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Jake Miller is Allego’s senior product marketing manager. He is responsible for telling the story of Allego customers and products, which has helped fuel Allego's rapid growth to become the 5th fastest-growing software company in America on the Inc. 500. Jake is passionate about sales performance, and incorporates years of experience as a top producer in the high ticket retail space into his approach for running the product marketing function at Allego. Jake received his MBA from Babson College. Prior to entering the business world, he was a professional jazz drummer – having performed at Carnegie Hall – and received a bachelor's degree in Drum Set Performance from Berklee College of Music.

Jake Miller

The transition from chief problem solver to sales enabler can be achieved through sales enablement systems that support video-based microlearning, skill application exercises, and performance support tools.

From Problem Solver to Sales Enabler

The modern learning practices sales organizations utilize now, compared to just five years ago, reflect exciting new opportunities to drive better performance at a lower cost, using powerful systems and technologies. Join Mike Kunkle, founder of Transforming Sales Results, and Jake Miller, product marketing manager at Allego, to learn about five key principles of modern learning that organizations are putting into practice right now. During this webcast you will learn how sales organizations across an array of industries today: -Spread sales learning over time using short-form learning content and flipped classrooms powered by decentralized content creation and distribution. -Take advantage of scientifically proven techniques for driving knowledge retention as well as best practices for ongoing coaching, practice, and role play programs. -Promote and track informal learning as well as drive better experiential learning throughout the course of everyday work. -Make learning feel personalized using competency assessments, video coaching, and learning paths. -Enlist subject matter experts, managers, and specialists in the learning content creation effort to drive agile content creation.

Increase Sales Performance With Modern Learning: 5 Key Principles for Better Learning Content, Engagement, and Retention

With AI-powered sales learning and coaching tools, sales managers create sales training content faster, deliver personalized training, scale learning and coaching, and more.

3 Ways to Use GenAI and Conversation Intelligence to Train Top Sellers

Sales content management is critical for those who want to create a selling environment where reps use all that their marketing team creates for them. However, salespeople need more than simple collateral recommendations—they also need learning content to understand how others effectively use that collateral. Modern sales content management builds stronger alignment between marketing and sales by giving marketers a tool to maintain better presence among the sales team as well as provide a new level of context to their content recommendations. This may include crowdsourcing messaging ideas from the sales force, getting direct feedback from prospects on content, or highlighting key talking points for various content topics, among others. Join this live webcast to learn effective strategies to accelerate modern sales and marketing alignment using the tools available today. During this webcast, you will learn how to: - Strengthen your sales enablement initiatives using the latest alignment strategies. - Provide sales with the best content and context to present to their customers. - Solicit feedback from reps to share experiences and best practices with the rest of the team.

How Modern Sales Enablement Leads to True Sales and Marketing Alignment

Use technology to empower your team with agile content and learning to more efficiently close deals in today’s dynamic selling situations.

Informal Learning: Use Agile Content to Stop, Collaborate, and Listen

With today’s sales learning and readiness technology, reps can harness the power of agile content to observe and imitate new tasks and behaviors far faster than traditional mediums.

