How do you balance sales enablement needs that you KNOW will move the needle (persona training, objection response, pitch deck) vs sales enablement requests that are transactional (e.g. "one-sheet" on a feature or internal policy)

Here’s how we’ve tackled this: first, set the expectation that the role of marketing is one-to-many and the role of sales is one-to-one. This will shield you from requests like “can we get a one-sheet focused on X” because you can then ask/vet if it’s truly a need of “many” or if it’s originating from one client in one sales cycle. If the latter, punt. Next, put a process in place around how requests are submitted and handled. We use Monday.com, and we set up a request form through it that we’ve mandated all our GTM teams use. This allows us to see requests flowing into a single project management board, with the requestor having to submit the context, and we can then use a rubric to rank the request against everything else we have going on. This allows us to be transparent with our org and show what’s on our plate and why we have prioritized the way we have (it can also open a good conversation if priorities might need to shift). It’s a lot easier to say “no” to a transactional request when you can also say “here are the 15 strategic activities we have in-flight. We appreciate your request, but it’s going to be X weeks before we can get to it.” Two things will happen: 1) you’ve proven your value and earned the right of refusal rather than the requestor thinking “I never know what PMM does…”, and 2) you’ve set timing expectations that the requestor can agree to or find an alternative path forward. You’d be surprised how many of these transactional requests evaporate when there isn’t the knee-jerk ability to get content around whatever the last one-off client request in a meeting was.