> ## Content Index > Fetch the complete content index at: https://www.salesenablementcollective.com/llms.txt > Use this file to discover other available public pages before exploring further. # How to build a sales enablement function from the ground up - URL: https://www.salesenablementcollective.com/build-an-enablement-function-from-the-ground-up/ - Published: 2026-09-09T10:47:38.000Z - Updated: 2026-09-09T10:47:38.000Z - Description: Build a high-impact sales enablement function from the ground up with proven strategies for charter development, change management, and measuring success. - Author: Ivan Nyagatare - Tags: Articles Building an enablement function from the ground up presents a unique set of challenges and opportunities. Many of us have stepped into roles as the first enablement hire at a startup or a growing enterprise. We often find ourselves tasked with [defining the function](https://www.salesenablementcollective.com/evolution-of-enablement/), proving its value, and driving immediate impact. This process requires a strategic approach to prioritization, [change management](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/), and [organizational structure](https://www.salesenablementcollective.com/sales-enablement-team-structure/). You have to balance immediate requests with long-term vision. Establishing a solid foundation early on prevents enablement from becoming a reactive support desk. [Managing Change Through Enablement: Getting It RightDiscover strategies for managing change through enablement, ensuring success from the start, and navigating transitions for desired outcomes![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-8aadfe7c-c6d0-4ee7-8a47-82d10e30ebdf.png)Sales Enablement CollectiveNancy Estrocio![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/213-f1995624-1dbc-4ebc-bb87-5389a84755d3.png)](https://www.salesenablementcollective.com/managing-change-through-enablement-video/) ## Start with a strong enablement charter You want to begin your journey with a concrete plan, even if you know a significant portion of it will inevitably change. A formal charter serves as your north star and helps you maintain focus. Building a solid charter requires specific steps and broad organizational buy-in. ### Align with your executive team Enablement remains a relatively new and rapidly expanding function. Its definition varies wildly from one company to the next. You need to clearly define who you will be enabling and what falls inside and outside your scope. Setting these boundaries prevents enablement from becoming the land of broken things. This alignment should ideally begin during your interview process. ### Define an aspirational mission Your charter needs a clear mission statement that inspires action. I once drafted a mission focused on providing customer-facing functions with the training and tools they need to grow the business. My chief revenue officer pointed out that it sounded a bit too focused on our own internal processes. I revised it to focus on empowering teams to do the best work of their careers, overachieve targets, and transform the buyer experience. Having an aspirational mission shows people your vision and explains why your work matters to the broader organization. ### Use OKRs to manage priorities Implementing an objectives and key results framework brings visibility to clashing priorities. Top-down OKRs allow you to align with other departments before conflicts arise. This structure helps you manage your workload when executives make sudden, urgent requests. You can clearly point back to your key results and assess if the new request aligns with your current goals. This keeps your team out of the zone of wasted effort and prevents you from being viewed as a cost center. Socialize your charter widely across the company. Sending out a quarterly update that includes your charter and recent accomplishments builds awareness. It also provides an opportunity to celebrate the cross-functional stakeholders who partner with you. ## Drive success with a change management framework Managing change effectively is critical for any large-scale sales transformation. Human beings naturally gravitate toward the status quo. We default to what feels comfortable. ### Understand the human side of change Changing behavior requires intentional effort. [People forget roughly 90 percent of what they learn within the first week](https://www.indegene.com/what-we-think/reports/understanding-science-behind-learning-retention#reference). We put our heart and soul into enablement programs, and we need a framework to ensure those efforts actually stick. Change fatigue is a real risk in today's demanding environment. A revolving door of new initiatives damages employee morale and undermines your ability to execute future programs. ### Apply the ADKAR framework Using a structured model like ADKAR provides a roadmap for sustainable change. This framework focuses on awareness, desire, knowledge, ability, and Reinforcement. Start by building awareness around the reasons for the change. This communication must come from the top down, starting with your executive leaders. You have to secure leadership buy-in first, as a single unsupportive manager can easily undermine your entire initiative. Next, cultivate desire by clearly explaining the benefits to every impacted individual. People need to understand the value of the change before you introduce the actual knowledge and training components. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/09/ADKAR.png) ### Define the role of sales leaders Revenue leaders must actively participate in the change management process. You should explicitly define their responsibilities at every stage. Leaders must act as champions who advocate for their teams and bring valuable concerns to the table. They also serve as coaches, which is the only reliable way to reinforce behavioral change. Finally, managers must hold their teams accountable and set clear expectations. ## Structure your enablement organization strategically Building your team requires careful calculation. You want to find a leader whose vision for enablement aligns with your own. Unlimited funding and headcount might sound appealing, but rapid expansion often leads to painful contractions later. [Account expansion plan templateTurn account insights into action, and action into expansion.