Practice Makes Perfect: Harnessing the Power of Agile Learning

When we’re honest with ourselves, we have to admit that sometimes we let things slide—a missed deadline, talking over others in a meeting, overcommitting to a new initiative but under-delivering in the end. But avoiding responsibilities hurts overall organization performance, not just the goodwill of co-workers, according to a survey by AMA Enterprise, a division of American Management Association.The survey probed the organizational impact of a widespread "pass-the-buck" culture. Executives, managers, and employees from more than 500 U.S. companies participated in the survey and were asked: In your opinion, what is the impact of avoiding responsibility at your organization? More than two-thirds (69 percent) of respondents say a lack of accountability damages overall performance, more than half (55 percent) feel it is resented by co-workers, and 44 percent report that is diminishes  a sense of engagement. “Employees understandably become resentful when they see co-workers shirking responsibility without accountability—in such a situation, organizational morale and, ultimately, performance cannot help suffering,” says Sandi Edwards, senior vice president for AMA Enterprise. According to Edwards, avoiding one’s responsibilities may be infectious. “A culture that tolerates ‘passing the buck’ alienates those employees who give everything to their job on a daily basis—these employees may rightfully feel they are being taken advantage of as they take on more and more responsibility to compensate for those who are not fully engaged.” Edwards also warns that such a situation “risks the creation of a vicious cycle in which the fully-engaged disengage, having lost the sense of shared responsibility critical to organizational success. A few shirkers can snowball until the dominant culture becomes one of risk- and responsibility-aversion.” While avoiding responsibility is nothing new, the findings hint that the challenge may be getting worse, observed Edwards. And authors of Culture Without Accountability, Julie Miller and Brian Bedford agree. Instilling an accountability culture Culture Without Accountability explains what can happen when businesses, teams, families, and individuals shirk accountability. But how can you make accountability stick? Miller and Bedford offer a few ideas for installing an accountability-based culture. First, they suggest organizations conduct an accountability post-mortem. “Call your team together for an open discussion of the company’s core values and required behaviors and where you’ve dropped the ball,” Miller advises. “Explain that no one will get in trouble for acknowledging their own shortcomings or even pointing out those of others. Ask people to share the negative effects they believe these behaviors had on the business and explain that those negatives will only get worse with time,” adds Miller. Bedford suggests that the best place to start is by taking responsibility for your own transgressions. Next, leaders can’t simply decree an accountability mandate and then expect everyone to fall in line; they need to implement a training and development plan to help employees understand why accountability is important and what accountable behavior looks like. Bedford explains: “In these sessions you should also establish how their accountability mindset and behaviors will affect their pay and progression in the organization. Teach employees how to provide feedback to one another, since this is essential to developing a culture of accountability. “For leaders, you’ll need specialized training and development programs that explain what accountability looks like for them and what they can do to be effective accountability role models. We’ve seen these kinds of programs work many times before. Through our consulting practice, we work with companies from around the world to tailor training plans specific to their needs—we don’t feel a standardized approach is as effective.” Finally, the Bedford and Miller suggest that organizations implement the use of behavior statements that clarify expectations about accountability. Statements will answer the fundamental question of what, precisely, you’re trying to fix, implement, or eliminate. For example, you might establish accountability behavior statements, such as:Always do what you say you’ll do.Always tell the truth.Bring issues up as you discover them. Then, make those even more clear through “dos and don’ts,” such as:  DO be open, honest, and truthful.DON’T make excuses. “Once you’ve established accountability behavior statements and provided “dos and don’ts,” you can revisit them during performance reviews,” notes Miller. “They’ll help drive discussions with employees on how they are doing when it comes to meeting your company’s accountability standards,” she adds. Moving forward To be sure, we’re all guilty of overlooking the little transgressions. The problem is that those little transgressions can easily snowball into big problems. “When left unattended, the negative results that come from a lack of accountability will spread,” reminds Bedford. “Will your organization be able to survive that kind of plague? Maybe? Certainly, not all companies meet the fate of the Enrons and Lehman Brothers of the world. But in the end, what will your company look like? Will it be a place where great people want to work? Will it be able to provide great services or products to customers?” Bottom line: When you commit to making accountability stick, you improve your chances of becoming a great leader in a great company.

A Is for Accountability

This video profile from ATD's Take It From the Top series features CTDO Next member Brian Miller, vice president of talent, development, and inclusion at Gilead Sciences. Miller describes one of his leadership-defining epiphanies as the moment he understood that the experts were in front of him and his job was to guide their path.

Take It From the Top: Brian Miller

Learner engagement starts with a great user experience. To provide a fantastic learner experience, training programs need to meet their learners’ unique needs.

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