# Sales Enablement Collective > The Sales Enablement Collective is a global gathering of revenue leaders, all striving towards one, shared goal: consistent and predictable revenue growth. Public Ghost content for AI and LLM tooling. This file includes a bounded export of public pages first, then recent public posts. Append `.md` to any post or page URL to get the content in Markdown (for example, `/example-post.md`). ## Pages ### signin URL: https://www.salesenablementcollective.com/signin/ Last updated: 2024-09-10T13:54:03.000Z _No content available._ ### membership URL: https://www.salesenablementcollective.com/membership/ Last updated: 2024-04-29T12:35:36.000Z _No content available._ ### Teams URL: https://www.salesenablementcollective.com/teams/ Last updated: 2024-12-23T12:31:35.000Z _No content available._ ### About us URL: https://www.salesenablementcollective.com/about-old/ Last updated: 2026-06-18T01:38:19.000Z Sales Enablement Collective (SEC) is the heartbeat of best-in-class enablement. Whether you’re in your first sales enablement role, or spearheading a global team and have years of experience under your belt, you’ll find a thriving, supportive, collaborative community of your peers. **Why SEC?** 👉 Unmatched networking: Connect with a global network of 30,000+ enablement professionals. 👉 Skill development: Enhance your expertise with cutting-edge resources. 👉 Industry insights: Stay ahead with the latest trends, knowledge, and research. 👉 Collaborative learning: Share and learn best practices with your peers. Since December 2019, SEC has been uniting enablement professionals worldwide, supporting the community as it strives towards a shared goal of empowering sales and revenue teams and driving sustainable growth. [Contact us here](mailto:hello@salesenablementcollective.com). ### What we do - Our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/)’s growing every single day and in it, revenue experts from all angles of the world ask and answer the industry’s most important questions. - Our [membership packages](https://www.salesenablementcollective.com/signup/) provide sales enablement specialists - new and old - with everything they need to evolve and excel in every aspect of the role. - Our weekly resources, [podcasts](https://podcast.salesenablementcollective.com/) and newsletters are designed to arm everyone with the intel needed to propel their product, and 1,000s of revenue leaders pay attention. - Our Summits, which are hosted by [Sales Enablement World](https://salesenablementworld.com/), cover the globe and bring 1000s of sales enablement practitioners together to share and learn from each other’s success. - Our virtual events have become an incredible source of inspiration & insight for enablement enthusiasts all around the world. Which they can enjoy from the comfort of their own home. - [Our reports](https://www.salesenablementcollective.com/all-sales-enablement-reports/) delve into the industry’s hottest topics and issues to uncover trends, raise awareness and paint a unified picture of the role. ### Who we are [**Jordan Dunne**](https://www.linkedin.com/in/jordan-dunne-1926a066/) Founder [**Pedro Yiakoumi**](https://www.linkedin.com/in/pedro-yiakoumi-a7b6b380/) Commercial Director [**Jack Debono**](https://www.linkedin.com/in/jackdebono/) Head of Sales Enablement Collective [**Bryony Pearce**](https://www.linkedin.com/in/bryonypearce/) CMO [**Daniel O'Dowd**](https://www.linkedin.com/in/danielodowd00/) Copywriter [**Jack Debono**](https://www.linkedin.com/in/jackdebono?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAAC5V2C8BcUisN6XPv6GqYuRJLEEC3eoeCdE&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BpbUkXqDKSW2GTIj8lBL28w%3D%3D) Business Line Growth Lead - Revenue [**Harshil Boparai**](https://www.linkedin.com/in/harshilboparai/) Community Manager [**Sam Cartwright**](https://www.linkedin.com/in/samcartwright-thealliance?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAABlFOsUBfdVDvThMP77r1%5FX2R3Hw84%5F7WLo&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BgC7ewc%2B7RJK0kim7ID%2B6Xg%3D%3D) Event Marketing Manager **SEC. The central hub for sales enablement for orgs like:** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2020/09/image-4.png) ### We’re proudly part of The Alliance umbrella. [The Alliance](https://allianceled.io/) is the world’s most forward-thinking professional development platform for high-growth organizations and individuals worldwide. Through market-leading accredited courses, unrivaled membership plans, industry-shaping reports, thriving communities, and first-class events, it’s redefining the way companies access education and scale. Other brands part of The Alliance ecosystem include: Product Marketing Alliance, Product-Led Alliance, Future of SaaS, AI Accelerator Institute, Customer Success Collective, CMO Alliance, B2B Marketing Alliance, and more. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/file--5-.png)](https://www.thealliance.io/) ### Create & contribute URL: https://www.salesenablementcollective.com/contributor-guide/ Last updated: 2026-01-26T15:20:11.000Z Sales Enablement Collective is a community of thousands of sales enablement professionals, all with one goal in mind - **to showcase the role of enablement and elevate their peers within it**. Each year, our website receives tens of thousands of visits from enablement professionals of varying levels of seniority, from across the world, all looking to learn more about the latest innovations from the world of enablement, and how they can improve their own enablement skills and knowledge. > *To feed our ever-expanding community of sales enablement professionals, we're always on the lookout for people just like you to share your expertise and help us explore the present and future of sales enablement.* If you're interested in sharing your insights and experiences with one of the world's largest sales enablement communities, then read on to find out how you can contribute to the SEC platform: #### Write for us ✍️ Each and every month, 1000s of people make their way onto our site. That’s a lot of eyes and exposure for your article. So, whether you want to write about crafting the perfect SKO, running an ultra-efficient onboarding program, best practices when implementing a snazzy new sales methodology, or anything in between, we want to hear more. If you’ve got the insights, we’ve got the platform. Here’s how to contribute ****Step 1: Submit your subject** Before you put your fingers on the keyboard, drop us a line and let us know what you want to write about. Some popular topics include: - Sales methodologies - Data, metrics, and reporting - Digital transformation and sales enablement tech - Sales enablement leadership - Sales enablement strategy - SKO - Sales training, coaching, and development - Case studies, use cases, and success stories ****Step 2: Follow the rules** We’re a reasonable bunch and we don’t expect too much, but what we do ask for is: - Articles to be no shorter than 1000 words - Any pictures included to be royalty-free - A picture to sit with your contributor profile - A short bio (200 characters or less) Also, individual contributions shouldn’t promote your company’s products or services, or include backlinks to your company's site. For that sort of stuff, we have sponsorship opportunities. See below for these opportunities! ****Step 3: Submit your work** Either send us a message on [****Slack**](https://www.salesenablementcollective.com/join-the-sec-slack-community/), or reach us at [****content@salesenablementcollective.com**](mailto:content@salesenablementcollective.com) and remember to include the link/attachment to your article along with your profile pic and bio - if you’re not already set up as a contributor, that is. Already published something awesome elsewhere? Not a problem. With custom canonical links, you can still share it with our audience too. ****Yawn 💤 time for the boring bits…** ****Image policy:** We include images with every post. Stock photography will be chosen by our team and will be posted with your entry unless you have a particular image you wish to use. By including any photos, screenshots, or images, you consent to allow SEC to post this image with proper credit to you and/or the creator. ****Link policy:** Links in your post should be relevant to the story you’re telling and provide context to your audience. When referring to another article or piece of research, please use proper citations or links to the source material. ****Syndication policy:** We reserve the right to use any and all contributed content, with credit to any authors, in its entirety or portions for promotional purposes, including in social media, other blogs, or newsletters. SEC may choose to cross-post to Medium, LinkedIn, or other blogging services. #### Speak at an event 📆 Our Sales Enablement Summits and Festivals assemble enablement leaders from the world's most innovative organizations. We meet in locations around the world with one goal in mind: to discuss how enablement strategies and initiatives can be developed, improved upon, and scaled to create extraordinary business value and prove return on investment. If you have insights to share, we want to hear them. Apply below to be considered for speaking at one of our Summits, where you'll have the chance to address fellow enablement leaders and make an impact. [****Apply here**](https://www.salesenablementcollective.com/speaking-opportunities-with-sec/)****.** #### Feature on our podcast 🎙️ Our podcast has fast become essential listening for enablement practitioners in our community! We provide thought leaders with a platform to share not only their experiences, but also their unique insights and perspectives on the big trends and developments from within the enablement space. Want to feature on a podcast? Reach us at [****content@salesenablementcollective.com**](mailto:content@salesenablementcollective.com) to let us know! **(Check out* [**the podcast*](https://www.salesenablementcollective.com/sales-enablement-innovation-podcast-series/) *if you want to listen to an episode or two before featuring!)* #### Sponsorship opportunities 💪 More and more organizations are embracing sales enablement, and you could be there to support them on that journey. If you want to market your products and gain exposure to 1,000s of companies looking for sales and enablement solutions, our sponsorship packages are for you! Become a sponsor for our: - Events - Articles - Reports - Podcasts - Webinars - Virtual summits Discover how you can collaborate with us [****here**](https://www.salesenablementcollective.com/partner/)****.** #### Contribute to a report 📚 Our research reports put the spotlight on the latest developments in enablement. To continue our industry-leading research, we're always keen to hear from practitioners and experts who have something to share. Have a look at the surveys we're currently running to find out how you can help shape the report’s findings. What we need from you: 1. A headshot 2. A short 200-word bio 3. A quote The reports we’re working on include: - Sales Enablement Landscape Report - Sales Enablement Salary Report Get in touch [****here**](mailto:d.odowd@pmmalliance.com). #### Be a course beta tester 🎓 Our expert-led courses aren't created in isolation, which is why we need your help. We seek support from real sales enablement professionals to ensure that our training programs deliver everything a participant needs to take the next step in their career. Interested to know what you'll get in return for being a beta tester? First and free access to accredited courses - for life. What we need from you first, though? Candid, thorough, and timely feedback. To join our SEC beta tester program, or to learn about other ways to work with us, please email the [team](mailto:courses@salesenablementcollective.com). #### AMA contributor 🙋‍♀️ Ask Me Anything, or AMAs, are great ways of building your brand awareness, trust, and authority. We're looking for experts in enablement, from all industries, to provide their knowledge and expertise for AMAs. If you're interested in participating, get in touch with our [****team**](mailto:community@salesenablementcollective.com)****.** #### Meetup organizer 🏘 We've got a few regional [meetups](https://community.allianceled.io/c/welcome-revenue?utm%5Fsource=ghost&utm%5Fmedium=cta&utm%5Fcampaign=event-roa-circle-page) coming up and we can't wait to see you there! The best part? They're free. And better yet, you can run your own meetups in your city and chat with your local peers. If you're interested in being a meetup organizer, get in touch with us [****here**](mailto:community@salesenablementcollective.com). #### Webinar & panel discussion participation 🎤 Webinars and panel discussions offer excellent opportunities to showcase your expertise alongside other professionals in your field. By sharing your knowledge through these events, you can provide valuable insights to the community while also increasing your own personal brand's recognition! If you're interested in participating, get in touch with our [****team**](mailto:community@salesenablementcollective.com)****.** ## Why you should get involved - 11,500+ members in the Slack community (and counting!) - 43,000+ members on [**LinkedIn**](https://www.linkedin.com/company/31531538/) - 100,000+ website visitors a year - 10+ partners ## Join the SEC Community Chat with like-minded sales enablement enthusiasts from around the world! From beginners to experts, the community is for everyone. Find the latest content, job ads, events, and more [**today**](https://www.salesenablementcollective.com/join-the-sec-slack-community/)**.** ### The SEC team 💪 URL: https://www.salesenablementcollective.com/the-sec-team/ Last updated: 2025-09-11T12:39:22.000Z Meet the Sales Enablement Collective's team. Lovely to meet you! Each one of us has a pivotal role in making sure you feel like the valued community member that you are. Interested in getting to know us more? Feel free to add us on LinkedIn with the links below. - Rich King | Founder & CEO | [LinkedIn](https://www.linkedin.com/in/richardking001) - Jordan Dunne | Founder | [LinkedIn](https://www.linkedin.com/in/jordan-dunne-1926a066/) - Bryony Pearce | CMO | [LinkedIn](https://www.linkedin.com/in/bryonypearce/) - Jack Debono | Business Line Growth Lead - Head of Sales Enablement Collective | [LinkedIn](https://www.linkedin.com/in/jackdebono/) - Daniel O'Dowd | Copywriter | [LinkedIn](https://www.linkedin.com/in/danielodowd00/) - Holly Stewart | Program Director | [LinkedIn](https://www.linkedin.com/in/holly-stewart-350972196/) - Stav Costas | Director Strategic Partnerships | [LinkedIn](https://www.linkedin.com/in/stav-costas-10468b140/) - Will Burden | Senior Community Events Producer | [LinkedIn](https://www.linkedin.com/in/will-burden-854a0616a/) - Rebecca Boucher | Director of Community & Events Marketing | [LinkedIn](https://www.linkedin.com/in/rebeccaboucher500/) - Sabena Marso | Global Event Producer | [LinkedIn](https://www.linkedin.com/in/sabena-marso-6a1a59157/) - Lily de Laitre | Marketing Manager | [LinkedIn](https://www.linkedin.com/in/lelia-de-laitre-39750b115/?originalSubdomain=uk) - Christina Graham | Senior Community Manager | [LinkedIn](https://www.linkedin.com/in/cjgraham/?originalSubdomain=uk) - Alex Walton | Content Lead | [LinkedIn](https://www.linkedin.com/in/alex-walton-a88982169/) - Tyler Knee | Marketing Coordinator | [LinkedIn](https://www.linkedin.com/in/tyler-knee-907691151/?originalSubdomain=uk) - Louis Wood | Audience Engagement Executive | [LinkedIn](https://www.linkedin.com/in/louis-wood-087958212/) Any questions? Contact any of us at any time. See you around! 👋 ### Contact us URL: https://www.salesenablementcollective.com/contact/ Last updated: 2025-04-30T11:37:46.000Z Got a burning question or a hot idea? Want to grab 5 with us? Need some help with an existential dilemma? (OK, maybe we're not best placed for this last one, but we can try!) Drop us a note and we'd be happy to help: **Speaker or ambassador opportunities:** [jack@salesenablementcollective.com](mailto:jack@salesenablementcollective.com) **Sponsor or partner opportunities:** [pedro@salesenablementcollective.com](mailto:pedro@salesenablementcollective.com) **Individual content contributions:** [daniel@salesenablementcollective.com](mailto:daniel@salesenablementcollective.com) **Community inquiries:** [harshil@salesenablementcollective.com](mailto:harshil@salesenablementcollective.com) **Ambassador inquiries:** [harshil@salesenablementcollective.com](mailto:harshil@salesenablementcollective.com) **Marketing, media or a general natter:** [hello@salesenablementcollective.com](mailto:hello@salesenablementcollective.com) Or, feel free to ping us in the [community](https://www.salesenablementcollective.com/join-the-sec-slack-community/), it's pretty much our second home. 