The number four Photo by David Pisnoy on Unsplash.

I have experienced the disconnection and lack of motivation first hand as a sales person.

I can clearly remember the day my manager pulled me aside and asked me why I seemed out of sorts lately. I told him it’s because I felt as though my job had no point, that I’d lost interest in selling the same old thing. He asked me for some ideas on actions we could take that would perhaps spark my interest in the job again. I threw some suggestions out there in an effort to bring some ‘fun’ into my daily work environment. Like it was yesterday, I recall him responding “we’ll see what we can do… but at the end of the day, work was never meant to be fun.”

I didn’t agree.

Sales enablement is often used as a very vague term that gets tossed around casually without a clear definition. The term is ever changing within every organization and is truly a combination of unique aspects:

  1. Engaging your sales team
  2. Communication and coaching
  3. Equipping them with the tools to be successful
  4. Lastly constantly optimizing these practices through tracking performance analytics and insights

The reality is that endless companies suffer as they watch their ‘once driven’ sales teams disengage over time. Gallup found that “On average, in the sales forces we have studied, only 26% of the sales representatives were engaged in their jobs; 55% were not engaged; and another 19% were actively disengaged.” Why does this happen and how can we enable our teams to see consistent long term success?

Fast forward to my next sales job, and I was met with same feeling of demotivation. The same demotivation that most of my coworkers also felt. So in an effort to spice up our job, we sat in the backroom and devised a game. The game was tracked on a basic Excel spreadsheet, and the idea was that the better you and the team performed, the further you progressed. Truth is it was super simple, and amazingly “fun”.

Suddenly work had a different dimension added to it, a dimension that was competitive, exciting and rewarding. The added motivation resulted in our team not only bonding together but also increasing our productivity. We wanted to serve every customer that came in the store. We sought out tools and product knowledge to become experts. The team began communicating our wins, spreading strategies for success and adjusting our tactics on every loss. We were driven not only to make sales but also to provide great customer experiences. Experiences that left our customers feeling awesome, and kept them coming back.

Within 3-months our store went from near bottom of the national sales average, to become the highest performing team in the entire country…

By a lot.

It became instantly clear that when we were enabled as a team through those four components: engagement, communication, education and analysis; we succeeded. And that’s really why we developed Arcade.

Taking the leap from a full-time, dual degree student with a great casual sales gig, to founding a startup and committing 80+ hours a week, was certainly not easy. And as every founder will tell you, it doesn’t get easier. But despite the challenges, what we did have was a clear vision of the problem we were solving, and with that we’ve embarked on our amazing Arcade adventure. And, although the product continues to evolve and expand, our mission remains the same - Give every sales person the motivation and the means to be great!

David Cherrie is the CEO of Arcade.