Lack of Executive Sponsorship
Lack of Progress
No PM Resources
Low Adoption
New Hire Fact
200
Situation: New CRO and VP of Ops who you previously worked with consistently has become unengaged.
Step 1: Engage VP of Operations
Objective: Understand current state, build trust, and assess risk.
Step 2: Go Direct to CRO with Value Engagement
Objective: Establish top-down alignment and executive sponsorship.
Step 3: Hold Realignment Meeting
Objective: Reset expectations, align stakeholders, and energize the partnership.
Step 4: Outline Next 3–4 Steps to Drive Impact
Objective: Create clarity and momentum.
Step 5: Day 30 Value/Progress Update
Objective: Reinforce momentum and show tangible results.
200
Your currently holding biweekly meetings with PM who is not executing. It's been a month with out real process.
Step 1: Realign with Executive Stakeholders through Partnership reset meeting
Objective: Reframe the partnership at the right altitude.
Request a strategic alignment meeting with the VP or exec sponsor.
Frame it around “unlocking value” and “removing blockers to progress"
Step 2: Reset the Operating Cadence & Ownership
Objective: Shift from passive check-ins to outcome-driven execution.
Propose a new format: clearly defined owners, deliverables, and next steps per meeting.
Consider reducing meeting frequency until execution picks up - or adding a short weekly sync for accountability.
Step 3: Send next 30 day 3-4 immediate next steps
Objective: Create urgency and focus.
Identify 2–3 high-impact, realistic outcomes to deliver in 30 days w/ goals, tasks, owners, and due dates to secure buy-in.
Step 4: Rebuild Trust Through Tangible Progress
Objective: Show them the partnership can still deliver.
Track and communicate progress weekly; even small wins.
Highlight how these outcomes tie back to their original goals or KPIs.
200
Situation: Under-Resourced Program Management for a High-Value Account: A single Ops Manager is tasked with managing the entire AE tech stack, limiting capacity to support Gong execution effectively-even in a $1M+ account. They have an upcoming Q4 renewal and we haven't validated their outcomes. What do we do? 
Step 1: Escalate & Re-Engage Executive Stakeholders
Set up a 20–30 minute meeting with VP/sponsor to realign on strategic goals and remove blockers. + How Gong can help support them in resourcing IF they need it.
Share COE vision and get guidance on how you can execute.
Frame it as a “reset” to accelerate value.
Step 2: Create a 30-Day Success Plan
Define 2–3 tactical wins tied to business goals.
Assign clear owners and deadlines from both sides. Share it in writing and review progress weekly. (Inclusive of Services as needed)
Step 3: Reformat Meetings for Execution, Not Status
Replace passive biweeklies with short working sessions.
Use a shared tracker or success plan doc to drive accountability.
If execution is stalling, consider reducing meeting frequency until traction is regained.
Step 4: Share Progress and Tie Back to Value
Document quick wins in a pre-read and recap emails. Use data, quotes, or adoption signals to connect to ROI.
Rebuild internal excitement and momentum by showcasing traction -even small wins.
- T-up Services where needed if PM team is under resourced
200
Lack of Executive Sponsorship or Top-Down Pressure for team to leverage gong strategically.
Atlassian bought Gong but CRO does not want to enforce recording leading to a lack of data, improper set up, low adoption. You're struggling to deliver any real data or impact.
Symptoms: Reps aren’t using Gong because no one is reinforcing its value or holding teams accountable.
Root Cause: Leadership hasn't embedded Gong into the operating rhythm
1. Hold Re Alignment Meeting
2. Hold Operating Rhythm Meeting & Define Jobs to be done
3. Drive 30 day success plan
4. Report back on value
200
Who on the team is a fantastic break dancer?
Shelly Bludau
300
Customer hasn't had an executive sponsor engaged in 4 months, and you're starting to see the program team dis-engage. Your weekly meetings are focused on tactical builds for onboarding and an enablement program focused on MEDDICCC. You have a renewal in FY27 with out validated business metrics.
1. Engage Executive Sponsor through value drip + direct email.
2. Hold Re-Alignment Meeting
3. Outline immediate next 3-4 steps.
4. 30 day later update
5. Value Update
6. Business Review
300
Customer went through layoffs, we haven't made real progress in 3 months despite meeting and they've consistently pushed off engaging due to needing to "get organized internally."