😉 ### Calling all partners & sponsors URL: https://www.salesenablementcollective.com/partner/ Last updated: 2026-07-23T06:45:31.000Z SEC’s mission is to actively promote the importance of sales enablement, and we do that by providing a platform for our global community to exchange knowledge, resources, and best practice tools. From large-scale virtual summits to custom webinars, we’re the go-to for savvy sales executives looking to up their game with fresh insights and solutions. ## Why partner with us? 🌍 Showcase your brand and product to the world’s fastest growing global sales enablement community. 💻 Place your content front and center on the SEC website – reaching 1,000s of monthly visitors. 🤝 Showcase your brand and product to the world’s largest and fastest growing global sales enablement community made up of 5,600+ cross-industry sales leaders. 📧 Get your message seen by 60,000+ sales enablement email subscribers. 🗣 Tap into our Sales Enablement social networks with 1,000s of followers. 🎟 Step into the spotlight and generate qualified leads at any of our 11+ annual global events – both physical and virtual. And the benefits don’t stop there. From Sales Enablement Executives to Directors and VPs, our community’s home to sales practitioners from companies like: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2020/05/companies-graphic.png) ## What’ve you got to offer? Whether you’re a giant or a niche startup, we’ve got a sponsorship package to suit your needs and get your brand where it needs to be. **In Person Conference Series** Bringing together hundreds of sales enablement leaders, these are the ultimate opportunity to meet your prospects face to face, and have a business conversation over a cup of coffee or lunch. **Webinars** We’ve got you covered: we’ll guarantee that a certain number of sales & enablement pros will sign up for your webinar. **Virtual Summits** Thousands of sales enablement execs tune into each of our virtual events. Why wouldn’t you be there? **Content Spotlight** Want to showcase your solution, product, or thought-leadership? Our Content spotlight can help increase your exposure. Provide us with your article and we’ll get it published for the eyes of your target audience and more. **Whitepaper Syndication** Similar to our webinars, we don't leave anything to chance: we’ll guarantee that a certain number of sales enablement execs will download your whitepaper. Get in touch for more details or if you have something else in mind – let’s discuss! **Still not convinced?** Check out what existing partners like Seismic, Showpad & Spekit have to say about us here. 0:00 /3:45 1× ## This all sounds great. How can I get involved? Take a look at our media kit to see all the different opportunities, and you can reach out to Stav at [stav@salesenablementcollective.com](mailto:stav@salesenablementcollective.com) ### SEC Play URL: https://www.salesenablementcollective.com/sec-play/ Last updated: 2024-08-21T16:40:43.000Z _No content available._ ### Meet our ambassadors URL: https://www.salesenablementcollective.com/meet-the-ambassadors-old/ Last updated: 2026-06-18T02:51:26.000Z ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/SEC_Ambassador_Meta_2-2.png) Meet the Sales Enablement Collective's ambassadors. Our ambassadors are dotted all over the world and when it comes to helping us achieve our mission, they're instrumental. Discover who they are and what they do below. 👇 [Viktor Mach](https://www.linkedin.com/in/viktor-mach/) | VP Global Revenue Enablement | Emarsys | London, [Alli MacManus](linkedin.com/in/allimacmanus/?lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fprofile%5Fview%5Fbase%3ByA3Ik5zASWOZo3ZosYAI1w%3D%3D) | Director of Revenue Enablement | Clearco | Toronto, [Matt Ring](linkedin.com/in/matthewring/?skipRedirect=true) | Director of Global Commercial Operations | Deliveroo | Harpenden [Jordan Rahtz](https://www.linkedin.com/in/jordanrahtz/) | Director, GTM Development | Vanta | Denver [Shun Cheah](https://www.linkedin.com/in/shun-cheah-095231189/) | Senior Manager, SDR Development & Ops (APAC) | Dynatrace | Waltham [Sonia Pupaza](linkedin.com/in/soniapupaza/?skipRedirect=true) | Revenue Enablement Lead | Empower Value | Berlin, [Jaren Krchnavi](https://www.linkedin.com/in/jaren-krchnavi/) | Head of Sales Enablement | Siemens | Munich [Brooke Coletti](https://www.linkedin.com/in/brookecoletti/) | Sr. Enablement Manager, Programs and Process | Amazon | Seattle [Jocelle Sarenpa](https://www.linkedin.com/in/jocelle/) | Sales Leader & GTM Strategist | Avalara | Seattle [Arup Chakravari](https://www.linkedin.com/in/arupchakravarti/) | Former Director GTM Enablement | QA Ltd | London [Matthew Bischoff](https://www.linkedin.com/in/mattbischoff/) | Senior Director of Revenue Enablement | Dodge Construction Network | Atlanta [Brooke Bachesta](https://www.linkedin.com/in/brooke-bachesta/) | Director of Global Learning Design | JLL | Seattle [Mathew Hill](https://www.linkedin.com/in/mathewhill/) | Senior Director | ClearData | Portland [Steve Shorey](https://www.linkedin.com/in/steveshorey/) | Sales Enablement Team Leader | Cato Networks | Chicago [Kayla Moore](https://www.linkedin.com/in/kayla-moore-bbb320206/) | Enablement Transformation Manager | Pclub.io | Austin [Samantha Thompson](https://www.linkedin.com/in/samanthajothompson/) | Director, Global Sales Enablement | Axonious | Nashville [Isis Turchiano](https://www.linkedin.com/in/isis-turchiano/) | Sr. Sales Enablement Analyst | Hexagon | San Diego [Devon McDermott](https://www.linkedin.com/in/devonmcdermott/) | Head of Enablement | 1mind | Palm Springs [Shannon Story](https://www.linkedin.com/in/shannon-story/) | Global Revenue Enablement Manager | do it | Gainesville [Atsuko Utamaru](https://www.linkedin.com/in/atsuko-u-84171a88/) | Senior Sales Enablement Manager | deepL | Tokyo [Annabel Hosking](https://www.linkedin.com/in/annabel-hosking/) | Global Sales Enablement Manager | LexisNexis Risk Solutions | London [Nicole Ward](https://www.linkedin.com/in/nicole-ward-enablement/) | Senior Director, Curriculum Innovation & Architecture | dayforce | Ontario [Rachel Panfil](linkedin.com/in/rachel-panfil-88268472/?skipRedirect=true) | Go-To-Market Performance Manager | Momentive Software | Atlanta [Aleksandr Seygarov](https://www.linkedin.com/in/aleksandr-seygarov/) | PRoduct Manager | Space307 | Buenos Aires [Prak Bale](https://www.linkedin.com/in/prakrutibale/) | Senior Product Marketing Manager, GTM strategy | Onwell | Toronto [Simon Gilks](https://www.linkedin.com/in/simon-gilks/) | VP, Revenue Operations & Enablement | Enhesa | Milton Keynes [Stephanie White](linkedin.com/in/stephanie-white-sales/?skipRedirect=true) | Director, GTM Enablement | Bloomreach | Toronto [Celine Grey](linkedin.com/in/celinegreypelissier/?skipRedirect=true) | Senior Principal & Head of Enablement | SBR Consulting | Norwich [Missy Parrish](https://www.linkedin.com/in/missyparrish/) | Principal Field Enablement Business Partner | Twilio | San Francisco [Russell Wurth](https://www.linkedin.com/in/russellwurth/) | Head of Revenue Enablement | Extrahop | Seattle [Katie Gallo](https://www.linkedin.com/in/katie-gallo-5a46b878/?skipRedirect=true) | Director, Revenue Enablement & Customer Advocacy | Syndigo | Illinois [Gurpriya Kaur](https://www.linkedin.com/in/gurpriyakaurbhatia/) | Global Program Manager - Global Sales Enablement & Ops | Ivalua | Paris [Thomas Cheriyan](https://www.linkedin.com/in/tkcheriyan/) | VP Sales Excellence | Odaseva | San Francisco [Patrick Hogan](https://www.linkedin.com/in/patrickjhogan/) | Executive in Residence | Zen Launchpad | San Francisco [Del Nakhi](https://www.linkedin.com/in/del-nakhi/) | Founder | Certified Women's Coach | Vocalefm | Colorado [Amanda Dossey](https://www.linkedin.com/in/amanda-dossey-611495/) | Senior Director, Sales Enablement | Keyfactor | Atlanta [Sergio Simón](https://www.linkedin.com/in/sergio-simong/) | Director, Sales and Partnerships | Zepo Intelligence | Madrid [Steffaney Zohrabyan](https://www.linkedin.com/in/steffaneyzohrabyan/) | Sales Enablement Innovation & Insights | Cisco | San Jose [Lisa Duncan](https://www.linkedin.com/in/lisa-duncan/) | Senior Director, GTM Enablement | Hubspot | San Francisco [Gillian White](https://www.linkedin.com/in/gillianwhite-ottawa/) | Enablement & Career Leadership Coach | Underline | San Francisco [Gareth Fraser](https://www.linkedin.com/in/gareth-fraser-26b097196/) | Vice President Sales & Marketing Operations | Alliants | Southampton [Shawn Dooley](https://www.linkedin.com/in/shawn-dooley-56a9a89/) | Senior Manager, Customer Success Enablement | Iterable | San Francisco [Laura Wheatley](https://www.linkedin.com/in/lauraewheatley/) | Women in Leadership Program Advisory Board | University Of Colorado Colorado Springs | Colorado Springs [Djamel Toubrinet](https://www.linkedin.com/in/djamel-toubrinet/?locale=en) | Head of Revenue and AI Enablement | Cegid | Lyon, Auvergne-Rhône-Alpes, [Jonathan Kvarfordt](https://www.linkedin.com/in/jmkmba/) | VP of GTM Strategy & Marketing | Momentum.io | San Francisco [Katie Van Hoomissen](https://www.linkedin.com/in/katievanhoomissen/) | Director, Business Planning & Ops | Smartsheet | Austin [April Gross](https://www.linkedin.com/in/aprilagross/) | Senior Director, Sales Enablement | Ncontrscts | North Carolina [Steve Sandis](https://www.linkedin.com/in/ssandis/) | Worldwide Sales Effectiveness Program Consultant | Palo Alto Networks | Santa Clara [Laura Deroche](https://www.linkedin.com/in/laura-deroche/) | Director, Revenue Enablement | Goguardian | El Segundo [Neman Syed](https://www.linkedin.com/in/nemansyed/) | Global Sales Enablement Manager | Matrixx Software | Foster City [Lindsay Hoyle](https://www.linkedin.com/in/lindsayhoyle/) | Principal Sales Effectiveness Business Partner - Commercial & Growth | Smartsheet | Bellevue [Maggie Acklin](https://www.linkedin.com/in/maggie-acklin-pmp-4a02a71/) | Director, Commercial and Pricing Strategy Sales Enablement | Xylem | Chelmsford [Laila Labelle](https://www.linkedin.com/in/laila-labelle-84633a2a/) | Senior Manager Revenue Enablement | N-able | Morrisville [Theresa Garrett](https://www.linkedin.com/in/theresawgarrett/) | Member Board of Directors | CORRAL Riding Academy | Cary [Senait Isaac](https://www.linkedin.com/in/senaitisaac/) | Senior Program Manager, People Partnerships Strategic Delivery | Twilio | San Francisco [Petek Hawkins](https://www.linkedin.com/in/petek-sabunis/) | Vice President Of Revenue Enablement And Operations | Pax8 | Greenwood Village [Pete Matthews](https://www.linkedin.com/in/petematthewsmso/) | Senior Revenue Operations Leader | Trinsx | Denver [Kieran Smith](https://www.linkedin.com/in/kieransmithvp/) | EMEA Enablement and Onboarding Lead | Workiva | Manchester [Jeff Birk](https://www.linkedin.com/in/jeffbirk/) | AMER Regional Sales Enablement Lead | Cofluent | Utah [Alex Wallitsch](https://www.linkedin.com/in/alexandrayeaton/) | Head of Sales Productivity | EliseAI | New York City [Gail Behun](https://www.linkedin.com/in/gailbehun/) | GTM Sales Leader Excellence | Zoom | San Jose [Ben Purton](https://www.linkedin.com/in/benpurton/) | Senior Enablement Manager, International GTM Delivery (EMEA, Japan, APAC) | Zoom | San Jose [Susan Savona](https://www.linkedin.com/in/susansavona/) | VP Revenue Enablement | Edmentum | Overland Park [Molly Sestak](https://www.linkedin.com/in/mollysestak/) | Head of Revenue Enablement & Operations | Sedna | London [Marj Koppelaar](https://www.linkedin.com/in/mkoppelaar/) | Founder & AI Sales Enablement Consultant | Revenue Catalyst | London [Margit Weiss](https://www.linkedin.com/in/margitweiss/) | Head of Development | VLM Robotics | Toulousse [Akshi Mohla](https://www.linkedin.com/in/akshimohla/) | Sr. Sales Enablement Manager | Precisely | Houston [Jessica Lindfield](https://www.linkedin.com/in/jessica-lindfield/) | Senior Commercial Enablement Manager | Financial Times | London [Jennifer Yeary](http://linkedin.com/in/jennifer-yeary) | Sr. Manager of Commercial Enablement | Restaurant Technologies | Charlotte [Lauren Buchsbaum](https://www.linkedin.com/in/laurenbuchsbaum/) | Senior Content and Operations Manager | Grafana | San Francisco [Chad Pexton](linkedin.com/in/chadpexton) | Principal, Revenue Enablement | Workday | Salt Lake City [Raul Ricardo](https://www.linkedin.com/in/raul-ricardo/) | Sr. Sales Productivity Manager | Camunda | New York [Oliwia Warnke](https://www.linkedin.com/in/oliwia-warnke/) | Sales Enablement Manager | GetResponse | Gdansk [David Kandel](https://www.linkedin.com/in/david-kandel-0b9b08129/?skipRedirect=true) | Senior GTM Enablement Manager | Blockaif | New York [Kat Pukacz](https://www.linkedin.com/in/katpuk/) | VP GTM Strategy and Enablement | Katalyst Labs | [Adam Talanczuk](https://www.linkedin.com/in/talanczuk/) | Global Head of Growth | Lingaro | West Palm Beach [Dexter Wilson](linkedin.com/in/dexterqwilson) | Senior Enablement Specialist | Albert Invent | Burlington [Andrey Zevakhin](https://www.linkedin.com/in/andreyzevakhin/) | Sr. Director, Revenue Enablement | Zywave | Colleyville [Luis Santa Cruz](https://www.linkedin.com/in/luisstacruz/) | Sales Enablement Manager | SiteMinder | Barcelona [Danny Leiva](https://www.linkedin.com/in/danielgleiva/) | Senior Manager of Training & Sales Enablement | Togetherwork | Austin [Sara Kleiman](https://www.linkedin.com/in/sarakleiman/) | Senior Director, GTM Enablement | Automation Anywhere | Washington [Joke Adedeji](https://www.linkedin.com/in/adejokeadenleadedeji/) | Salesforce Adoption and Enablement | Canon EMEA | [Christina Smyle](https://www.linkedin.com/in/christina-smyle-136b85196/) | Sales Enablement Manager | Propharma Distribution! | Denver [Danielle Meyer](https://www.linkedin.com/in/danielle-meyer-561357a3/) | Sales Enablement Manager | Matillion | Denver [Zé Lucas Fernandes](https://www.linkedin.com/in/zelucasfernandes/) | Global Sales Enablement Manager | EBANX | São Paulo [Andrea Garcia Heredia](https://www.linkedin.com/in/andrea-garc%C3%ADa-heredia/) | Global Head Revenue Enablement | sesameHR | Valencia [Chelsi Chipps](https://www.linkedin.com/in/chelsichipps/) | Sales Enablement Partner | MeridianLink | Mesa [Talia Babel Jones](https://www.linkedin.com/in/taliababeljones/) | Sr. Manager, GTM Readines | Justworks | Tampa [Jessica Rich](https://www.linkedin.com/in/jessicarich123/) | Principal, Success New Hire Onboarding Manager | Atlassian | [Jess Ingis](https://www.linkedin.com/in/jessica-ingis-4574073a/) | Global Head, Commercial Enablement | Amadeus | New York [Aldrich Obach](https://www.linkedin.com/in/obach/) | Sr GTM Enablement Manager | Deel | Sydney [Miranda Marean](https://www.linkedin.com/in/miranda-sonia-marean-40118236/) | Senior Enablement Program Manager | PagerDuty | Santiago [Julia Jagmin](www.linkedin.com/in/julia-jagmin) | Sales Enablement Team Lead | Aderant | Atlanta [Eleonora Berylo](https://www.linkedin.com/in/eleonora-berylo/) | Founder and CEO | ELAR Group | Brooklyn [Diana Rotella](https://www.linkedin.com/in/diana-delucia-rotella-139a9451/) | Director, Sales Enablement | Samba | New York [Camille Salmon](https://www.linkedin.com/in/camille-salmon-a94b3390?utm%5Fsource=share%5Fvia&utm%5Fcontent=profile&utm%5Fmedium=member%5Fios) | Federal Sales Leader | Axonius Federal Systems | Atlanta [Alcinda Moezelaar](https://www.linkedin.com/in/alcinda-massango/) | Head: TTS Sales Enablement | RMB | Johannesburg [Teo Hafenscher](https://www.linkedin.com/in/teo-hafenscher-026997169/) | Sales Enablement Lead | TecEx | Johannesburg [Evan Tzivanakis](https://www.linkedin.com/in/evantzivanakis/) | Enablement Manager | WhiteBIT / EU Business School | [Yvonne Anders](https://www.linkedin.com/in/yvonnemoduno) | Senior Director, GTM Enablement | Limble | Phoenix 💬 You can connect with the ambassadors in the SEC Slack community [here](https://www.salesenablementcollective.com/join-the-sec-slack-community/). ### Sales Enablement Collective Become an ambassador URL: https://www.salesenablementcollective.com/become-an-ambassador-old/ Last updated: 2026-06-18T02:41:05.000Z Are you looking to elevate your personal brand in [sales enablement?](https://www.salesenablementcollective.com/what-is-sales-enablement/) Then our ambassador program is the perfect choice for you! Designed to give you the space to establish yourself in Sales enablement, the program can also be tailored to be exactly what you want. We want it to be as beneficial for you as it is for us. Plus, it’s no more than a 12-month commitment… With opportunities to grow your network, contribute to professional content, or run community events, we’ve got you covered. --- ## What’s involved? We want to make sure that it’s as beneficial for you as it is for the community, and to do that, we’ve created six ways for you to contribute, based on your personal preference, all with specific perks: [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/SEC_Ambassador-program-application--1--copy-1-1.png)](https://www.salesenablementcollective.com/ambassador-program/) Not sure which type of ambassador you’d be best suited to become? 