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John Moore is vice president of revenue enablement at Bigtincan; john.moore@bigtincan.com.

John Moore

6 Priorities for Sales Enablement in 2022

October 2020 - TD Magazine

Partner with sales managers to deliver value that in turn will pull in the sales team to enablement initiatives.

Sales Managers Are Key to an Enablement Program’s Outcomes

April 2010 - The Public Manager

Preventing and Detecting Fraud, Waste, and Abuse

Effectively enabling your sales managers is vital to the success of your sales enablement program. Successful adoption of such programs requires sales manager support and involvement before you initiate your programs for reps. Sales managers are essential to this process and need a holistic view of sales enablement programs to provide reps effective support.
In this webcast we’ll provide you with a sound framework to get sales management support for sales enablement programs—an essential practice that many organizations overlook entirely and one that others still fail to execute well.

• Explore why sales manager support is critically important. Sales enablement supports the sales team to move buyers to a decision point. While individual sellers are primary customers, the sales managers are critical stakeholders as you seek to elevate their team’s performances.

• Share the tactics we use internally to gain sales management buy-in (how we create value and effectively enable our sales managers, where our clients have success and areas they have challenges, how to effectively incorporate a sales manager framework within your organization).

• Discuss why managing change can be a hidden challenge. If you create the best sales enablement program in the world, yet no one uses it, does it help your business? As humans, we are mostly risk-averse and will not embrace change unless we must do so. Your sales manager’s support is a critical lever many overlook to incentivize the new behaviors sales enablement is trying to bring into reality.
 

Collaborating With and Enabling Your Frontline Sales Managers

March 2019 - ATD Links

Strongly based on John Dewey’s work, the transactional distance theory developed in the 1970s by Michael Moore has now been adapted for an online training environment. Moore’s theory consists of three parts: what is to be learned, the interaction bet

Decreasing Transactional Distance in Adult Online Learning

What is talent development's role in organizational culture? During this ATD member-only session, executive panelists will describe how the TD function must lead culture development and transformation by becoming nurturers of the culture, enabling communication about it, and helping leaders understand how to be effective in their role as culture owners.
Attendees will learn next steps through a culture transformation roadmap, which includes the following components:

The culture you have: Define where you are today.
Your aspirations: Define your culture purpose.
Driving forces: What preliminary considerations must be addressed before diving into culture work?
Enabling behaviors: What behaviors sustain or advance culture, and how do organizations develop them?
Measures: How do organizations assess culture and the progress made to preserve or shape it?
Curation: What is the strategy for culture maintenance and growth?


Talent Development’s Role in Organizational Culture Transformation

Adopting remote-work opportunities delivers positive change to critical business metrics, such as reduced expenses, increased productivity and engagement, and decreased turnover and attrition.
Join Michael Moore and Holly Whitaker of Desire2Learn (D2L) as they explore the four steps every organization can take to build a culture of learning that maximizes each employee’s potential and gives remote workers access to the same professional development and skills-mapping support as those on-site.
 
Attendees will learn:

Three challenges each company faces with remote work
Four distinct strategies to build a learning culture
Tips about how to implement each strategy.  


4 Strategies for Building a Culture of Learning Remotely

John Polk is the president of John Polk and Associates and professor of data visualization at the University of Richmond’s Robins School of Business. John designed the Creating Effective Presentations workshop for Capital One that has since been attended by more than 10,000 associates. John’s mix of real-world experience, practical focus, and sense of humor made Creating Effective Presentations one of the highest-rated and most-requested workshops. John now teaches workshops and consults at corporations about designing and delivering presentations in ways that drive action. He is on a mission to rid the world of poor presentations while giving leaders the tools to communicate their stories in ways that make their data sing. John has more than 15 years’ experience leading strategy and analysis teams across operations and marketing. In those roles, he wrote thousands of presentations and coached associates, at all levels, on effective presentation design.

John Polk

John Calcio currently serves as Qstream’s vice president of sales and channel development, working with industry leaders—both corporate practitioners and consultants—to evaluate and select core technology products and services that support sales development. John brings to Qstream more than 20 years’ experience growing sales and business development pipelines for startups and global tech brands. Prior to Qstream, John served as the vice president of sales and business development for LogMatrix, where he established strategic partnerships and channel relationships for new market segments. Prior to LogMatrix, John co-founded Movik Networks, a mobile data infrastructure company, where he also served as vice president of business development. Earlier career experience includes roles at Ellacoya Networks, Unisphere Networks, Juniper Networks, and Siemens Communications Networks. John holds an MBA from Dartmouth College and a MSEE from Worcester Polytechnic Institute.

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