Things more important than “enablement”
A lot of the thought leadership in the “Sales Enablement” space seems tailored for legacy orgs with traditional sales approaches.
But if you're in a young, fast-growing company, here’s what really matters – way more than any formal "enablement" program:
1. Hiring Excellence
The true cornerstone of a thriving sales team is spotting and attracting talent with inherent potential. More than skills and experience; it's about identifying individuals who embody the agility and innovative spirit critical for success in your crazy, fast-paced company.
2. High-Fidelity Content
Content that not only instructs but also inspires, is key. It's about crafting messages that resonate deeply with the team, instilling confidence and a shared vision. This content should be a reflection of your brand’s ethos and spark the kind of energy that fuels sales success.
3. Writing Good Docs, Answering Hard Questions
Write stuff that people actually want to read, answer the tough questions, and always be ready to fill in the gaps when your reps identify them (which they 1000% will, every time). It’s about keeping everyone on the same page, ensuring access to knowledge, and fostering a culture of continuous learning and adaptation - especially when there is ambiguity.
4. High Expectations with Clear Paths to Success
Ambitious goals are crucial. Set the bar high, but don't leave your team guessing how to get there. This clarity empowers the team to navigate the path to success confidently. It's like saying, "Here's the mountain, and here's how we climb it."
5. Safe Spaces to Fail
The best way to learn is to try, mess up, and try again. Simulations, role-playing, and practice sessions are more than training tools; they are environments where people can take risks, learn from failures, and receive constructive feedback. This is the heart of coaching and development.
Changing the Direction (I did, you can too)
A bit about my journey — I've been navigating these waters for over a decade, currently leading the enablement function at a dynamic SaaS company. My journey has taken me through several collaborations with the original Forrester Analysts who put the term 'sales enablement' in the dictionary and founded the Sales Enablement Society in 2016. I've worked with these pioneers, building enablement functions from scratch in a range of organizations, from startups to Fortune 500 companies.
My academic background is rooted in Organizational Development and Workplace Learning, I've read the foundational literature and have a strong belief in the power of formal learning theories in the professional world. However, my perspective has been evolving over the last few years, and I'm increasingly convinced that labeling 'sales enablement' merely as a function is too narrow, and a disservice to the business. In reality, Sales Enablement is so much more – it's really a shared responsibility that involves every part of an organization.
The most effective sales enablement practitioners, in my view, are those who act as bridges – connecting people, weaving ideas, and understanding the business in its entirety. They are the architects of meaningful connections, compelling narratives, and experiences that drive alignment, learning, and performance. Formal training is part of it, but perhaps that’s more of an implementation detail.
Food for thought. More to come.