👉 Find out today by taking our “**What type of ambassador are you**?” quiz right [**here** ](https://productmarketingall.typeform.com/to/XGtkmiJ5)👈 *It’s important to note that you don’t need to choose just one. Ambassadors can contribute in one area or across multiple - and many evolve their involvement over time as their interests and availability change.* #### ****🔥 Benefits and perks** ****12 months free** of an annual ****Pro** ****membership**. Plus… 💡 Access to an exclusive network 📚 Early access to reports 📝 Early access to new courses 🎖Reputable stamp on CV 🧑‍🏫 Special rates across all products 🖥️ Free access to our virtual events 📢 Reciprocal promotion on socials 🎯 Input into shaping the future of Sales Enablement Collective 🌐 Ambassador networking opportunities #### ****🚨 Terms and Conditions** [Terms and Conditions](https://www.salesenablementcollective.com/ambassador-terms-conditions/) of the Sales Enablement Collective’s Ambassador program. --- ### **Be the change, become a Sales Enablement Collective ambassador.** Sounds good so far? Great - you can apply to be an ambassador for Sales Enablement Collective below. 👇 Sounds good so far? Excellent - apply to be an ambassador for Sales Enablement Collective here. 👇 The form shouldn’t take any longer than **2 minutes to complete**, and after reviewing your application, we'll reach out to discuss the next steps. In the meantime, if you’ve got any questions, [get in touch with us](mailto:martina.l@pmmalliance.com). 📧 --- ## Who else is in our ambassador program? Check out some of our other amazing ambassadors [here.](https://www.salesenablementcollective.com/meet-the-ambassadors/) --- ### What does a Sales Enablement Collective ambassador look like? #### ****🔥 Passionate** It’s an outrageously overused word, we know, but we want people who’re genuinely excited by and committed to sales enablement - because we are. Our ambassadors need to reflect our values. #### ****🏃‍♀️ Active** Don’t worry, we’re not asking for blood, sweat or tears. At the core of being an ambassador is helping to spread the word, so we’re after people who already are, or pledge to be, part of online conversations. #### ****🤝 Committed** Real change takes time and we want people to join us for the whole journey, not just one stop. Being an Ambassador won’t consume your time, all we ask for is a lasting, two-way relationship. ### How can ambassadors help the Sales Enablement Collective Community? #### ****👋 Expand our international community.** We've got some great resources - and sharing is caring. We want to get as many people around the world excited about sales enablement as we can, and ambassadors are key to helping us do that! #### ****🗣️ Define the role and amplify fresh voices.** Help us bring more people to Sales Enablement Collective - the more people who join, the more knowledge and the more influence we have in being able to help the community and advance the role of sales enablement. #### 🚀 ****Boost recognition and appreciation of Sales Enablement Collective.** As a role, sales enablement is currently very much flying under the radar. Can we change that? Absolutely. --- ### Want to get involved, but just as a one-off? That's totally fine - there's many different ways to be a contributor to the Sales Enablement Collective community. Here are just a few: 📝 [Contribute an article](https://www.salesenablementcollective.com/contributor-guide/) to the site 🎙 Host or guest in a [podcast](https://www.salesenablementcollective.com/tag/podcasts/) 👋 Join the [Slack channel](https://www.salesenablementcollective.com/join-the-sec-slack-community/) 📢 Speak at an [event](https://www.salesenablementcollective.com/speaking-opportunities-with-sec/) --- ***Please note:*** *As we receive a large number of ambassador applications, unfortunately, we aren't able to accept everyone onto the program.* *We review ambassador contributions every 12 months and we reserve the right to remove them from the program at any time should we feel we no longer have a mutually beneficial relationship.* ### Sales Enablement Summit | Austin | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-austin-ondemand/ Last updated: 2024-09-11T09:53:56.000Z Relive the highlights from 2019’s event, including how to align the perspectives of product marketing and sales, plus expert insights on outbound prospecting, scaling sales onboarding, and value-based cold calling, and much more. _This page is for paying subscribers only._ ### Sales Enablement Summit | Sydney | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-sydney-ondemand/ Last updated: 2024-09-11T09:53:11.000Z Curious to learn more about how the roles of content, technology and science can enhance a culture of sales enablement and drive results? Hear first-hand stories from senior figures at Hubspot, Uber, HP and many more. _This page is for paying subscribers only._ ### Sales Enablement Summit | London | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-london-ondemand/ Last updated: 2024-09-11T09:53:32.000Z Fancy some nuggets of wisdom about leveraging AI for sales, bridging the gap between sales and marketing, and the challenges of global go-to-market strategies, from speakers at the top of their game? You’ve come to the right place! _This page is for paying subscribers only._ ### Sales Enablement Summit | San Francisco | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-san-francisco-ondemand/ Last updated: 2024-09-11T09:52:41.000Z San Fran’s 2019 Summit saw speakers from Shopify, Yelp, Kompytech, Hired, and ZenDesk tackle subjects like buyer/seller personas, the challenges of go-to-market, and building executive buy-in. All the good stuff is down here... _This page is for paying subscribers only._ ### Future of Sales Festival | OnDemand URL: https://www.salesenablementcollective.com/future-of-sales-festival-ondemand/ Last updated: 2024-09-11T09:54:25.000Z The Future of Sales Fest was bursting at the seams with so much invaluable advice from sales and marketing industry leaders, and we wanted to make sure you didn’t miss anything. So, we’ve put all the talks in one place. _This page is for paying subscribers only._ ### Sales assets templates URL: https://www.salesenablementcollective.com/sales-assets-templates/ Last updated: 2023-09-19T14:54:26.000Z Sales assets arm your salespeople with the tools and information they need to effectively pitch your product - and make more $$$. Get your hands on all the best templates. _This page is for paying subscribers only._ ### Sales readiness templates URL: https://www.salesenablementcollective.com/sales-readiness-templates/ Last updated: 2024-09-11T09:51:51.000Z Ensuring your sales reps are ready to confidently represent your product during prospect conversations is critical. We've got tons of templates to help you do just that. _This page is for paying subscribers only._ ### Sales strategy templates URL: https://www.salesenablementcollective.com/sales-strategy-templates/ Last updated: 2024-09-11T09:51:22.000Z A killer sales strategy is behind every single one of the world's leading companies. Level up yours with tried and tried templates from some of the industry's best. _This page is for paying subscribers only._ ### Sales Enablement Salary Survey 2022 URL: https://www.salesenablementcollective.com/sales-enablement-salary-survey-2022/ Last updated: 2024-09-11T09:51:01.000Z The 2022 Sales Enablement Salary Survey will explore the ins and outs of salaries all over the world, broken down by everything from time in the industry, leadership support and company head counts, to gender, location and seniority - and more. Have your say. [Complete the survey](https://productmarketingall.typeform.com/to/v8s4TQC5). **(All responses are 100% anonymous).** The more responses we get, the more robust the results will be, so if you can help us out by sharing the survey with your network too, we'd be ever so grateful 🙏. Just share this page! ## Posts ### The Sandler sales methodology: complete guide and pain funnel examples URL: https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/ Last updated: 2026-09-05T18:32:37.000Z As part of our series on sales methodology, we’re looking at one of the oldest around: the Sandler sales methodology, also known as the Sandler selling system. David Sandler devised this methodology in 1967 to encourage sales professionals to take a **consultative approach** to the sales process. Sandler sales training has been helping reps reach quota ever since. Much like the [MEDDIC sales methodology](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/), the Sandler selling system aims to make qualifying a lead as structured and straightforward as possible for a salesperson. ## The Sandler sales methodology The Sandler sales methodology puts particular emphasis on *qualifying* leads and acting as their *consultant*. The ultimate goal of the Sandler sales method is to become a trusted advisor to customers who truly *need* and will *benefit* from your solution. At the same time, you’ll be looking to actively *disqualify* leads who are *not* a good fit. That means undergoing a serious **qualification** **process** during the discovery phase. You need to understand the lead’s situation and circumstances before you can make a judgment like this. In [*5 Key Shifts*: *Your workbook to drive sales team performance*](https://www.salesenablementcollective.com/5-key-shifts-your-workbook-to-drive-sales-team-performance/), Jeff Jaworski from The Shift makes the following statement regarding effective meetings with prospects: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/jeff2-1.jpeg) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/shift.jpeg) Jeff Jaworski Founder, Sales Enablement Leader, The Shift Consulting “It all must be anchored in what they need and how you can address those needs”. Bearing in mind the importance of qualifying leads as part of the Sandler sales methodology, let’s have a quick refresher on lead qualification. 👇 ### Why does lead qualification matter? In sales, *potential* customers are called *leads*. - A qualified, “good” lead is one worth pursuing *right now*… - While an unqualified, “bad” lead isn’t worth your time (yet). 💡 ****What’s a qualified lead?** A qualified lead is one who you **know* is a good fit for your product or service. You can solve the problems they’re facing, and they have the budget for your solution. Sales teams can only speak to a certain number of prospective customers in a day. It’s crucial they spend their time on the phone with *qualified* leads, because they have the best chances of converting into paying customers. If salespeople are spending too much time on sales calls with leads who are unlikely to buy, they’re wasting precious time. But is this a real problem? The data suggests so. Our most recent Sales Enablement Landscape Report indicates that **32%** of sales teams face the challenge of “Not enough qualified leads/wasting time on unqualified leads. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/image-5.png) **The top three challenges facing enablement teams. Data from the* [**2024 Sales Enablement Landscape Report*](https://www.salesenablementcollective.com/sales-enablement-landscape-report/)**.* *This* is why lead qualification, and methodologies like Sandler which emphasize it, are so important. It’s about understanding the person you’re talking to, and the company they work for. What are their needs? What’s their situation? Is your product even a good fit for the problems they’re facing? That’s where methodologies like the Sandler sales process come in. They give sales reps a structured approach to the sales cycle they can follow every time. 💡 There’s more to qualifying than this. Choosing a methodology isn’t enough. But methodologies do play a major role — so it’s important to have the right one for you. --- [What is a sales methodology? | SECLearn what a sales methodology is, and why Sandler, Miller Heiman, MEDDIC, Challenger, and SPIN remain popular sales methodologies across the world.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/10/pauline-gVQoO06akFc-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) --- ## The Sandler submarine The Sandler selling method consists of seven steps. David Sandler used a *submarine* analogy to explain these steps. When a submarine floods, the crew moves from one compartment to another, closing each door behind them. They can’t go back and open a previous compartment’s door, otherwise the flooding will spread. Sandler saw his sales system as working similarly. You move from one stage of the sales process to the next. But before you can progress, you have to ‘secure’ the stage you’re at. If you don’t, you risk ‘sinking’ the sale, just as a crew risks sinking a submarine. ![The Sandler submarine: bonding & rapport, up-front contract, pain, budget, decision, fulfilment, post-sell](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Sandler-Submarine--1-.png) ## **The 7 stages of the Sandler selling system** ### **1 - Bonding and rapport** Remember, you’re building a *relationship* with the prospect. Encourage open, honest communication, and try to present yourself as an impartial advisor, more than a sales rep with an agenda. Establish a human connection and be personable from the get-go. ***5 Example questions for this stage:*** 1. *“How did you get started in your industry?”* 2. *“What do you enjoy most about your role?”* 3. *“What are some of the biggest challenges your company is facing right now?”* 4. *“How has your business changed over the past few years?”* 5. *“When working with vendors like us, what qualities do you value most?”* ### **2 - Up-front contract** This step involves establishing roles and setting expectations between you and the prospect. Using that open, honest communication you’ve established, you’ll make sure the prospect knows exactly what’ll happen during the meeting. That includes what will be discussed, and how long it will take. This helps to avoid situations where you and the prospect are prepared for different things heading into the conversation. It puts you and the prospect on the same page and helps build on the mutual trust you’ve already started to create. ***5 Example questions for this stage:*** 1. *“Would it be okay if we took the next 30 minutes to discuss your challenges and see if we’re a good fit?”* 2. *“At the end of our conversation, would you be comfortable telling me if this isn’t the right fit for you?”* 3. *“What would a successful meeting look like for you today?”* 4. *“If we determine that we can help, what would be the next steps from your side?”* 5. *“Are there any key decision-makers who should be part of this discussion?”