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.

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 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. 

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.