1. Realignment meeting
2. How Gong can support them doing more w/ less
3. Outline 3-4 immediate next steps with goals, tasks, owners, and due date to secure buy-in.
4. Fast follow w/ progress to date & value read out.
300
Change in Org Structure or Role Clarity
Old PM transitioned roles and is playing two roles 1 in helping Gong adhoc and their new role that no longer touches Gong.
What often happens: The original PM or lead left or changed roles, and no formal handoff occurred.
Impact: Execution stalls due to lack of clarity on ownership or accountability.
Hold Re Alignment meeting!
1. Diagnose the Root Cause of the Ownership Gap
Objective: Understand who owns what & ask direct, empathetic questions:
“Who’s ultimately accountable for driving value from Gong across teams?”
Determine if this is a bandwidth issue, prioritization problem, or lack of clarity of what outcomes Gong drives.
2. Reframe the Cost of Inaction
Objective: Make the impact of no ownership real and urgent.
Show how lack of coordination is delaying ROI or increasing risk of failure. Offer a POV on what great execution looks like: coordinated rollout, mapped use cases, and tracked outcomes.
3. Pitch Expert Services as a Strategic Bridge
Objective: Solve their capacity or expertise gap proactively.
Position Gong Expert Services as a temporary program layer to drive outcomes faster.
“We can embed a Gong expert to lead execution, enablement, and reporting for your team and removing lift and accelerating results.”
Tailor to their reality:
“Given you’re stretched thin, this is how we’ve seen other $1M+ customers keep things moving without overwhelming internal teams.”
4. Anchor to How Top Customers Operationalize Gong
Objective: Normalize the need for structure by showcasing best-in-class behaviors like the COE.
Include what worked.- not just what was done.
5. Propose a 30-60 Day Recovery Plan with Clear Roles
Objective: Give them a path forward they can say “yes” to starting small.
300
Classpass has been a Gong customer since 2022. They use Gong for call recording and training and the enablement team uses it for driving their initiatives. We are not deeply embedded with Ops causing low differentiated adoption of the platform. Where is class pass in the outcomes realization journey and how do you recommend prescribing next steps to get them back on track?
Step 1: Re-Engage Revenue/Ops with a Strategic POV
Objective: Show how Gong can become a lever for revenue execution, not just training.
Step 2: Create a 30-Day Success Plan
Define 2–3 tactical wins tied to business goals.
Assign clear owners and deadlines from both sides. Share it in writing and review progress weekly. (Inclusive of Services as needed)
Step 3: Reformat Meetings for Execution, Not Status
Replace passive biweeklies with short working sessions.
Use a shared tracker or success plan doc to drive accountability.
If execution is stalling, consider reducing meeting frequency until traction is regained.
Step 4: Share Progress and Tie Back to Value
Document quick wins in a pre-read and recap emails. Use data, quotes, or adoption signals to connect to ROI.
Rebuild internal excitement and momentum by showcasing traction -even small wins.
- T-up Services where needed if PM team is under resourced
300
Who has camped with bears remotely in Alaska? 
Andrea Fortney
400
VP of Ops responds to your initial email to re-align and pushes you off/delegates to lower level manager of Ops.
Step 1: Build Value with the Delegated Contact in 2 weeks: Use the meeting to understand operational context, challenges, and current execution gaps.
Identify any wins or blockers that the VP may care about.
Step 2: Loop Insights Back Up Strategically
Summarize key takeaways and early value signs in a short, high-level update email to the VP.
Keep it crisp: “Here’s what we heard, what we’re focused on, and how it connects to your original goals.”
Step 3: Reopen the Executive Door with Value (with in 30 days)
Once progress is made or a quick win is realized, re-engage the VP with results and offer a short sync to align on next priorities.
NOTE: If PM is not making progress w/ VP of Ops initiatives, send mis-alignment email & hold partnership meeting
400
Customer Has Resource Constraints or Competing Priorities
Customer is understaffed, in fire-drill mode, or deprioritizing the partnership.
Biweekly meetings become box-checking with no real execution.
Step 1: Escalate & Re-Engage Executive Stakeholders
Set up a 20–30 minute meeting with VP/sponsor to realign on strategic goals and remove blockers. + How Gong can help support them in resourcing IF they need it.
Frame it as a “reset” to accelerate value.
Step 2: Create a 30-Day Success Plan
Define 2–3 tactical wins tied to business goals.
Assign clear owners and deadlines from both sides. Share it in writing and review progress weekly.
