Adam Outland

speaker

678 appearances 26 recordings 1 series first heard May 2024 last heard 13 Aug

Adam Outland’s voice in public audio — every appearance, attributed to the second.

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recordings per month · last 12 months

Recordings per month over the last 12 months — 9 in all, peaking in Jan 2026 with 5.

Appearances

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The Action Catalyst · Scaling With Purpose: An Action Catalyst Panel (Business, Leadership, Growth, Technology) · 13 Jan 2026 podcast

Yeah.

One of the biggest concerns was that part of our identity was in this practitioners of what you preach, that our salespeople was part of the advantage of our delivery team, that they were still selling in the field.

And so we had to look at that and say, can you interpret that a little bit differently?

Can you say, okay, someone on the coaching delivery side can still be a practitioner in a variety of ways.

They will still have a KPI.

associated with production.

They will be farmers, much like David smiled and laughed.

He was just like, that's exactly what we do.

We have our delivery team are farmers for the business.

So we train them to look for new opportunities inside our existing accounts.

We train them to look for another coaching clients, a training opportunity, a consulting opportunity, and we set a KPI around that.

So they still get to be practitioners.

And in some ways, we actually get to hire even better practitioners because there's a lot of extraordinarily successful people out there who would love to parlay that experience into being an extraordinary coach.

They just may not want to be a salesperson at the same time because they've done that for 20 years already.

So it opens up our inventory of who we can actually hire with a level of experience on the coaching side.

So to answer your question, one of the biggest challenges was how do we parlay something like this practitioner, your preach model and a new model where we're actually splitting coaching and delivery?

And can we maintain our identity and our DNA and do it at the same time?

And we brought that concept to our partners, our team leaders to bring them into the conversation to make sure they felt the same way.

And philosophically, where we are right now is there's a general agreement among our leaders and our partners that we can keep that DNA and do business a little bit differently in order to grow.

And just one thing, I think what we've been learning over the last probably collectively, not just our company, is that there's parts of tradition that empower you and there's parts of tradition that can really hold you back.

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