Sales Enablement

Sales is an ever-evolving sport and there is no sitting on your laurels if you want to stay ahead. Companies are constantly on the look-out for cutting edge technology to train & tune sales skills

This answer is purely based on opinion, so please keep this in mind. I believe that any new tactics and strategies need to be relevant to the sales methodology set by the enablement team. Why? Reps, e

Great question & cross-functional support is paramount to success. My best recommendation: Find common areas of overlap or shared interest Align on the outcomes you both want to impact Setup a 's

I'll be honest, I've been in the Sales Enablement industry for a while and this is something that takes so much time to master and has so much nuance depending on your organization's structure. Here a

Begin by baselining critical metrics for new seller success. It could be things like: time to first deal, deal velocity, time to pipeline, etc. Then: Divide new sellers into 'cohorts' Measure their

It's essential to first understand the expectations of your sales leadership, common denominators between successful reps who achieve those expectations, and availability of data to your enablement pr

Many of the large research firms (ex: Gartner) and other smaller societies exist. They put out interesting reports, whitepapers, and findings that showcase new enablement technology, sales trends, and

Great question! There are three specific ways I do this:  1. There are some annual reports done for Sales Enablement that come from third-party sources like Forrester and Gartner. These may be gated,

I enjoy companies that operate from a set of core values & principles. Step one is to call out learning as core to the business's success.  Next, you should consider: Praising knowledge sharing

I think the easy answer here is "buy-in" from your leadership. But what does this actually mean? They can say it, but that doesn't always mean that they'll prioritize or even fund it for growth. The a

One word: outcomes. Sales enablement should (and needs to be) tightly aligned to business objectives & desired outcomes of the business/sales organization. When you tie learning programs to tangi

Big question, but I'm happy to share some small factors that can really help to align and at least surface areas that enablement professionals can miss: 1. Know when and by whom business reviews are

Without feedback, you're building & delivering learning in a vacuum and not setting yourself up for success. To mitigate this: Collect feedback early & often Send a 5 question (or less) surve

This requires a good amount of cross-functional work, especially with your sales leaders. If you have a forum where there are weekly, monthly, or quarterly business reviews, I would request adding sec

In-office, remote, and virtual training is all part of corporate learning, post-pandemic. Enablers need to think about, and design, learning that is effective across learning environment & geograp

I very much understand how this is difficult, especially if you have a distributed workforce and if budget constraints don't give you the ability to get folks into one place. I'll share a common appro

There are many of ways to incorporate feedback into your enablement work. One framework that has served me well is the, 'Successive Approximation Model (SAM)'. In summary, it's all about: Preparatio

Thanks for the question! There are three ways that we go about this: Focus Groups, Open Requests, and Analytics. First, I'll mention that all content should point back to your team's goals and object

There needs to be a problem to solve. Begin by finding out what problem exists. Then, Create a clear problem statement Define the current vs. desired future state Outline KPIs/metrics you want the p