Step 3: Reformat Meetings for Execution, Not Status
Replace passive biweeklies with short working sessions.
Use a shared tracker or success plan doc to drive accountability.
If execution is stalling, consider reducing meeting frequency until traction is regained.
Step 4: Share Progress and Tie Back to Value
Document quick wins in a pre-read and recap emails. Use data, quotes, or adoption signals to connect to ROI.
Rebuild internal excitement and momentum by showcasing traction -even small wins.
- T-up Services where needed if PM team is under resourced
400
Distributed Ownership Across Functions creating stalls in ownership + lack of progress.
There's so many hands in the roll out of Docusign nothing is getting done on the customers side. `
Impact: No single person is driving the end-to-end program; meetings become fragmented and ineffective.
1. Diagnose the Root Cause of the Ownership Gap
Objective: Understand why there’s no program lead and tailor your approach accordingly.
Ask direct, empathetic questions:
“Who’s ultimately accountable for driving value from Gong across teams?”
“What other initiatives are pulling focus right now?”
Determine if this is a bandwidth issue, prioritization problem, or lack of clarity.
2. Reframe the Cost of Inaction
Objective: Make the impact of no ownership real and urgent.
Show how lack of coordination is delaying ROI or increasing risk of failure. Offer a POV on what great execution looks like: coordinated rollout, mapped use cases, and tracked outcomes.
3. Pitch Expert Services as a Strategic Bridge
Objective: Solve their capacity or expertise gap proactively.
Position Gong Expert Services as a temporary program layer to drive outcomes faster.
“We can embed a Gong expert to lead execution, enablement, and reporting for your team and removing lift and accelerating results.”
Tailor to their reality:
“Given you’re stretched thin, this is how we’ve seen other $1M+ customers keep things moving without overwhelming internal teams.”
4. Anchor to How Top Customers Operationalize Gong
Objective: Normalize the need for structure by showcasing best-in-class behaviors like the COE.
Include what worked.- not just what was done.
5. Propose a 30-60 Day Recovery Plan with Clear Roles
Objective: Give them a path forward they can say “yes” to starting small.
400
Situation: Workiva has a Sales and CS Deployment. CS is 90% of the deployment and has low adoption however the sales team is using Gong very well. Renewal is in 1 year and CIO is putting pressure to consolidate on SFDC Einstein.
Where does the customer fall in the outcomes realization journey and what resources do you recommend to get them back ontrack? 
.
Partner with CS leadership through a re-alignment meeting to identify 2–3 high-impact use cases (e.g., onboarding health, churn signals) and relaunch Gong with a focused 90-day adoption plan.
Leverage Sales success as internal proof-have Sales leaders share how Gong drives execution to influence CS buy-in.
Engage & Meet with the CIO to acknowledge consolidation goals, share sales ROI, and differentiate Gong’s post-sale impact vs. ECI. IF no response run CIO<>CIO Play.
Run the CS relaunch, track progress weekly, and deliver an executive value readout showing CS impact and cross-functional ROI through an ORR.
400
Who is going to Formula 1 this weekend?
Megan Coats
500
CRO + VP of Ops have passive endorsement Without active involvement or defined Metrics.
Signals: Initially showed interest but hasn’t attended recent QBRs or reviews.
Risks: Sponsorship is nominal; no advocacy during budget cycles or renewal reviews. Easy target for competing solutions or leadership turnover.
Step 1: Send Executive Email on Stalls & “What’s In It for Me” (WIFM)
Objective: Re-engage the executive by acknowledging momentum loss and positioning clear value.
Highlight what’s stalled, what they risk losing, and what’s in it for them if re-engaged.
Secure commitment to a 30-day progress and value readout.
Step 2: Hold Partnership Re-Alignment
Objective: Reset the relationship and re-establish mutual accountability.
Clarify goals, realign on strategic priorities, and confirm executive expectations.
Gain support for next-phase execution.
Step 3: Outline 3–4 Next Steps with Named Owners
Objective: Create traction and visibility.
Share a simple, time-bound action plan with clearly defined owners.
Ensure accountability from both sides.
Step 4: Report Back on Value via Pre-Read & Hold Value Readout
Objective: Demonstrate progress, deliver impact, and secure continued sponsorship.
Send a pre-read showing outcomes tied to goals.
Use the readout to validate success, remove blockers, and align on next phase.
500
Misalignment on Ownership or Execution
PM is passive, overwhelmed, or unclear on what to do.
