good stuff. But from, like, an enablement skill development Oh, dear. Like, happy it's like the first one that I think some organizations come together and put on, but it is truly the most supportive group of people.

Hannah Sabetti [00:16:27]:
I guess because by nature, that is our job, and we pour into others so often that it's nice to have just like like, I've had multiple coffee chats. Like, no. Those are, like, 25, 30 minutes. I'm maybe not learning anything and everything, but it's nice to be like, well, what are you doing? What are you seeing? Like, what's worked? Sometimes it's just like, hey. I have a dog. You have a dog. So from that, like, mental side, like, there's also that. So I always like to try to open myself up to that.

Hannah Sabetti [00:16:53]:
I think the other thing is looking for organizations. So there's a ton out there. There's, like, women in enablement. There's enablement squad. There's Upnotch. That's, like, a mentorship community. I have no affiliation with these people. I'm not gonna get any kickbacks, but I have gone and I've gone through, like, mentorship.

Hannah Sabetti [00:17:09]:
I've gone and been more like, I actually have a chat this afternoon with someone who's a former teacher looking to get to an enrollment. Like, it's just such a give, get community that we're open to that support network. And so that was a really long answer basically saying, like, I try to connect with folks who do what I do because I am a team of 1. I don't have that. Unfortunately, I would say there's pros and cons, but, like, I don't have that team to, like, go into a brainstorm session with internally. So I have to be proactive enough to go and find that externally. And then also just, like, you shared something with me earlier that your team's worked on, like the speed speed model. Like, I was, like, eating that up.

Hannah Sabetti [00:17:45]:
I was like, I love a spreadsheet process. Like, anything I can find, You know? Like, I love it. Like, that's people are so willing to share that stuff, like stuff they've worked. I mean, obviously, it's not internal. We're not all sharing, like, things we shouldn't share, but, like, things that are, like, more basic learning models, like, we are able to talk about.

Celeste Berke [00:18:05]:
Yeah. Absolutely.

Hannah Sabetti [00:18:07]:
Love that one.

Celeste Berke [00:18:07]:
Yeah. It sounds like being a lifelong learner and being a sponge and open, and it's it's that fine line because you are in this role that constantly has to be adopting because the way our team sell, how buyers buy, it all is shifting and changing.

Hannah Sabetti [00:18:22]:
Yeah.

Celeste Berke [00:18:23]:
And in order for you to support your team, it's like you kinda have to be one step ahead with them or in the trenches with them learning so that you can help support that behavior. So this is probably why I gravitated towards you on LinkedIn because I thought, like, oh, here's someone who's actually helping and sharing value, which is a selfless thing to do. It's not always tied to an outcome. Sometimes it is just sharing best practices and helping build others up and, like, lessons learned of things you wish you knew earlier in your career. So thank you for sharing that. As we close out, I always like to ask Sure. Guests two questions. The first what would be, what is the sales myth that you want to bust?

Hannah Sabetti [00:19:05]:
Yeah. So I thought about this one. And it's gonna be funny given that I'm in enablement what I'm about to say, but process matters. Absolutely. You have to have a framework and a process. Process and frameworks are not everything. And so as an enable person, there are places where there's nothing in place and it is pure chaos. Establish that baseline, that best practice, put it in motion, but I'm a firm believer that you have to allow folks to nurture their strengths.

Hannah Sabetti [00:19:30]:
So the age old strike finders, if you've done it, most of us have at some point in our career. I am, like, a firm believer that, again, like and they won't exist because there's gaps and there's needs. When I was a seller, I was a relational seller. I was not, like, your hard and fast challenger. Like, I was more about really building that front end relationship and building that trust so that I could then offer the best solution based on what I learned. And so that's what I did well. I know people that are literally there's someone I worked with years ago, and she was more of your soft spoken seller, like, very data driven. And at first when I was, yeah, I was like, what is this person doing in sales? And then I would watch her and I was like, she is so good at being able to come in and, like, factualize, like, why things matter, pull in the data that matters, like, speak to again, you can pull your disc or your any of these sessions that we've all done to learn about ourselves, but, like, one mold does not fit all.

Hannah Sabetti [00:20:23]:
Like, there are people that, you know, respond better to different things. All of this is my roundabout way of saying, like, yes. Have a best practice, have a process, but, like, give your sellers some, like, rope to to go off and, like, be their best selves, like, and work as a manager to develop that because if not, they're more than likely gonna fly the nest anyways and find an opportunity that'll allow them to Yeah.

Celeste Berke [00:20:45]:
Having a process, we like to say a methodology where individuals can be their authentic self, but kind of know, like, what that home base is. Everybody has the same foundations, then you're going to have other people that take it in multiple directions. I think it's important. Yes. You can manage everybody the same. Not every

Hannah Sabetti [00:21:03]:
Yeah. Like, this is a super basic example, so stay with me. But, like, pulling the same paint my grandmother's 91. She loves to color. Right? Like, taking a page out of a coloring book, there's a picture you have to whether it's maybe it's even paint by numbers. Like, you have something built. Let people choose crown or marker or, like, let people do, like, swirls or some blues and some reds, whatever they wanna do. Like, at the end of the day, the picture's gonna get drawn.

Hannah Sabetti [00:21:26]:
Like, the thing's gonna you know? But you have the outline. You have the paint by numbers, but you give them just some of that different coverage as well.

