Hey sales leaders: Your enablement team probably doesn’t know enough about your reps.
You expect your sellers to intimately understand their customers — the customers’ priorities, challenges, incentives, etc. Do you similarly expect your enablement team to intimately understand THEIR customers — that is, reps and managers?
One of the significant limitations of many enablement orgs is they don’t really know the daily work lives of reps and managers.
They don’t deeply know reps’ tasks throughout the customer journey from account planning to pipeline generation to opportunity management to onboarding to renewal & growth.
Throughout this customer journey …
What’s the nature of the different kinds of calls reps have and what’s their typical approach or talk track?
What’s their exact click path to prepare, execute, and follow up on these calls?
What different tools do they use, and how do they transition from tool 1 to tool 2? Are they only using them before, during, or after calls?
What decks and other content do they use? How do they find it and share it?
Do they use standard email templates? If so, where are they and how are they accessed?
Basically, what are the specific workflows they do every day?
The intimate awareness of all this stuff is what I call seller acumen. And if enablement teams are supposed to help sellers become as efficient and effective as possible, it makes sense that they’d need to have very solid seller acumen.
To what degree does your enablement org have this level of awareness?
In my experience, increasing seller acumen among the enablement orgs is one of the best ways to accelerate the impact of enablement efforts.
Happy selling.