Tasks are discussed but not actioned or followed through.
Step 1: Understand what the gap is? under-resourced or misaligned?
Step 2: Escalate & Re-Engage Executive Stakeholders
Set up a 20–30 minute meeting with VP/sponsor to realign on strategic goals and remove blockers.
Frame it as a “reset” to accelerate value.
Step 3: Define 2–3 tactical wins tied to business goals.
Assign clear owners and deadlines from both sides.
Share it in writing and review progress weekly.
Step 4: Reformat Meetings for Execution, Not Status
Replace passive biweeklies with short working sessions.
Use a shared tracker or success plan doc to drive accountability.
If execution is stalling, consider reducing meeting frequency until traction is regained.
Step 5: Share Progress and Tie Back to Value
Document quick wins in a pre-read and recap emails.
Use data, quotes, or adoption signals to connect to ROI.
Rebuild internal excitement and momentum by showcasing traction—even small wins.
500
Assumption That Gong is “Set It and Forget It”
Customer came into Gong in 2020, CRO has assumption Gong should be feeding them insights about what is going on in their business but doesn't have a team to execute the hypothesis.CRO feels Gong isn't delivering insights but there is no PM to execute. `
What happens: Customer sees Gong as plug-and-play, not requiring dedicated program oversight.
Impact: Lack of strategic rollout, enablement, or accountability to business outcomes.
1. Hold Partnership Re-Alignment & Diagnose the Root Cause of the Ownership Gap
Objective: Understand plan to achieve outcomes and resources to do so.
Ask direct, empathetic questions:
“Who’s ultimately accountable for driving value from Gong across teams?”
“What other initiatives are pulling focus right now?”
Determine if this is a bandwidth issue, prioritization problem, or lack of clarity.
2. Reframe the Cost of Inaction
Objective: Make the impact of no ownership real and urgent.
Show how lack of coordination is delaying ROI or increasing risk of failure. Offer a POV on what great execution looks like: coordinated rollout, mapped use cases, and tracked outcomes.
3. Pitch Expert Services as a Strategic Bridge
Objective: Solve their capacity or expertise gap proactively.
Position Gong Expert Services as a temporary program layer to drive outcomes faster.
“We can embed a Gong expert to lead execution, enablement, and reporting for your team and removing lift and accelerating results.”
Tailor to their reality:
“Given you’re stretched thin, this is how we’ve seen other $1M+ customers keep things moving without overwhelming internal teams.”
4. Anchor to How Top Customers Operationalize Gong
Objective: Normalize the need for structure by showcasing best-in-class behaviors like the COE.
Include what worked.- not just what was done.
5. Propose a 30-60 Day Recovery Plan with Clear Roles
Objective: Give them a path forward they can say “yes” to starting small.
500
Ramp has grown 10X since originally buying Gong.They're growing so fast they have no strategic deployment and have had 3 different ops leaders in the last 2 year. Today their ops leader only engages their CSM about technical questions related to forecast. Adoption is high with forecast entry but low in deal inspection. What are the next steps you recommend to get them back on track?
Re-engage Revenue Leadership to align Gong to Ramp’s current GTM priorities and growth stage. Hold Re-alignment meeting.
Highlight the adoption gap between forecast entry and deal inspection to show missed value in pipeline execution and how it will impact their revenue.
Propose a strategic working session with Sales and Ops to reset the deployment plan around high-impact workflows.
Introduce Expert Services or the Gong MOR playbook to accelerate rollout of deal inspection and manager coaching.
Establish a 30-60 day plan with clear use cases, owners, and a follow-up readout to showcase business impact.
500
Whose unpopular food opinion is: "Fruit and dessert do not belong together"
Jamie Zeithamel
1000
SUPRISE! New VP of Ops! They have Clari,Gong,Outreach, and SFDC. What are our immediate next steps and where does this customer fall in the outcomes realization journey? 
Step 1: Engage & Hold Partnership Realignment
Objective: Re-establish shared goals, reset expectations, and clarify success criteria.
Reconnect at the executive level to align on vision, gaps, and outcomes.
Step 2: Differentiate Through Value Delivery & Data Story
Objective: Show—not tell—how Gong is driving impact.
Use benchmarks, customer outcomes, and internal data to reinforce ROI and progress.
Step 3: Be Direct—Understand What They’re Trying to Solve
Objective: Cut through noise and get to the root business need.
