We’ve spent decades optimizing content. We’ve underinvested in getting people to care.

30 years ago, Bill Gates famously said that content is king. 

Referring to the trajectory of the digital economy, Gates predicted that financial gains would flow to creators and companies building the most compelling content experiences. This held true for three decades.

Today, however, content creation has never been easier. Anyone can write a compelling memo, design a high-fidelity deck, produce a professional podcast, distribute a viral video, or even vibe-code a functional app.

In 2025:

Could it be that the democratization of digital production has undermined the premium value of content creation?

For some creators, this feels liberating. The rigid outlines you learned in high school? No longer necessary. Just prompt an AI, and your workshop deck, talk track, summary video, or podcast appears instantly. Multiple rounds of editing, revision, and translation can now be completed in minutes.

While some may resist the democratization of content creation, smart sales enablers use AI daily to refine, polish, and repackage their ideas.

AI-driven content can be creative, compelling, and meaningful; whether we produce art or "work-slop" is simply a matter of skill and will.

The enablement and talent development fields must reflect on this sea change in production. As digital assets become easier to build and content volume increases, cultivating an audience's attention becomes harder. This is true whether the audience is a room of internal sellers, a conference of customers, or a digital community.

The noisier the digital world becomes, the more difficult it is to secure buy-in, sustain focus, and ensure alignment. AI tools make it easy to reach an audience but harder than ever to win them over.

In enablement or GTM functions, you are constantly tasked with convincing people to act differently, whether pitching a new product or applying a new framework. Change requires buy-in, and buy-in is only possible where there is focused attention.

Dynamic facilitation has never been more important.

In talent development, RevOps, or GTM, the premium skill set is now that of the content presenter rather than that of the content producer.

Whereas the successful revenue enablers before the arrival of ChatGPT may have been those capable of creating the trendiest training deck, the savviest spreadsheet, or the sharpest stat pack, today’s successful revenue enablers will need a different approach. 

Researchers have already noticed that an excessive reliance on AI tools leads to cognitive atrophy. More problematic, excessive usage of AI can lead to a diminished ability to focus.

If you thought "TikTok Brain" was bad, wait until you see "ChatBot Brain" instilled since adolescence in the next generation of account managers and account executives. 

If I’m a seller, a leader, a buyer, or a prospect, and the person in front of me is not compelling, I do not push through and stay locked in.

I drift.

Not because I do not care, but because I have been conditioned to move on. There is always something else competing for my attention—another tab, another message, or another piece of highly polished content.

You know what this looks like.

A seller is half-listening on Zoom while clearing their inbox. A room nodding along while mentally preparing for the next meeting. A stakeholder offering polite agreement, then quietly reverting to old habits.

This is not resistance as much as it is fragmentation, and in a world where attention is constantly being pulled in different directions, the burden shifts. It is no longer enough to have the right content. The person delivering that content has to earn attention and then earn it again in real time.

Revenue enablement aims for business outcomes, but those are only possible if we first secure focus and buy-in.

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GTM AllianceGaby Paul

Driving change has become more difficult.

Throughout my career, I have seen the field shift away from delivery as a central skill set toward e-learning development, data visualization, and UX design. While these remain important, they must be paired with the human skills of speaking, presenting, persuading, and facilitating.

A strong facilitator today can:

  • Read the room (or the Zoom)
  • Surface unspoken objections from sellers, customers, or stakeholders
  • Adjust in real time when energy drops
  • Turn passive listeners into active participants
  • Create just enough tension and contrast to drive change

What does this look like at a concrete level?

If you lead enablement, this might mean auditing how much time your team spends planning and creating vs. facilitating; reworking training to include more, not less, live practice; and measuring success by what people say and commit to, not just what content they complete

Hiring a sales enablement associate? Ask about their AI skills in designing decks or writing playbooks. Then ask them to run a mock training session where they pull in participants and adapt in real-time to a disengaged learner. And after they demonstrate their presentation skills, ask them to reflect on how they’d vary their presentation on Zoom, in person, or on a conference stage. 

Hiring a GTM manager? Ask how they’d use AI to build their project plan. Then ask them how they’d discover the needs of a stubborn stakeholder.

Hiring Rev Ops? Ask them how they’d persuade account managers to change course if not following the optimal process.

Preparing for a career in enablement? Don't just study business plans. Learn rhetoric. Practice debating. Master owning a room. Beyond data visualization, learn to tell a story with stakes and characters. These skills will win the attention of your next audience.

💡
The old version of excellence was a beautiful deck and immersive e-learning with high-quality graphics, rarely referenced after launch, and consumed alone behind a screen.

The new excellence is a messy conversation and a crowded whiteboard where a team collectively wrestles with challenges, charts a path forward, and actually changes behavior.

The sellers of tomorrow will have near-infinite information at their disposal. Compounding our challenge, the information they have access to will be short, snappy, and persuasive.

When we ask sellers to improve, change, or grow, we need to convince them to do something they’re unaccustomed to; we need to ask them to look up and pay attention, and that’s why the facilitator role is the most important in sales enablement in the AI age.

When they close the laptop. When they look up.

When a leader says, “Yes, that’s what we’ll do differently.”

That is when we know we have succeeded in the new art of training delivery.