Celeste Berke [00:21:33]:
Totally great example. I'm with you on that one. I love it. And then the last one goes hand in hand with this next question. We all bring something that's unique. I was told a long time ago, like, how can you be in sales? You're not a cheerleader. And I was like, look at my team's numbers. Really, that's all that speaks for itself.

Celeste Berke [00:21:49]:
Like, I'm not getting complaints. The team is happy. I'm just outwardly not I'm like an introvert. I'm not like, ah, that's it's super uncomfortable for me. So all of us bring that kind of unique factor to a position. What is your I like to call it your sales edge.

Hannah Sabetti [00:22:08]:
So it's funny because I feel like mine's not people talk about this word a lot, and I I alluded to it earlier in the podcast, but, like, I truly am an empathetic person. But what I mean by that is I'm really good at reading the room and understanding, like, what my sellers may actually need or if there is someone that maybe isn't understanding, but they're not as confident and comfortable to say so. It also kinda helps me with some of that friction that you spoke about earlier because, again, I'm lucky I have some collaborative folks, but, like, we're still human. Like, I was talking to my husband the other night. I'm like, corporate like, you're with people who work more than you are with your your partner or your friends. Like, there is just organically gonna be some head butting. Right? Like and I'm 1 it's so funny. I always say I'm really nice until I'm not.

Hannah Sabetti [00:22:50]:
So, like, I will speak up when I need to speak up, and I have had moments where I've had to dial it down. So, like, I say empathy with with still the caveat that I can be bold when needed. But I think just recognizing that sometimes people are just having really tough days or really tough weeks or, like, you know, again, going back to, like, being able to read a room and and understanding, like, this person. For example, it's funny you say you're not the rah rah. I talk a lot. I joke I get paid to talk. So sometimes I have to tone it down. I need to be more, maybe not on this podcast.

Hannah Sabetti [00:23:20]:
We haven't got there yet, but I need to be more succinct in order to reach this person. And some people just don't think like that, but I do that because, again, I know that I'm not gonna reach everyone the same way. And I think that's the hardest part as an enabler or a trainer is, like, everything you do isn't always gonna resonate with everyone that you're speaking to. That's why you have to try different things and teach in different ways, build different types of resources, consider, you know, like you were mentioning earlier, going out and learning other ways of doing things because then at least at some point along this timeline of working with your team, like, something's gonna hit. So I would say that with a caveat I learned long ago from my mentor to speak up more. And so, you know, you be bold when you need to, but at the end of the day, like, people matter and we're here

Celeste Berke [00:24:02]:
to support. We like to say, like, don't don't lose your human. Don't lose your human. And it's interesting you say about that empathy piece. One of my mentors, early in my gap selling process, she'd be on a discovery call, and she's like, do you notice how so and so, like, leans back? I was like, no. How how are you seeing that? I think it's because until you get further along in in a especially for sellers in a comfort level of, okay. I understand the information I'm looking for in discovery. I'm feeling more comfortable with the business acumen if it's a new industry or a new market.

Celeste Berke [00:24:36]:
And now it's like that up level of, okay. I'm gonna start looking at people and and their reaction.

Hannah Sabetti [00:24:42]:
I mean, listen. We train to it. Right? Mirroring tone. Like, that's literally what it is. We talk about it all the time, but it you're right. It's like you gotta get to the point where our sellers are so focused on that checklist or the right thing to say or or one objection ahead.

Celeste Berke [00:24:55]:
And it's really hard. In nature. I can do it so much better in person. Like, if I'm training and I notice somebody doesn't get something or, like, their head's down, you know, Zoom. Yeah. Freaking impossible to see, like, everybody's tiny little face, especially if there's 3 people on the Zoom. Like, are they leaning out? Did they turn their camera off? Like, is something going on? I don't know. Am I on track? I do feel that that empathy piece I mean, for myself, it's something I'm trying to work on a little bit more.

Celeste Berke [00:25:22]:
Even yesterday with my sis I saw my sister here, and we're we're not huggers for some reason. And I was like, okay. Let's hug. Like, we're practicing, trying to embrace each other now. No. Because we've just never done it.

Hannah Sabetti [00:25:34]:
I love it.

Celeste Berke [00:25:35]:
I can hug my daughter and my husband. Not a problem. But when it comes to my sister, it's just weird. Yeah. I'm like, alright. I'm gonna flex this new skill. And if I practice it and it's reinforced multiple times, like, it's gonna be how it's that can have it to me.

Hannah Sabetti [00:25:47]:
Oh, I love it so much. Little steps. Right?

Celeste Berke [00:25:50]:
Well, I have totally loved our conversation today and and can see how, like, yes, I'd want you to be my enablement person. Like, this is warm yet firm, supportive role, and I hope that our conversations continue after this podcast. I will share Hannah's information on how to link with her on LinkedIn. She is pumping out content that is relatable that we can all pick up and use. So I appreciate you sharing that and and being open and vulnerable to what is happening in the sales world and and enablement world today. So thank you so much for being here on the Sales Edge.

Hannah Sabetti [00:26:25]:
Yeah. Anyone in the local to Charlotte, North Carolina, I'm always up for in person chats. If not, please connect with me on LinkedIn and Celeste. This was fun. I get paid to talk, so here we are in a podcast. The same thing I love doing. So I appreciate you.