* ### **3 - Pain** Once the relationship has been established, it becomes time to uncover and identify the prospect’s pain points. This is when you start qualifying your lead. You’re discovering their frustrations, difficulties, and problems. The ones they face every day. It’s here that you’ll begin to understand how your product or service can help your prospect. Go beyond the obvious. The deeper questions reveal a lot more about your lead’s organization and whether your product is a fit for them. Deeper questions include: - “How long has this been a problem?” - “How have you tried to solve this problem and failed?” - “What’s the one thing you’re doing right now that is helping more than anything else?” Sandler’s **pain funnel** is a key component of this methodology and helps sales reps dive deeper into a lead’s pain by guiding them on the types of questions they ask. 💡 ****This step is critical:** find the pain, find how you alleviate it, and you’ll be one big step closer to closing the deal. ***5 Example questions for this stage:*** 1. *“What’s the biggest frustration you’re currently dealing with in your business?”* 2. *“How is this issue impacting your daily operations or overall business goals?”* 3. *“What have you tried in the past to solve this problem? How did that work out?”* 4. *“If you don’t address this challenge, what will happen in the next 6-12 months?”* 5. *“How does this issue affect you personally?”* --- [Sandler Pain Funnel template | Free downloadA strategic questioning framework used in sales to uncover a prospect’s pain points, enabling more effective and empathetic sales conversations.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Go-to-Market--5-.png)](https://www.salesenablementcollective.com/sandler-pain-funnel-template-framework/) --- ### **4 - Budget** Next up is budget. This is where you discover whether the lead’s organization can actually afford the solution you’re selling. You might be able to solve every problem the prospect is facing, but if your solution costs double their budget, there’s no point in pressing and trying to sell it to them. Rather than do all the hard work of discovery and asking about budget at the end, the Sandler sales model has you ask about the lead’s budget relatively early on. This saves you the heartache of putting in lots of work, only to discover they can’t afford your offer. Additionally, here you’ll be able to find out if the lead’s organization is prepared to invest not just money, but time and other resources into solving the pain points they’re facing. ***5 Example questions for this stage:*** 1. *“Have you allocated a budget for solving this problem?”* 2. *“What kind of investment have you made in the past for similar solutions?”* 3. *“If we find the right solution for you, how do you typically justify the cost internally?”* 4. *“What financial impact is this problem currently having on your business?”* 5. *“Are there any financial constraints that would prevent us from moving forward?”* ### **5 - Decision-making process** In this step, you’ll find out who the decision-makers are, and what the prospect’s buying process looks like. Here’s a quick list of things to consider at this point in the sales strategy: - Who makes the decisions regarding purchases? - How many people are involved? - How long does the decision-making process take? - How does the prospect expect the process to go? If you cover these bases, you can anticipate any possible complications. You’ll also discover whether you’re in communication with all the people you need involved if you’re going to close the deal. ***5 Example questions for this stage:*** 1. *“Can you walk me through how your company makes decisions on purchases like this?”* 2. *“Who else, besides yourself, needs to be involved in the decision?”* 3. *“What criteria will you use to determine the best solution for your needs?”* 4. *“Have you made similar purchasing decisions in the past? If so, what worked well and what didn’t?”* 5. *“If we agree on a solution today, what would the approval process look like on your end?”* ### **6 - Fulfillment** Now we move towards the tail end of the process, with the fulfillment stage. It’s easy to get excited because you can almost smell the deal about to close, but you need to stay focused and remember the submarine analogy. In this stage, you **propose your solution** to the lead’s problem, and highlight that it’s **within budget** and consistent with the **decision-making process** that you discerned earlier. Tailoring your exact approach might be necessary here, in order to meet the prospect’s specific needs. Use everything you’ve learned in the previous stages to make the proposal as appealing as possible (while remembering your role is that of a **trusted advisor**). To state it simply, this stage is about giving the lead a solution to their problem that’s compliant with their budgetary constraints, and the demands of their decision-making process. ***5 Example questions for this stage:*** 1. *“Based on what we’ve discussed, does this solution address your key concerns?”* 2. *“How do you see this solution fitting into your current operations?”* 3. *“Are there any specific concerns or objections you’d like to address before moving forward?”* 4. *“What would a successful implementation look like for you?”* 5. *“If we move forward with this, what would your timeline look like?”* ### **7 - Post-sell** If you’ve made it this far, then you’ve sealed the deal - well done! But it’s not over yet. In the post-sell stage, you discuss the next steps between you and the prospect’s organization and how your new partnership will develop. You should consider how the onboarding process will go, what training programs can be provided, whether there are any cross-sell opportunities, how you’ll follow up with the prospect, and more. These steps ensure a smooth transition for the prospect and help prevent buyer’s remorse. The last thing you want is to seal a deal, but have your new customer confused, not utilizing the product or service properly, and leaving for one of your competitors. ***5 example questions for this stage:*** 1. *“Now that we've agreed on the solution, what’s your biggest concern moving forward?”* 2. *“What steps can we take to ensure a smooth implementation?”* 3. *“Who on your team should we coordinate with to get everything up and running?”* 4. *“What expectations do you have from us in terms of ongoing support?”* 5. *“Can I check in with you in a few weeks to ensure everything is going as planned?”* --- [What is the SPIN Sales Methodology?We take a deep dive into the SPIN sales methodology to understand what it means, and explain how to use SPIN selling’s four-stage model to close more deals.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SEC_Website_Article_Images_Stock.png)](https://www.salesenablementcollective.com/spin-sales-methodology/) --- ## Sandler in summary ## **The Sandler pain funnel (with example questions)** But what about the pain funnel we mentioned earlier? The Sandler pain funnel is all about asking *deeper* questions. Why? High-ticket sales require bespoke deals and hyper-personalization. Sales reps need to tailor their approach to the prospect in front of them. In our [AI and Sales eBook](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination/), Ronan Kirby, CCO at Starmind notes that “People want hyper-personalized experiences — personalized is what converts. But it’s still a numbers game... You’re trying to juice your conversion rate, and hyper-personalization dramatically impacts that”. This supports the idea of going beyond surface-level understanding, which the Sandler pain funnel helps you with. And hints at the role AI can play in taking the personalization involved in Sandler’s methodology a step further. This is a key component of the Sandler methodology, and is designed to help sales reps during the **pain stage** of the process. The pain funnel helps reps go beyond surface-level questions, and guides them down a path of second- and third-level questions that provide much more valuable information. Once your surface-level question has revealed a possible pain point, use the pain funnel to direct your questioning. **Here’s the pain funnel sequence** — the further down you go, the more you discover: 1. “Tell me more about that?” 2. “Can you be a little more specific?” 3. “How long has that been an issue?” 4. “What have you tried to do to solve it?” 5. “Did that work?” 6. “How much do you think that has cost you?” 7. “How do you feel about that?” 8. “Have you given up on solving the issue?” As you can see, these types of questions will undoubtedly give you more insight into the prospect’s situation. Use the funnel as a template, because you’ll need to tailor your line of questioning depending on the circumstances - but you can always follow the pain funnel sequence. ## **Benefits of the Sandler sales methodology** Now we know what the Sandler method is… Why should you use it? - It **eliminates low probability prospects** early on, meaning sellers waste less time trying to close leads who’d never buy. - It gives the buyer a chance to tell the sales rep exactly **how they can be sold**. - **Reduces negative experiences** for sellers. They don’t have to chase buyers who aren’t interested, meaning they succeed more often, boosting their morale and their motivation to sell more. - **Uncovers possible objections early**, allowing the seller to handle them before they ask for the close. - Expectation-setting also gives buyers less room to negotiate on price towards the end of the sale, meaning **higher profit margins**. - The slower, methodical approach is **well-suited to B2B sales cycles**, which are longer, more complex, and involve multiple decision-makers and high-ticket items. ## What we’ve learned To recap, the seven stages of the Sandler sales methodology involve qualifying your leads and identifying those who are a good fit for your product or service. You act in a consultative, advisory fashion, guiding the prospect towards your solution. Guiding your prospect is done by following the seven ‘Sandler submarine’ stages, as follows: - Establish bonding and rapport, with open and honest communication - Create an up-front contract and set expectations with your prospect - Identify the prospect’s pain points and learn how you can help - Discover the prospect’s budget and whether they can afford your solution - Learn about the decision-making process in the prospect’s organization - Propose a solution to the prospect’s problems that meets their requirements - Establish next steps and how you’ll support the new customer post-sell If you’re researching sales methodologies, take a look at our guides to the [Miller Heiman](https://www.salesenablementcollective.com/what-is-the-miller-heiman-sales-methodology/) and [MEDDIC methodologies](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) too. ### The operational playbook every enablement leader needs URL: https://www.salesenablementcollective.com/the-operational-playbook-every-enablement-leader-needs/ Last updated: 2026-09-08T10:02:20.000Z I'll be honest with you: most [enablement](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/) conversations stay at the level of strategy and philosophy. And that's valuable. But at some point, you need to get into the weeds. You need the actual playbook. That's what I want to share with you here. The operational framework I've been refining and deploying for the last decade, across [SaaS](https://www.salesenablementcollective.com/punitive-sales-compensation-plans/), ed tech, hospitality, and most recently at Webflow, where I now lead go-to-market strategy, programs, and enablement. Before I get into it, a little context. My first ten years were spent in sales, doing account management, customer success, SDR, and AE work. That background shapes everything about how I approach enablement. Because when you've carried a quota yourself, you understand what's actually at stake for the people you're supporting. You understand that what ends up in a seller's bank account matters. A lot. When I joined Webflow on December 1st, my very first question was: > Can I see all the quota plans? Because that's where I start. You build [enablement](https://www.salesenablementcollective.com/behind-the-report-with-spekit/) around what the business actually needs sellers to do, and quota plans tell you exactly that. So let's get into it. ## Start by defining what enablement actually means to you Here's something I do whenever I'm speaking to a group of enablement professionals: I ask everyone to write down their own definition of enablement, then share it with the person next to them. Every time, the definitions vary. And that's the point. There's no single right answer, but the fact that we struggle to align on a shared definition is actually one of our biggest challenges as a function. Here's how I see it. Enablement is a strategic partner to the business. We're aligned to C-suite OKRs, and those OKRs should feed everything we do: how we strategize, what we prioritize, and how seller behaviors connect to business outcomes. We're making sure the right skills, tools, processes, and data are in place to support the full customer lifecycle. What we're absolutely not doing is policing adoption. We're not pulling Zoom attendance reports to see who showed up and when they left a training session. That's not the job. The job is evolution. And I deliberately use the word *evolve* rather than *change*, because change feels hard and disruptive, while evolution feels natural and continuous. Too often, enablement gets handed something at the very end of a process. A new product launches, a new tool gets rolled out, and someone says, "Hand it over to enablement." With no context, no strategy, no process documentation. That's a frustrating place to start. The better path is getting involved early. Working with [RevOps](https://www.salesenablementcollective.com/revops-enablement-a-match-made-in-revenue-heaven-2/) and [sales ops](https://www.salesenablementcollective.com/sales-enablement-meets-sales-ops-the-winning-formula-for-success/) to build the process. Partnering with IT on the tools. Understanding the data. And then, once all of that is in place, wrapping it together and asking: what skills does the seller need to execute this? That's the sequence. And it's the foundation of everything else I'm going to walk you through. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) ## The five-part operational playbook I've organized this into five components, and I'd encourage you to think about them in order. They build on each other. ### 1\. Understand the customer journey This sounds obvious, but it's where a surprising number of enablement teams fall short. Before you build anything, you need to map the full customer journey and identify who owns each stage of it. Think about it this way: you've got the initial funnel, which might be owned by SDRs and marketing. Then acquisition through to deal close, owned by AEs. Solution engineers might come in mid-cycle to support a value-driven demo. Then once the customer signs, they onboard, go live, expand, and eventually come up for renewal. Here's something worth paying attention to: most customers turn over every 18 to 24 months. That means even your CSMs and account managers are essentially running a new sales cycle with new buyers on a fairly regular basis. The idea that renewals just happen on their own is a risky assumption. So map the journey. Identify who owns what. Then ask yourself: which parts of that journey is enablement responsible for supporting? This clarity does something powerful for your team. When an enablement business partner truly owns the AE relationship, for example, they know that role inside and out. They sit in on deal reviews, forecast calls, and QBRs. They're at the table as a partner, not as support staff. That distinction matters enormously, both for how leaders perceive enablement and for the trust you're able to build over time. [Start building training that sticksA live look at how sales, support, and CS teams turn updates into training people actually use.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-5e76bc6f-b82c-4a24-b70d-c0a8c6ace6d9.