Ask pointed questions: “What does success look like for you in the next 6 months?”
Position Gong as a strategic partner—not just a vendor.
Step 4: Team Sell to Deepen Executive Alignment
Objective: Strengthen multithreaded relationships and executive trust.
Pairings like Bayless <> VP of Ops and Shawn <> VP of Ops to show commitment and senior alignment.
1000
No Clear Success Metrics or Use Case Anchors
Vague goals or undefined outcomes make it hard to show value.
Success plan may not exist—or isn’t tied to measurable business outcomes.
Step 1: Research the Customer & Market
Objective: Come in with credibility and relevance.
Identify where Gong has helped similar customers solve comparable problems.
Craft a POV that connects their business goals/market to tangible, achievable outcomes. (review 10k/Claude etc.)
Step 2: Escalate & Re-Engage Executive Stakeholders
Objective: Reset the partnership at the strategic level.
Request time with the VP/sponsor to align on what success should look like now.
Use your research + POV to propose where Gong can drive the most impact.
Step 3: Build a Focused 30-Day Success Plan
Objective: Create urgency and clarity.
Define 2–3 specific deliverables aligned to business outcomes.
Assign owners, due dates, and a shared tracker for visibility.
Step 4: Shift the Operating Cadence to Execution-First
Objective: Turn meetings into working sessions.
Replace passive check-ins with short tactical working meetings.
Drive each session with outcomes, blockers, and action items.
Step 5: Report Progress & Tie Back to Value
Objective: Rebuild momentum and trust.
Recap wins and impact in weekly emails or pre-reads.
Use data, usage signals, or anecdotes to show traction and ROI.
Keep executive sponsors updated to maintain visibility and support.
1000
Executive Sponsor Prioritized Budget Over Execution
What happens: The deal was driven by an executive who saw the value, but never resourced the team to execute.
Impact: Internal team is unclear why Gong was purchased or lacks context to prioritize it.
1. Diagnose the Root Cause of the Ownership Gap
Objective: Understand why there’s no program lead and tailor your approach accordingly.
Ask direct, empathetic questions:
“Who’s ultimately accountable for driving value from Gong across teams?”
“What other initiatives are pulling focus right now?”
Determine if this is a bandwidth issue, prioritization problem, or lack of clarity.
2. Reframe the Cost of Inaction
Objective: Make the impact of no ownership real and urgent.
Show how lack of coordination is delaying ROI or increasing risk of failure. Offer a POV on what great execution looks like: coordinated rollout, mapped use cases, and tracked outcomes.
3. Pitch Expert Services as a Strategic Bridge
Objective: Solve their capacity or expertise gap proactively.
Position Gong Expert Services as a temporary program layer to drive outcomes faster.
“We can embed a Gong expert to lead execution, enablement, and reporting for your team and removing lift and accelerating results.”
Tailor to their reality:
“Given you’re stretched thin, this is how we’ve seen other $1M+ customers keep things moving without overwhelming internal teams.”
4. Anchor to How Top Customers Operationalize Gong
Objective: Normalize the need for structure by showcasing best-in-class behaviors like the COE.
Include what worked.- not just what was done.
5. Propose a 30-60 Day Recovery Plan with Clear Roles
Objective: Give them a path forward they can say “yes” to starting small.
1000
Hearst has been a customer of Gong's for 4 years. All the focus the last 8 months has been on Engage. Net Net - Hearst is struggling w/ Engage due to a feature request that is coming in Q4 that supports enterprise permissions. They've told you engage is at risk and you know to protect the renewal you need deep adoption of Gong core. What next steps do you take?
Step 1: Schedule Partnership Re-Alignment meeting w/ most influential stakeholders at Hearst. Outline the value they are getting today and through focus can achieve out of the core platform today.
Acknowledge the Engage concerns and validate that the requested feature is on track for Q4 to maintain trust.
Pivot the conversation toward maximizing Gong Core value now to protect ROI and avoid disruption ahead of renewal.
Step 2 Partner with Sales Leadership to identify 2–3 critical workflows (e.g., onboarding, pipeline reviews, churn signals) that Gong Core can immediately support.
Step 3: Launch a 60-day Core adoption push with defined use cases, enablement, and usage tracking to build momentum.
Step 4: Package adoption progress into a value readout that reinforces impact, rebuilds confidence, and secures cross-functional support ahead of renewal.
1000
Who became a sommelier last year?
Kirsten Lawrence