Hey sales leaders: What do you think is the purpose of enablement? Allow me to confound that expectation.
Your answer probably includes sales onboarding — ramping new hires quickly.
It may include keeping reps abreast of all the changes — new releases, new campaigns, new processes, etc.
And some of you may include doing periodic training on your …
Hey sales leaders: Want to improve a specific skill among reps? The solution probably isn’t a training on that specific skill.
Imagine teaching someone how to grill a steak without also making sure they know how to choose the right steak, turn on the grill to the appropriate setting, choose the right utensils, and move the …
Hey sales leaders: You’re looking for ways to cut costs on the sales tools that aren’t delivering. Before you do, here’s an idea to squeeze more juice out of them than you thought possible.
You bought a sales tool to address a particular need — and it may or may not be yielding results on that …
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 …
Hey sales leaders: You’re probably measuring the effectiveness of your enablement efforts in the wrong way.
Enablement programs are generally measured in two ways, and they’re both problematic:
Common approach 1: Participation and Reaction — measuring whether sellers participated in training, liked it, or learned anything.
Why is it problematic? Leaders don’t care.
Does it really make a difference …