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Webinar_Meta--5--14f0c3a0-df51-432f-8263-d65e2eeb9e4d.png)](https://www.salesenablementcollective.com/start-building-training-that-sticks/) ### 2\. Build a clear, stage-by-stage sales process Once you know the customer journey, you need to look hard at your sales stages. I actually go into Salesforce and walk through an opportunity. I look at what the stages are, how many there are (Webflow has eight; a previous company had five), and then I build out a framework that maps each stage to four things: seller actions, buyer actions, skills needed, and assets to support execution. That last one, buyer actions, is something people often overlook. But it's critical. A deal shouldn't progress in your CRM just because the buyer showed up to a call. I heard a story recently from a CTO who gets prospected regularly. He was on a call with four people from a vendor, and not once did they ask him a question. He turned off his video, put them on mute, and waited for the slide deck to end. Then he said he had no questions and left. He'd bet that deal got moved forward in Salesforce because he attended. That's a problem. Buyer engagement, real engagement, has to be a qualifying criterion at every stage. At one company, we built what we called the Sales Advantage: a document that mapped seller actions to verifiable buyer outcomes at every stage. It became the forecasting guide. It became the coaching guide for frontline leaders. Reps had it on their desks during pipeline calls. Leaders used it to ask: has the buyer done this? If not, what do we need to do to get there? We also organized our content in Highspot around these sales stages. So if a rep had a deal in stage two, they could go straight to the stage two section and find exactly the assets, discovery guides, and templates they needed. Everything mapped to the journey. The result? At every company where I've implemented this properly, we've hit between 99% and 102% of forecast every quarter. Because when leaders have something concrete to coach to, and sellers have a clear map to follow, the whole system gets more predictable. Fair warning: the first time you build this, it'll take around six months. The second time, maybe three. It's unlikely to get much faster than that, and that's okay. It's worth the investment. ### 3\. Run intentional pipe gen programs This is where a lot of enablement teams either go too light or hand it off entirely. I've seen organizations that are very campaign-driven but don't connect those campaigns to skill-building. And I've seen enablement teams that teach skills in isolation without tying them to pipeline outcomes. The best approach brings both together. At Webflow, this work lives in a dedicated revenue programs function that works closely with enablement. The team is campaign-driven, looking at metrics to identify pipe acceleration opportunities. We typically launch two programs at the start of a quarter, then two more around the six-week mark. We work with product marketing, our CRO, and the broader company strategy to make sure what we're building reflects where the market is heading. Every [pipe gen](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/) program we run follows the same bill of materials. There's a WIIFM (what's in it for me) component so the audience immediately understands why this matters to them. There's a target list, because not every seller needs to be in every program. There are defined personas, outreach templates, a point-of-view deck, and competitive intelligence on challenges and pains. When you have a repeatable structure like this, the conversation with product marketing shifts. It stops being about who owns what, and starts being about what we should build next, because everyone already knows how to build it. That's a much better use of everyone's time. ### 4\. Map your enablement team to the roles you serve You can't serve everyone at once. And trying to do so is one of the most common ways enablement teams spread themselves too thin and lose impact. When I join a new organization, I look at the customer journey, identify all the revenue-generating roles, and then think carefully about where enablement should focus first. Maybe you start with AEs. Then you expand to SDRs. Then partner account managers. Then solution engineers. The sequencing matters. What I've found works well is creating enablement business partner roles that align to specific parts of the revenue organization. These aren't generalists. They're deeply embedded in their lane. They know the metrics, the gaps, the personalities, and the pressures. And because they're showing up in forecast calls and deal reviews, they're earning trust with leaders in a way that's genuinely hard to replicate otherwise. [How AI is rewiring enablement and GTMTurning on enterprise AI without enablement doesn’t scale productivity, but inconsistency. How to build governance before the bill arrives.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-7b2072c5-e0b4-47e2-b851-398a538173ca.png)Sales Enablement CollectiveSandy Robinson![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Milestones-over-metrics---1--16266580-fe2a-4d88-b430-37f9b81e7192.png)](https://www.salesenablementcollective.com/how-ai-is-rewiring/) ### 5\. Lead with the leaders This is probably the most important piece, and the one most often left until the end. Leaders eat first. Always. In practice, that means two things. First, leaders always get a preview of what's going to the field before the field sees it. When I have an SKO coming up, we run a leader preview session about ten days before. They get an hour with the content. They get facilitation guides for any breakouts they're running. They show up to the event informed and energized, not caught off guard. Second, there's what I think of as a Frontline Leader Connect program: two days of immersive leadership enablement, twice a year, in person. The CRO is there. Directors are there. The content is built around what leaders actually need: how to run their business, how to forecast well, how to run a good one-on-one, how to have difficult conversations, how to run a deal review that's genuinely useful rather than just a chance to berate someone's pipeline. We supplement that with monthly virtual sessions, each focused on a single topic, tightly facilitated, one hour long. The goal is to scale through frontline leaders. They're the multiplier. If they're well-equipped, the impact ripples out to every rep on their team. If they're not, even the best enablement content will underdeliver. ## Organizing everything into deployment containers Once you've got all five pieces in place, you need a way to communicate clearly to the business what enablement is responsible for and how it all gets delivered. I use four containers: onboarding, a sales skills academy, a pipe gen academy, and a sales leader academy. Everything we do falls into one of those buckets. It makes the function legible to the rest of the organization, and it makes prioritization conversations much easier. When a new request comes in, you can ask: which container does this belong to? That question alone helps you avoid scope creep and keeps the team focused on work that's genuinely strategic. [The facilitator is now the last role AI cannot replaceHow AI is changing what matters in the enablement profession, and why facilitation now counts for more than content volume.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-09b8e859-3d65-4769-852a-68a10ee48341.png)Sales Enablement CollectiveRyan Panzer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Ryan-Panzer-2-46d80586-74ce-49d0-a8a9-d8ad514c2908.png)](https://www.salesenablementcollective.com/why-sales-enablement-needs-fewer-decks/) ## A note on AI Everything I've described above is being shaped by AI right now, and that's a good thing, as long as you're thoughtful about it. At Webflow, we evaluate AI options first when we're building or iterating on anything. We're building a Clay layer that delivers immediate Gong call insights directly in Slack, including recommended follow-up emails, suggested assets, and next steps for the rep. That said, I want to be clear about something. AI doesn't replace leaders as coaches. The human element of what we do matters enormously. What AI does is give sellers more time with customers and less time on administrative work. It creates a safe space for role-playing and skill practice. It surfaces insights faster than any manual process could. But sellers still need to read what AI gives them. Critical thinking still matters. The best use of AI in enablement is as a tool that amplifies human judgment, not one that replaces it. ## Bringing it all together Let me leave you with the full picture. Understand your customer journey and map your team to the roles that serve it. Build a sales process that's tied to both seller actions and verifiable buyer outcomes. Run pipe gen programs that connect campaigns to skill-building. Serve your leaders first, always. And deploy everything through clear, consistent containers so the business knows exactly what enablement owns. This playbook has worked across SaaS, ed tech, and beyond. It's worked in companies with five sales stages and companies with eight. It's worked in growth-stage businesses and in more established organizations. The specifics adapt, but the structure holds. And through all of it, the thing I keep coming back to is this: enablement is about people. The sellers we support, the leaders we partner with, and the customers they serve. Get the operations right, and you create the conditions for those people to do their best work. That's the whole point. --- *Lindsay Geiger, Senior Director, GTM Programs & Strategy, Webflow, gave this talk at our Sales Enablement Summit, Washington, DC, 2026\.* ### How to build an interactive sales training in an afternoon URL: https://www.salesenablementcollective.com/start-building-training-that-sticks/ Last updated: 2026-09-02T13:10:57.000Z Change is constant. A product launch. A pricing change. A competitive move. So you build a deck, run a call, post a message. The information goes out, but then a rep fumbles the new pricing on a call, or three agents give three different answers. The problem isn't your effort. Decks and recordings share information. They don't train. Join Liam Eagen, Product Marketing Manager, AI + Expansion at **Articulate**, for a live walkthrough of Articulate Frontline to see how leading enablement teams at Databricks and Supergoop are turning those same updates into structured, interactive training in minutes that actually improves performance. ### **Insights you'll walk away with:** - Why sharing information isn't the same as building capability - How to build interactive training in an afternoon, no design skills needed - How structured training drives faster ramp time, better CSAT, and fewer escalations - Real results from Databricks and Supergoop ### **You should attend if this sounds familiar to you:** - Training is a second job, and every update means starting from scratch - You share a deck or a video once and hope it sticks - Your team hears different versions and the gaps show up with customers - You have no idea if the training you built is actually working ### **Meet the expert** **Liam Eagen, Product Marketing Manager, AI + Expansion at Articulate** Liam Eagen helps shape how customers experience and understand our products. He leads go-to-market strategy and customer research for Articulate Frontline, working closely with teams across the company to ensure our messaging is clear, helpful, and grounded in what creators really need. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/liameagen.jpeg) ### ### How AI is rewiring enablement and GTM URL: https://www.salesenablementcollective.com/how-ai-is-rewiring/ Last updated: 2026-09-08T10:02:08.000Z I've been in [sales](https://www.salesenablementcollective.com/sales-enablement-and-onboarding-how-to-measure-what-really-matters/) and [enablement](https://www.salesenablementcollective.com/behind-the-report-with-spekit/) for 25 years. I've seen a lot of tools come and go, a lot of programs roll out with fanfare and quietly disappear, and a lot of well-intentioned initiatives create more chaos than clarity. But what's happening right now with enterprise [AI](https://www.salesenablementcollective.com/ai-in-revenue-enablement-research-report-2026/)? It's a different kind of challenge. And I think a lot of us in enablement are feeling it. Let me tell you how this really started for me. ## The email that changed everything It was March 18, 2026\. Our CTO sent out a company-wide email. New AI tooling coming your way. Enterprise Claude, turned on for the entire company, effective immediately. Here's Claude 101 and Claude 102\. Go figure it out. And that was it. I've been doing this for 25 years, and not once have I rolled out a tool, a process, or a program without some kind of enablement attached to it. Not once. And here we were, flipping the switch for the whole organization and basically saying, good luck. My anxiety kicked in immediately. Because I know what happens when you hand people a powerful tool without guardrails. Within two days, I had my answer. A [rep](https://www.salesenablementcollective.com/why-sales-reps-need-to-experience-customer-onboarding-and-close-the-empathy-gap/) had built some kind of automated email responder using Claude. It fired off a message declining an internal meeting because the meeting invite didn't have an agenda. The rep had to go back and apologize, explaining that Claude had written it. Then came the LinkedIn posts. Reps generating their own social content, no [branding](https://www.salesenablementcollective.com/designing-an-enablement-brand-identity/), no approved messaging, no talk track, just whatever Claude spat out. Posted publicly. Representing our company. That's when it really hit me. We were scaling inconsistency. ## The anti-scale problem Here's the thing about AI at scale that doesn't get talked about enough. When you give everyone access to a powerful generation tool without training them on how to use it, you don't get efficiency gains across the board. You get everyone doing the same things they were already doing, just faster and at higher volume. The rep who wasn't following [brand guidelines](https://www.salesenablementcollective.com/designing-an-enablement-brand-identity/)? Now they're producing off-brand content at ten times the speed. The AE who was sending vague, unfocused emails? Now they're sending them to twice as many prospects. The person who had a slightly wrong understanding of your ICP? They're now building entire outreach sequences around that misunderstanding. That's the anti-scale. You're not amplifying good behaviors. You're amplifying whatever behaviors already exist in your organization, trained or untrained, consistent or inconsistent. I ran a LinkedIn survey before this keynote, and the results were genuinely surprising to me. Most people were worried about bad data. Which, yes, bad data is a real concern. But almost nobody flagged inconsistent customer experience as a top risk. And that's the one that keeps me up at night. I can manage bad data. I can build processes around it, add validation layers, clean it up. But when a prospect gets five different versions of your value proposition from five different reps, all generated by Claude in five different ways, that's a trust problem. And trust problems are much harder to fix. ## Your enterprise AI tool probably has no owner Here's a quick exercise. Think about whether your company has rolled out an enterprise-wide AI tool. Claude, Gemini, Copilot, OpenAI, anything. Now ask yourself: who owns it? If you said IT, you're probably right. If you said InfoSec, also probably right. If you said anyone in revenue, enablement, or go-to-market, I'd be surprised. That's the reality most of us are operating in. The tool is on. The company expects people to use it. And nobody in your function actually owns how it's being used by the people you support. This creates a genuinely strange dynamic for enablement professionals. We're responsible for consistency, for adoption, for making sure people are showing up to market the right way. But we don't control the primary tool they're using to do that. We have to work around it, collaborate across teams, and build influence with IT and InfoSec in ways we maybe haven't had to before. That's not a complaint. That's just the new reality. And the sooner we accept it and build for it, the better. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) ## Architecture matters more than you think I want to talk about how I think about the tech stack now, because it's shifted significantly even in the last six months. I used to think of Salesforce as the launch pad. The dashboard everything flows through. The source of truth people return to. At my company right now, people's launch pad is Claude. They open Claude first. They ask it questions. They pull information from it. And they don't always know whether the information they're getting is accurate, because they don't understand how the underlying systems are connected. That's a problem worth taking seriously. When you think about your revenue architecture, think about the bow tie framework. The customer sits at the center. On the left, you've got your top-of-funnel activities, marketing, lead generation, opportunity creation. On the right, you've got your post-sale motion: [customer success](https://www.salesenablementcollective.com/what-is-customer-success-enablement/), expansion, retention. The whole thing is one continuous system, and every part of it depends on clean, consistent data and clear processes. Now layer AI on top of that. Suddenly, every connection point matters. Where does your call intelligence write back to? How does your enablement tool pull from your CRM? What happens when someone asks Claude for a pipeline report, and Claude is connected to Salesforce but doesn't have the right field definitions to interpret what it's seeing? At my company, we have call intelligence writing back to Salesforce because, honestly, reps don't fill out fields. So we fill them out for them automatically. We have Microsoft feeding into our attention tool. [The facilitator is now the last role AI cannot replaceHow AI is changing what matters in the enablement profession, and why facilitation now counts for more than content volume.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-5a330e7f-9152-4217-a44c-7c6c68e35567.png)Sales Enablement CollectiveRyan Panzer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Ryan-Panzer-2-5e08b1de-db30-4f99-a1b9-cc30982c7991.png)](https://www.salesenablementcollective.com/why-sales-enablement-needs-fewer-decks/) We have attention pushing into Seismic via API so we can share calls through deal rooms. We have attention connected to Claude so we can reference call intelligence through project folders. That architecture took real thought to build. And even then, it requires constant maintenance. Every new connection is a new potential point of failure, a new place where the wrong data can flow into the wrong place and produce the wrong output. ## Read access only. At least to start. One of the most practical pieces of advice I can give you right now: when you're connecting your systems to your enterprise AI instance, start with read access only. Don't give write capabilities, at least not yet. I know it's tempting. The use cases sound compelling. But the moment you open up write access, you open up a whole set of problems you probably haven't anticipated yet. You'll discover permissions gaps you didn't know existed. You'll find out that someone figured out a loophole and added a bunch of fields to Salesforce that your team never approved. You'll realize that the governance you thought you had doesn't actually cover this scenario. Let people gather information. Let them learn from it. Let them get more efficient at pulling insights. That's genuinely valuable. But keep the writing, the updating, the creating, in human hands for now. I'm also deliberately not connecting certain tools to our enterprise AI instance. We use Clay, for example. I'm not connecting Clay because I don't want reps burning credits without understanding what they're spending. I have ZoomInfo plugged into Clay, and I'm pushing the outputs into Salesforce automatically. If someone needs that information, they can get it through the Salesforce MCP. They don't need direct access to Clay or ZoomInfo to do that. These decisions matter. Every tool you connect is a tool someone can misuse, either intentionally or just through not knowing any better. ## Standardization is the foundation I'll be honest with you. When our enterprise Claude rolled out, one of the first things I felt was a kind of panic about my own house. Because I knew that if people were going to be using AI to pull from our content, our processes, our playbooks, those things needed to actually exist in a findable, organized, reliable way. And mine weren't quite there yet. I had stuff in various folders. Playbooks in progress. Guides that were half-updated. Definitions that lived in someone's head rather than in a document. It was startup-y, which is fine when you're small and moving fast, but it doesn't scale. And it absolutely doesn't work when you're trying to build AI workflows on top of it. So for the last quarter or so, we've been heads-down on standardization. Every definition. Every stage. Every handoff. Every piece of process. All of it documented, in the right place, accessible to the right people, and locked down so nobody can accidentally overwrite it. Read-only is my favorite permission setting. I say that with complete sincerity. This matters because AI is only as good as what it can access. If you want to use Claude to build a new playbook, you point it at your existing materials and tell it what you want to change. If those materials don't exist, or they're scattered across 14 different SharePoint folders that nobody can find, you can't do that effectively. You'll get something generic and vague, which is worse than nothing because it looks official. The standardization step also protects you from the well-meaning chaos that happens when multiple people start building their own versions of things. I had a new SVP of marketing come in and, within his first few weeks, he'd pointed Claude at a playbook that a sales leader had built in some random folder. Not the actual source of truth. Just a draft someone had made. And he was off to the races building an ICP persona based on it. That's the kind of thing that keeps enablement professionals up at night. Not because people are doing anything wrong, but because without clear, accessible, authoritative sources of truth, everyone ends up working from different versions of reality. [What makes a battlecard useful?Most enablement teams have battlecards. Far fewer know whether reps open them before a competitive deal. Three leaders, at Entravision, Uber for Business, and The Standard, built programs that answer that question differently and arrive at the same place.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-6bbfb018-c975-4beb-956b-2cabd716994a.png)Sales Enablement CollectiveIvan Nyagatare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--2--822faadf-22ee-4b62-b64c-a3c37d215fe4.png)](https://www.salesenablementcollective.com/what-makes-a-battlecard-useful/) ## The real cost of ungoverned AI usage Let me tell you about Evan. (That's his real name, not Michelle, I accidentally gave it away when I was telling the story live.) Evan is one of our AEs, and he is genuinely enthusiastic about AI. Deeply enthusiastic. When I had him share his screen to show me how he was using Claude, I was looking at something that resembled my teenager's bedroom floor. Fifty project folders. Every deal had its own folder. He had Claude connected to our attention tool, pulling call intelligence, saving documents to his own OneDrive, running daily sweeps across all of it. He'd built this whole personal AI infrastructure around his deals. And look, I respect the initiative. I genuinely do. But when I looked at it, I couldn't figure out how he was actually functioning. And more importantly, I couldn't figure out how much it was costing. All those automations, all those sweeps, all those documents being processed. Tokens add up fast. And he was creating data silos that existed nowhere else, which means the institutional knowledge he was building was completely inaccessible to anyone else on the team. That's the anti-scale problem in action. He thought he was being more efficient. And maybe he was, marginally, for himself. But from an organizational standpoint, he was building a system that couldn't be replicated, couldn't be governed, and couldn't be learned from. The governance question is really about this: how do you let people be productive and exploratory with AI while making sure the organization is moving in the same direction? ## Building toward governance We're working on custom [skill](https://www.salesenablementcollective.com/must-have-enablement-skills-and-why-you-need-them/) packages right now. The good news is that at my company, only IT can create custom skills, which means there's a natural checkpoint before anything gets deployed broadly. We're working with them to build skill packages that reflect our actual processes, our actual definitions, our actual data structures. This is important because generic AI outputs are often confidently wrong in ways that are hard to catch. When someone asks Claude for a pipeline report, and Claude doesn't know what our pipeline stage definitions mean, it'll give them something that looks right but isn't. And they'll trust it, because it came from the system. Custom skills, built on your actual playbooks and process documentation, fix that. But they require that the underlying documentation exists and is accurate, which brings us back to standardization. The governance layer also has to address who gets to decide things. Who approves a new MCP connection? Who can create a custom skill? Who reviews what's being built when someone like Evan goes rogue with fifty project folders? These aren't IT questions alone. They're go-to-market questions, and enablement has a real role to play in answering them. [Challenger sales methodology: Model, process, and coaching guideWe take a deep dive into the Challenger sales methodology to understand what it means to be a Challenger sales rep.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-131e3715-c3e7-4916-aaf9-a185529d75d2.png)Sales Enablement CollectiveIvan Nyagatare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Marketing-enablement-2e5e6626-433e-4797-be3a-6da14d5ea37b.png)](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/) ## A practical tip for overwhelmed enablement teams I want to share something that's been genuinely useful for me while I'm in the middle of standing up our LMS and onboarding a wave of new hires simultaneously. I've set up a Claude workflow that sweeps my calendar and looks for sessions I've named with specific labels: onboarding, training, or enablement. After each session, Claude automatically generates an enablement guide to accompany the recording, pulls the full transcript, and saves everything to the right SharePoint folder. It's not perfect. But it means I'm not manually tracking down recordings, reformatting transcripts, or trying to remember which folder I put things in. The content is there, organized, and referenceable, both by humans and by Claude itself when I need to pull from it later. I've also used Claude to build HTML landing pages that give new hires a structured onboarding track, with links to Confluence pages, knowledge checks, and session recordings. It's a band-aid while the real LMS gets stood up, but it works. And it was fast to build. The other thing I've done is train product marketing to add me as optional on their training sessions and use the same naming convention. That way I capture their recordings too, without having to attend every session. It all flows into the same system. This is what practical AI enablement looks like right now. Scrappy, yes. But intentional and organized. ## Evolve constantly, and teach people to do the same The last thing I'll say is this: whatever you build, plan to rebuild it. Regularly. AI tools are updating constantly. New capabilities, new versions, new connection options. The instructions you gave Claude six months ago might produce different results today. The workflow you built in January might need to be rethought by March. That's just the nature of this environment. More importantly, your reps need to be taught how to use these tools well. Sending out a company-wide email with Claude 101 and Claude 102 and wishing everyone luck is the equivalent of turning on Salesforce and expecting people to become power users by osmosis. It doesn't work. It never worked. And it's not going to start working now. Enablement's job isn't to own AI. It's to own alignment. To own the architecture of how people are being taught to use these tools. To own the governance conversations with IT and leadership. To own the consistency of what gets scaled. That's always been the job. AI just makes it more urgent. So when you get back to your desk, here's where I'd start. Map your bow tie and figure out where AI is touching your revenue process right now, whether you know about it or not. Audit what your reps are actually doing with your enterprise AI tool. And start building governance before the bill arrives, because it will. The companies that get this right aren't going to be the ones who moved fastest. They're going to be the ones who moved most deliberately. --- *Sandy Robinson, VP, RevOps & GTM Enablement, Quavo Fraud & Disputes, gave this talk at our Sales Enablement Festival, London, 2026\.* ### Why sales enablement needs fewer decks and better facilitators URL: https://www.salesenablementcollective.com/why-sales-enablement-needs-fewer-decks/ Last updated: 2026-08-20T11:50:32.000Z We’ve spent decades optimizing content. We’ve underinvested in getting people to care. 30 years ago, Bill Gates famously said that [content is king.](https://www.entrepreneur.com/growing-a-business/bill-gates-said-content-is-king-in-1996-but-is-that/404117) Referring to the trajectory of the digital economy, Gates predicted that financial gains would flow to creators and companies building the most compelling content experiences. This held true for three decades. Today, however, content creation has never been easier. Anyone can write a compelling memo, design a high-fidelity deck, produce a professional podcast, distribute a viral video, or even vibe-code a functional app. In 2025: - Podcasters launched [over 200,000 new shows](https://podnews.net/update/podcast-creation-25#:~:text=Listen%20Notes%20says%20that%20there,up%20year%2Don%2Dyear.) - Authors published over 4 million new books ([most of them self-published](https://www.publishersweekly.com/pw/by-topic/industry-news/publisher-news/article/99943-book-output-topped-4-million-in-2025.html)) - YouTubers posted [over 800 million new videos](https://seo.ai/blog/how-many-videos-are-on-youtube) Could it be that the democratization of digital production has undermined the premium value of content creation? For some creators, this feels liberating. The rigid outlines you learned in high school? No longer necessary. Just prompt an AI, and your workshop deck, talk track, summary video, or podcast appears instantly. Multiple rounds of editing, revision, and translation can now be completed in minutes. While some may resist the democratization of content creation, smart sales enablers use AI daily to refine, polish, and repackage their ideas. AI-driven content can be creative, compelling, and meaningful; whether we produce art or "work-slop" is simply a matter of skill and will. The enablement and talent development fields must reflect on this sea change in production. As digital assets become easier to build and content volume increases, cultivating an audience's attention becomes harder. This is true whether the audience is a room of internal sellers, a conference of customers, or a digital community. