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Playbook comes from the sporting term, meaning various strategies for the team that, when employed, will hopefully result in a win. In the corporate world, it's now used to define an organisation's approach to program execution. In this last chapter, we see how the Tribe playbook can help you get your own Tribes up and running in days, not months.  
In this chapter we look at how to use customs and rituals to build your tribal brand identity, build resilience and increase connection. 
74% of leading companies say coaching is the most critical role sales managers play according to Forbes, but less than 20% of the sales manager's time is spent on coaching according to the AA-ISP and 9% accord to Gartner. In this chapter we answer why we are we missing this opportunity and show how Tribe can provide a fix.
The rules of what tribes are and how they operate were encoded into our Social Brains over millions of years. In this chapter we use the SAFE Challenger toolkit to help decode social brain decision-making to see if the social brain sees itself in a safe or unsafe situation. This allows us to design interventions that make people feel safe, help them buy-in, and harness the power of the tribe to scale our organizations. SAFE Challenger toolkit allows us to run Tribe gatherings where people can challenge each other without objects being thrown.
Tribes will form whether you want them to or not. And these tribes will either work for you or against you. In this chapter we see how toxic tribes form and can strip value from organizations. 
In this chapter we see why salespeople need to feel they belong to a tribe. We subconsciously see it as a life support system; it's a matter of life and death to our subconscious brain.
In this chapter we look at the blindspots of sales enablement. We see how it's not just the salespeople that need to change, for a change. It's time to reflect the mirror back onto sales leaders, and the sales enablement leaders. We see how the opportunity for learning inside the workflow, when it is needed most, when it is being asked for by salespeople and sales leaders, and ironically when learning is most effective, is often being missed and squandered.
In this chapter we look at why diversity is important in successful selling and contrast with why diversity is being pushed out of the sales profession. 
For decades the sales profession has been fixated on individual sales performance and leadership. Sales methodologies like the Challenger Sale, Sandler Selling, and SPIN selling all focus on the individual seller. But B2B customers have complex problems that require a diverse team effort to solve. That’s the first reason why sales methodologies are not working for most companies. Not only do we promote selling as individuals, but we manage this way too. One-to-many hierarchical sales coaching methods ensure sales managers are a bottleneck and will never have the capacity to coach their teams and deals effectively. That’s the second reason why sales methodologies are not working for most companies. Tribe is a many-to-many sales coaching system leveraging the power of teams in the sales process. Tribe reduces the current bottleneck of manager coaching as salespeople coach each other. You can add Tribe to any sales methodology to make it work. Why? Because we’re all hard-wired to be tribal, it’s not optional but a matter of survival. Our brains experience tribal connection as a matter of life or death. It drives the way we think, what we believe, and the way we act. Tribe is the power behind all successful teams through human history. The Tribe Playbook shows how to use this power to motivate and grow sales organizations and get your sales playbook or sales methodology working.  
We need to know how our customers buy because our role as the seller is to drive them through the buying decision process. The buyer will go through their decision process, with or without you, and if you don't know what the buying decision process is, it's nearly impossible to drive them through to a successful purchase.
Great Introductions

Great Introductions


In sales, we introduce ourselves to new people often. When someone says. “Introduce yourself,” what’s your response?It’s surprising that most salespeople don’t have a framework, or a tried and tested way, for introducing themselves and typically just wing it. GREAT introduction is a framework, so you no longer need to wing it, and you can maximize the potential of all sales meetings. 
Flying Start

Flying Start


It’s the start of the quarter and this week your sales enablement sessions should be about shutting down the last quarter, moving on mentally and making sure you have the mindset to get off to a flying start this quarter. Here’s how Tribes across the world are doing just that.
This lesson looks at what Referral Introductions are, why we need them, how we create them, and what you can actually do to incorporate referrals into your sales process. About 2/3 of new business comes from referrals, so it makes sense to optimize this as part of our pipeline generation. People are 4x more likely to buy from a referral. So more referrals in the pipeline means a better closure rate.83 percent of satisfied customers are willing to refer products and services, but only 29 percent of salespeople actually ask! So there’s a gap here to fill. If you don’t have a systematic approach to referrals, it’s time to start.
The risk of no-deal rises as the month and the quarter goes on. 60% of deals are estimated to end-up in the status-quo and become lost as no-deal. So let's remind ourselves how to avoid no-deal outcomes. 
In this lesson we look at how we accelerate the buying decision process, why we need to know this, how we can take advantage of this, and what you can do to accelerate how your customers buy.
Access to Power

Access to Power


We all know that if we don’t secure power, we’ll not get the deal. But in deal reviews, time after time, not having power is a significant reason for no-deal and lost deal outcomes. So here’s a simple way to make sure the deals you want to close this quarter have the power to do so. This 5-minute rapid lesson looks at what power is in a deal, why we need it, how we access power and get buy-in, and what you can do to incorporate this into your deals. 
This five minute rapid podcast lesson looks at what champions are, why we need them,  how we make them and what you can actually do to incorporate champion making into you deals.  Listening to this 5 minute lesson will make sure your prepared for your Tribe session where you’ll exchange tribal knowledge with other salespeople and be coached on the subject of making champions in customer organizations. 
In this podcast we look at how we unstick the buying decision process, why we need to know this, how we can take advantage of this, and what you can do to unstick your deals.When it comes to understanding why a deal is stuck, the first job is to figure out which stage of the buying process the deal is stuck. Then you can diagnose why the deal is stuck there, and there are four potential problem areas to look for: decision-makers, decision criteria, decision process, and deal value — the 4Ds.
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