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-3773a8bb-604a-49b2-8df4-763b5d165c16.png)Sales Enablement CollectiveRichard Bracchi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Revenue-Enablement--1--360e1fa1-3e1d-4ee3-a379-f31062e840bc.png)](https://www.salesenablementcollective.com/account-expansion-plan-template-framework/) ### Align with finance and revenue operations Start your headcount planning by understanding the financial expectations for the revenue organization. Finance sets the baseline and predicts required growth. Work closely with revenue operations to understand their territory management plans. Once you know the revenue targets and territory strategies, you can consult your sales leaders to identify the specific skills and gaps within the team. These four partnerships dictate the programs you actually need to run. ### Start small and avoid over-specialization Focus on a few core programs initially. [Onboarding](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/) remains a constant necessity, and you can bucket other initiatives under general revenue excellence. Avoid boxing your team members into [highly specialized roles](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/). While having a dedicated content guru sounds great, over-specialization makes it difficult to provide clear career growth paths for your team. You have a responsibility to develop your people and offer them ongoing challenges. Consider adopting a shared service model for instructional design. Aligning designers with the broader revenue organization rather than specific departments allows them to meet diverse needs. This approach also fosters a collaborative environment where team members learn from one another. ### Establish clear service level agreements [Cross-functional alignment](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) thrives on clear expectations. Establish service level agreements with marketing, sales leadership, and revenue operations. Define specific timelines, communication preferences, and expected outcomes for every partnership. Outlining these details prevents misunderstandings and keeps cross-functional projects moving forward smoothly. ## Optimize your content enablement strategy Creating content just for the sake of it only creates noise for your sales team. A successful content strategy requires deep alignment with your audience and strict governance. You must intimately understand the daily workflows of your primary audiences. Meeting with individuals from every role helps you uncover their specific challenges and preferences. Sales representatives often lack the time to dig through complex folder structures during a call. Implementing a content management system allows you to surface relevant materials directly within their workflow based on the specific sales stage. This enables sellers to spend more time selling and less time searching. ### Implement strict content governance [Every piece of content](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) needs a designated subject matter expert. This ensures reps always know who to contact with questions. Establish a regular auditing process to keep materials accurate and relevant. Setting expiration dates or scheduling quarterly reviews guarantees that external-facing content remains up-to-date. Tracking engagement data also helps you identify which resources actually move the needle and which ones you should retire. [Plan content to drive conversions: Content mapping templateA tool designed to help you deliver the right content to the right people at the right time, guiding prospects through the buying funnel.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-c6e53081-c78a-4c8c-aa86-a614cc9fa0d4.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/pipeline-tracker-template--2--68921926-6a3b-424d-a363-b5955ca80af9.png)](https://www.salesenablementcollective.com/content-mapping-template-framework/) ## Measure success by keeping things simple [Proving the impact of your enablement function](https://www.salesenablementcollective.com/designing-a-high-impact-sales-enablement-function/) has never been more critical. You must demonstrate clear connections between your programs and tangible business outcomes. ### Focus on a few key metrics Avoid the temptation to measure every possible data point. Trying to impact cycle time, deal size, close rates, and quota attainment all at once will dilute your efforts. Identify three or four metrics that matter most to your business right now. You might focus strictly on ramp time, pipeline velocity, and employee retention. These priorities will naturally evolve as the business matures. ### Measure what you can control You cannot directly control lagging indicators like overall revenue. You can absolutely control the leading indicators and specific behaviors that drive those results. Break down the sales process into specific milestones and identify the skills required for each step. Monitor leading behaviors like uncovering unconsidered needs or anchoring high during negotiations. Tracking these observable actions allows you to adjust your programs before the lagging indicators finalize. ### Evaluate application and business impact Move beyond basic reaction surveys and knowledge quizzes. Focus your evaluation on whether participants applied the new skills and if that application made a measurable difference. Gathering feedback directly from the field provides powerful insights. Ask reps to share specific examples of how they used a new skill in a recent deal. Calculating the difference between their initial walk-away price and the final landed price offers a concrete demonstration of your program's financial value. [How to Incorporate Customer Feedback Into CS EnablementHow enablement can facilitate customer success teams to keep that revenue in the business using feedback that comes straight from the horse’s mouth![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-80262c31-fb33-427d-ab3f-5bb82183bfcc.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Doodles-Text_-650ece67-9beb-4a72-bae8-4554b3fbf2df.png)](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) Building an enablement function requires patience, strategic alignment, and a deep understanding of human behavior. By establishing a clear charter, managing change intentionally, and focusing on measurable outcomes, you create a resilient function that drives lasting revenue growth. --- **Editor's note:** *This article is adapted from a panel discussion at the 2023 Sales Enablement Summit in Denver. The panelists were Julie Douglas, Petek Hawkins, Del Nakhi, Colette Weatherly, and Andrea Rist. Their remarks have been edited for length and clarity.*