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Ryan-Panzer--2-.png) The noisier the digital world becomes, the more difficult it is to secure buy-in, sustain focus, and ensure alignment. AI tools make it easy to reach an audience but harder than ever to win them over. In enablement or [GTM functions](https://www.salesenablementcollective.com/what-is-gtm-enablement/), you are constantly tasked with convincing people to act differently, whether pitching a new product or applying a new framework. Change requires buy-in, and buy-in is only possible where there is focused attention. ### Dynamic facilitation has never been more important. In talent development, RevOps, or GTM, the premium skill set is now that of the content presenter rather than that of the content producer. Whereas the successful revenue enablers before the arrival of ChatGPT may have been those capable of creating the trendiest training deck, the savviest spreadsheet, or the sharpest stat pack, today’s successful revenue enablers will need a different approach. Researchers have already noticed that an excessive reliance on AI tools [leads to cognitive atrophy](https://news.harvard.edu/gazette/story/2025/11/is-ai-dulling-our-minds/). More problematic, excessive usage of AI can lead to a diminished ability to focus. If you thought "TikTok Brain" was bad, wait until you see "ChatBot Brain" instilled since adolescence in the next generation of account managers and account executives. If I’m a seller, a leader, a buyer, or a prospect, and the person in front of me is not compelling, I do not push through and stay locked in. I drift. Not because I do not care, but because I have been conditioned to move on. There is always something else competing for my attention—another tab, another message, or another piece of highly polished content. You know what this looks like. A seller is half-listening on Zoom while clearing their inbox. A room nodding along while mentally preparing for the next meeting. A stakeholder offering polite agreement, then quietly reverting to old habits. This is not resistance as much as it is fragmentation and in a world where attention is constantly being pulled in different directions, the burden shifts. It is no longer enough to have the right content. The person delivering that content has to earn attention and then earn it again in real time. Revenue enablement aims for business outcomes, but those are only possible if we first secure focus and buy-in. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Ryan-Panzer-1.png) ### Driving change has become more difficult. Throughout my career, I have seen the field shift away from delivery as a central skillset toward e-learning development, data visualization, and UX design. While these remain important, they must be paired with the human skills of speaking, presenting, persuading, and facilitating. A strong facilitator today can: - Read the room (or the Zoom) - Surface unspoken objections from sellers, customers, or stakeholders - Adjust in real time when energy drops - Turn passive listeners into active participants - Create just enough tension and contrast to drive change What does this look like at a concrete level? If you [lead enablement](https://www.salesenablementcollective.com/3-hard-truths-for-enablement-leaders/), this might mean auditing how much time your team spends planning and creating vs. facilitating; reworking training to include more, not less, live practice; and measuring success by what people say and commit to, not just what content they complete [Sales Enablement Leadership Online Certificate & CourseLearn how to grow and build your sales enablement team and strategy for success with the resources and tools to help you be the best leader you can be.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-504.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_LEADERSHIP_Certified_Meta--1-.jpg)](https://www.salesenablementcollective.com/learning/on-demand/sales-enablement-certified-leadership/) Hiring a sales enablement associate? Ask about their AI skills in designing decks or writing playbooks. Then ask them to run a mock training session where they pull in participants and adapt in real-time to a disengaged learner. And after they demonstrate their presentation skills, ask them to reflect on how they’d vary their presentation on Zoom, in person, or on a conference stage. Hiring a GTM manager? Ask how they’d use AI to build their project plan. Then ask them how they’d discover the needs of a stubborn stakeholder. Hiring Rev Ops? Ask them how they’d persuade account managers to change course if not following the optimal process. Preparing for [a career in enablement](https://www.salesenablementcollective.com/sales-enablement-interview-questions/)? Don't just study business plans. Learn rhetoric. Practice debating. Master owning a room. Beyond data visualization, [learn to tell a story](https://www.salesenablementcollective.com/narratives-that-change-minds-the-storytelling-skills-every-enablement-leader-needs-sales-enablement-labs/) with stakes and characters. These skills will win the attention of your next audience. 💡 The old version of excellence was a beautiful deck and immersive e-learning with high-quality graphics, rarely referenced after launch, and consumed alone behind a screen. The new excellence is a messy conversation and a crowded whiteboard where a team collectively wrestles with challenges, charts a path forward, and actually changes behavior. The sellers of tomorrow will have near-infinite information at their disposal. Compounding our challenge, the information they have access to will be short, snappy, and persuasive. When we ask sellers to improve, change, or grow, we need to convince them to do something they’re unaccustomed to; we need to ask them to look up and pay attention, and that’s why the facilitator role is the most important in sales enablement in the AI age. When they close the laptop. When they look up. When a leader says, “Yes, that’s what we’ll do differently.” That is when we know we have succeeded in the new art of training delivery. ### Structure, intelligence, practice, measurement: what makes a battlecard actually useful? URL: https://www.salesenablementcollective.com/what-makes-a-battlecard-useful/ Last updated: 2026-08-20T11:41:48.000Z Most enablement teams have[ battlecards on their roadmap](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/). Far fewer can say whether reps open them before a competitive deal. Three practitioners have built battlecard programs in very different industries, and their conclusions overlap more than their contexts would suggest. [What happens when your battlecards aren’t enoughBattlecards get reps ready. They can’t follow them into the call. Here’s what comes after the card and why it matters.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-ea131937-75a4-4005-9637-7b84d8e29c33.png)Sales Enablement CollectiveRoi Talpaz![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Joi--1--b2f0eef4-6169-43d6-9f9d-fef7c2c727c9.png)](https://www.salesenablementcollective.com/beyond-the-battlecard-why-static-competitive-docs-arent-enough/) [Brendan Ryan](https://www.linkedin.com/in/brendanjryan/), Director of Enablement at Entravision, found that battlecards became the highest-performing content in his entire enablement platform. [Karolina Janus](https://www.linkedin.com/in/karolina-janus123/), Global Sales Enablement Lead at Uber for Business, built 64 of them as part of a structured onboarding program. [Alisa Kirste](https://www.linkedin.com/in/akirste/), Senior Director of Sales Enablement at The Standard, built up a competitive intelligence program from scratch with battlecards at the center. ## Battlecards work when they solve a problem reps can feel Ryan's experience at a prior company, a graph database and AI firm, shows why. The business competed across multiple solution areas, so reps had to understand a broad landscape while holding a focused conversation about any single competitor. Marketing had barely invested in battlecards despite the obvious need. > "They started to produce battle cards and they turned out to be by far the highest performing pieces of content in our platform," Ryan said. The team built more as they saw how much reps needed them, always with the same framing: the conversation should never be about the competitor but about "why we're better." Kirste's starting point at The Standard was more basic. Her company competes against Prudential, MetLife, and Guardian, often against six to eight rivals for a single piece of business, with close ratios around one in ten. Before the competitive intelligence program, reps relied on Google searches, LinkedIn, and whatever their distribution partners chose to share. > "Walking into that not knowing what you're walking into is an incredibly difficult position to be in," Kirste said. Her battlecards give sellers a structured view of competitor differentiators, strengths, weaknesses, and responses to perceived weaknesses before a finalist presentation. [Competitive battlecard templateA strategic tool that provides sales and customer success teams with essential information about your competitors.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-44ad5ff2-febf-4391-a0c9-06dafb3f31b9.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Upsell--4--b0729d78-aa4a-4690-8f82-02174a09d6c3.png)](https://www.salesenablementcollective.com/competitive-battlecard-template-framework/) ## Structure matters more than volume Janus offers the most detailed look at what goes inside a card. Uber for Business built roughly 64 battlecards organized around two axes: core industries and core personas. The team identified five core industries where clients originate, including financial services, consulting, media, and tech, then mapped those against the personas they sell to. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/What-goes-inside-a-battlecard.png) Every industry-persona combination follows the same structure. The card opens with the objectives and pain points that the persona faces. For a travel manager, that might be the inefficiency of managing expenses. It then identifies which of Uber's five value propositions will land hardest for that persona, supported by research and numbers, followed by discovery questions and the objections reps are most likely to hear. > "The more prescriptiveness, the more guidance, and the more outline you can give them, the better it will be and the more effective they will become faster," Janus said. That approach differs from the common practice of organizing cards purely by competitor. Because the cards are built around the selling situation, a rep can pull one that matches the conversation they are about to have, without translating a competitor-focused document into their own context. Worth noting on speed: Uber's team of eight, spread globally, used ChatGPT to draft the 64 cards in a fraction of the time their sales playbooks took. Those playbooks, covering each stage of the sales process, ran nearly a full quarter as a cross-functional effort. ## Credibility comes from the intelligence underneath Kirste's work highlights a dimension the other two touch on less directly: the quality and freshness of the competitive intelligence feeding the cards. Her team previously managed competitive information through shared drives and Teams folders, with no systematic way to gather, analyze, or distribute it. Moving to Crayon, an [AI-enabled competitive intelligence platform](https://www.salesenablementcollective.com/growth-hacking-with-real-time-ci/), lets them track competitor activity automatically and surface it inside Salesforce, where reps already work. Content at The Standard draws on what reps hear in the field, what makes competitors different at the product and service level, where The Standard can position its own strengths, and where competitors are vulnerable. The cards also include responses to perceived weaknesses, meaning the things competitors say about The Standard that reps need to be ready for [win/loss data feed](https://www.salesenablementcollective.com/win-loss-collecting-input-from-stakeholders-framework/)[ the cards too.](https://www.salesenablementcollective.com/win-loss-collecting-input-from-stakeholders-framework/) Kirste's team went back to the start of the sales year and collected win information manually from reps, asking them to explain how and why they won specific deals. > "They're excited to talk about it, and they've been eager to put this information in so we can start to populate the system," Kirste said. Patterns from that data, covering which reps win in which markets against which competitors, become raw material for cards that reflect real selling conditions rather than assumptions. She kept the initial scope to two of the biggest competitors. "We wanna make sure we're testing and validating the sales to say, is this a valuable tool? Are you gonna use this before you go out on every opportunity?" ## Delivery without enablement is a dead end Ryan is firm that battlecards cannot simply be handed over. At his prior company, distribution came paired with structured practice. Reps were presented with objections and recorded themselves responding, rehearsing until the messaging was crisp. At Entravision, he built similar exercises into the platform, including hot seat drills for objection handling and pitch courses where reps watch an example, receive the same slides and talking points, and then record themselves for feedback. Battlecard content became the foundation for training rather than a separate artifact. Janus reinforces this from the onboarding side. Forty percent of Uber for Business's live sales boot camp goes to practice, [including role-plays](https://www.salesenablementcollective.com/how-ai-roleplays-are-revolutionizing-sales-coaching-and-leadership-training/) and [objection handling](https://www.salesenablementcollective.com/objection-handling-script-framework/). Battlecards feed those sessions directly, giving new hires the language they need for real conversations. Practice is often the least popular session in the moment, yet it consistently scores well in post-training surveys. Ryan's broader point about content and training applies here. Enablement teams often send collateral to sales without context, then wonder why nobody uses it. "We can throw that pitch deck over the transom to the sales floor if we'd like, but the sales reps are probably not going to use all those slides," he said. Hand a rep a document without helping them practice the conversations it supports, and adoption is left to chance. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/The-battlecard-utility-ecosystem.png) ## Measure whether anyone is using them Ryan inherited a shared Google Drive with 8,525 files at Entravision. After filtering for actual sales usage, fewer than 78 files, less than one percent, had been viewed two or more times in the prior year. That kind of analysis is what stops a team from rebuilding the same content graveyard in a new platform. For battlecards specifically, he tracked content performance and fed it back to marketing, creating a loop that shaped what got produced and what got cut. Battlecards consistently outperformed other content types, so the team built more. A "Magazine Rack" channel for industry insights failed to gain traction, so they pulled back. He also ran a correlation analysis comparing rep engagement with enablement content against quota attainment. The coefficient came in at 0.39, which an economist friend at the Federal Reserve told him was respectable given that perfect positive correlations are essentially impossible in the real world. Analysis like this gives enablement teams a way to connect the content they produce to performance in the field. Kirste is earlier in her measurement work, tracking who accesses battlecards in Salesforce, which competitors get researched most, and where winning and losing patterns diverge across markets and reps. ## What the three of them agree on Janus provides the clearest blueprint for what goes inside a card: persona-specific pain points, mapped value propositions, supporting data, discovery questions, and common objections. Kirste shows that the intelligence behind those cards has to come from real competitive data, kept fresh and surfaced where reps already work. Ryan demonstrates that cards reach their potential only when paired with practice and measurement. A battlecard is only as useful as the surrounding system. The card is a container. Its value depends on whether it holds the right information, whether reps know how to use it live, whether it is accessible at the moment of need, and whether anyone checks if it is working. Building the card is the easy part. ### Challenger sales methodology: model, process, and coaching guide URL: https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/ Last updated: 2026-08-19T09:41:36.000Z Our analysis of popular B2B sales methodologies now brings us to the Challenger sales model, devised by [Matthew Dixon and Brent Adamson in their book, The Challenger Sale.](https://www.amazon.com/dp/1591844355?lv=shuf&channelId=500&plpRedirect=mhFallback) What separates the Challenger sales model from other methodologies is that it doesn’t focus on or encourage building relationships with potential customers. Instead, the Challenger methodology encourages salespeople to emulate the behaviors of high-performing “challengers” by being problem solvers who take initiative. With the Challenger model, your sales team should take control of the prospect-to-solution process. Dixon and Adamson’s research across 6,000+ sales professionals found that challengers made up 54% of high performers in complex deals, while relationship builders were only seven percent. Taking control of the sale simply closes bigger, tougher deals faster than old-school rapport building. This methodology is based on a few key points, so in this article we’ll focus on: - [The five types of sales reps, according to the Challenger model](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/#the-five-types-of-sales-rep) - [Why challenger-type sales reps should be emulated](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/#why-should-challenger-type-reps-be-emulated) - [The Challenger sales model phases](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/#the-challenger-sales-model-phases) - [Coaching non-challengers with the methodology](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/#turning-non-challengers-into-challengers) Let’s dive right in. 👇 ## The five types of sales rep The Challenger sales approach is based on research into attitude and behavior by the authors that found that there are five main types of sales reps. These are: **The hard worker, the relationship builder, the lone wolf, the problem solver, and the challenger**. The methodology is based on the idea that challengers are the high performers, and their behavior should be (and can be) emulated by the other types of rep in *their* sales process. It’s also important to note that these archetypes are not mutually exclusive - a rep can have attributes from various groupings. So let’s take a quick look at each profile before going into a little more detail on the **challenger** rep. ### The hard worker The hard-working rep is always willing to go the extra mile. This profile of rep is self-motivated and eager to improve their skills and develop as a salesperson. They won’t give up on a deal easily. ### The relationship builder The relationship builder rep focuses on creating an emotional connection with the lead. They’ll dedicate plenty of their time to helping out in any way they can, and will aim to find a strong internal advocate in the lead’s organization. Relationship building is a core part of many other methodologies, but not with Challenger selling. ### The lone wolf The lone wolf rep is highly independent and self-driven, trusting their own instincts during a sale. Generally, they are not a team player, but has good selling skills despite lacking in the intrapersonal department, so it’s important to learn how to [manage conflict within the sales team](https://www.salesenablementcollective.com/how-to-manage-conflict-within-the-sales-team/). ### The problem solver The problem solver rep has a keen eye for detail, and pays close attention to the prospect’s pain points in order to find the best solutions, much like [the SPICED sales methodology approach](https://www.salesenablementcollective.com/spiced-sales-methodology/). Their drive comes from solving challenges that others are struggling with. ### The challenger The challenger sales rep is the methodology’s namesake. A challenger has a different view of the world and offers unique perspectives to the prospects. They’re lively and up for a debate, have a great understanding of the lead’s business and don’t fear conversations about money. A challenger is able to push a lead out of their comfort zone and tailor their sales pitch, supported by this [helpful sales script template](https://www.salesenablementcollective.com/sales-script-template-framework/), to take control of the conversation and teach the prospect something new. --- [Mastering sales methodologies: The ultimate guide | ebookOur new ebook gives you the ultimate guide to elevating your sales strategy, so give your team the tools to succeed and download now!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/08/SEC_-Optimise_Sales_Content_Ebook_Meta.png)](https://www.salesenablementcollective.com/mastering-sales-methodologies-the-ultimate-guide-to-elevating-your-strategy/) --- ## Why should challenger-type reps be emulated? Now that we know about each profile of rep, let’s look at what makes challengers the star performers in the sales landscape. Because modern B2B buyers are spending less time with sellers, and more time doing their own research, they come into sales calls full of knowledge. However, they’re increasingly overwhelmed by the amount of options on the market. Using the Challenger sales method means you skip the talk about features and benefits that the prospect *already knows*, and instead work on taking control of the conversation and challenging their existing beliefs,then pitching your alternative solution. > A Challenger method rep will open a prospect’s eyes to different possible solutions and then tailor a pitch to match the prospect’s specific needs. Ultimately, it’s about informing and teaching a prospect about the solutions to their problems, and then positioning *your* solution as the ideal one. Rather than spending time beating around the bush in a relationship-building phase, you gain customer loyalty by respecting what they already know and then teaching them more. > Why lean into the Challenger style? Across the same study, challenger reps hit quota 14% more often than any other profile—meaning the numbers back up their reputation for topping the leaderboard. Sales managers take note: teams that give reps structured Challenger-style coaching, using a [comprehensive sales coaching 101 guide](https://www.salesenablementcollective.com/sales-coaching-101/), see **16.7% higher** annual revenue growth and a **28% boost** in win rates—proof that the method translates directly into business results. --- ![The five profiles of sales professionals according to Challenger: Hard worker, Challenger, Relationship builder, Lone wolf, problem solver](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/08/SEC_infographics_2.jpg) --- *Fill out the form below to get our ebook on *how to master sales methodologies*. This ebook covers proven sales methodologies to help you close more deals. It’s the ultimate guide to elevating your sales strategy.* ## Looking for next steps? So you know how to perform sales enablement in principle, but do you have a strong enough mental model of the function to navigate its challenges with confidence? Our eBook guides you through the core pillars of sales enablement. Check it out. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_OptimizingSales_Report_Cover-1.png) ## The Challenger sales model phases As we already highlighted, challenger reps will tailor their approach and pitch in order to increase their chances of success. However, there are templates for sales reps to follow in each conversation, to help guide them. Here, we lay out the template step-by-step: ### Step 1: The warm-up The first step is to prove to the prospect that you understand their challenges and pain points. Unlike other sales methodologies, which often begin by building rapport and relationships, the Challenger sales model has a rep investigating the prospect’s needs and issues right away. > This builds credibility as the prospect will understand that you’re truly interested in them and their challenges, not just selling them a product. In this stage, a challenger rep shouldn’t mention their product at all. Instead, all the focus should be on researching the prospect’s needs. ### Step 2: Reframe After discovering a noteworthy pain point in the warm-up phase, a challenger rep should then begin to dig into the real reason this problem exists before **reframing it** as an opportunity for growth. As the rep dives into the prospect’s issue further, they can push back against the prospect’s existing ideas on solving the problem (tactfully), and instead get them thinking about unique perspectives that hadn’t yet been considered. By the end of this phase, the lead understands that their existing problem-solving solution wasn’t going to work. The rep can then reframe the conversation towards new and better solutions. > This step requires confidence and self-assurance from the challenger rep. It’s also important to note that, once again, your product or service isn’t being discussed in this phase. Instead, it’s all about opening the prospect’s mind to new ways of solving their problem. ### Step 3: Rational drowning and emotional impact This step is sometimes broken into two parts - however as both concepts involve evoking emotions from your prospect, we’ve paired them together here. Let’s take a look: **Step 3a: Rational drowning** The rational drowning phase builds on the work you did when reframing the conversation. By now, the prospect should be open to new ideas and the rep should have a very good understanding of the prospect’s pain points and needs. > Then, you present the prospect with the rational, numbers-driven data that shows the cost of not solving their problem. These figures should make them feel a little bit uncomfortable, and you create a real business case for adopting a solution rather than keeping things the same. While other methodologies have a rep focus on your product’s benefits, the Challenger sales strategy argues that just knowing the benefits of a product isn’t enough to shift a business’s status quo. Highlighting the true statistics associated with changing is more powerful. **Step 3b: Emotional impact** Next, the challenger rep should create an emotional impact with the lead. Despite the modern B2B sales environment being more data-driven than ever before, sales experiences are still influenced by the buyer’s emotions so it’s important to not neglect that. In this phase, a challenger rep should share case studies, or other stories of other customer’s problems that were solved by this new solution. > This way, the prospect starts to relate to these success stories and can start envisioning themselves in that same position - and associating positive emotions with the new solution. What this does is solidify the reframing and rational drowning from earlier. Now, the prospect knows that there are alternative approaches to their original plan, and recognizes that there’s a great business case - backed by statistics - to taking this new approach highlighted by the challenger rep. Combine that with the relatable social proof of case studies, and it’s difficult for the prospect to see any benefit in remaining stuck in their old ways. ### Step 4: A new way Now, with the prospect in a state of mind that’s fully geared towards accepting this new and unique approach that the rep has been advocating for, it’s time to move the deal forward another step. In this phase, the Challenger rep educates the prospect on this newfound solution and what it looks like in practice - still without mentioning your product or service specifically. > This phase is about further showing the prospect that there’s an easy solution to their problem that they described earlier. Here, you can build from your product’s value proposition to truly highlight the positive future the prospect *can have* if they solve their problem. You should also discuss what the prospect would have to change about their processes and behaviors in order to actually solve their pain point. ### Step 5: Your solution Now, you’re almost done. At this point, the prospect should be convinced that they want a solution to their problem, and that they want the solution to work just like your product or service. All that’s left is to present your product or service to the lead and say: “Hey, look! That solution you really want exists - and we provide it better than anyone else”. Of course, you’ll have to tailor this line based on what you’ve learned about the decision-maker throughout this sales process but essentially that is the message you’re conveying. > The next step should almost happen automatically, because the prospect will naturally be inclined to want a demo, or to get more information. A successful challenger process should end up here, with a well-informed rep presenting their solution to a prospect whose mind has been opened to exploring new ways to solve a major pain point in their organization. --- [What is the SPIN Sales Methodology?We take a deep dive into the SPIN sales methodology to understand what it means, and explain how to use SPIN selling’s four-stage model to close more deals.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SEC_Website_Article_Images_Stock.png)](https://www.salesenablementcollective.com/spin-sales-methodology/) --- ## Turning non-challengers into challengers As we’ve seen, the Challenger method can be very effective. However, “challenger” reps are only one of the five types of rep. Challengers are usually top performers, so it can be difficult to recreate their techniques. Sales leaders who adopt the Challenger strategy may find the other four rep personas will struggle to convert to the challenger approach and should [create an effective sales coaching program](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) to support them, so here are some quickfire tips for each rep archetype. **Coaching a hard worker:** - Hard workers are very open to feedback, so with consistent coaching they’re likely to pick up on the methodology. Don’t leave them to their own devices because they like to hear from you on how they’re developing. **Coaching a relationship builder:** - Explain to them that not spending time on building relationships isn’t rushing a deal or being blunt, it’s instead a way to take control of the customer conversation and lead the direction of the deal as a whole. Additionally, make sure they’re comfortable talking about budgets and data - not just the emotional side. **Coaching a lone wolf:** - Lone wolves are often top performers in their own right, so you don’t need to be overbearing when it comes to introducing them to the method. Give them a one-pager on the process and let them learn it on their own initiative, and encourage (but don’t force) communication with their peers so they can engage in knowledge-sharing. **Coaching a problem solver:** - Problem solvers are already naturally inclined to some of the challenger behaviors. Work with them on how to find unique solutions rather than reverting to the obvious, and they’ll be well on their way. If they can add an excellent, specific pitch to their repertoire then their problem solving skills will be enhanced. ## How Challenger compares to other sales methodologies ### Challenger vs. solution selling Solution selling focuses on uncovering customer needs through questions, then positioning your solution to meet those needs. Challenger flips this—instead of asking about problems, you teach customers about problems they don't know they have. Use Challenger when customers think they understand their needs but may be missing critical perspectives. ### Challenger vs. SPIN selling SPIN's question-based approach works well for clearly defined problems, as seen in this [introduction to the SPIN sales methodology](https://www.salesenablementcollective.com/spin-sales-methodology/). But when customers don't know what they don't know, SPIN's discovery process stalls. Challenger excels here by leading with insights rather than questions. Consider SPIN selling for transactional sales and Challenger for transformational ones. ### Challenger vs. consultative selling Consultative selling positions you as a trusted advisor through deep relationships. Challenger reps are trusted advisors too—but they earn trust through insights, not rapport. In fast-moving markets where relationships take too long to build, Challenger's insight-led approach accelerates credibility. The key difference? Most sales methodologies react to what customers tell you. Challenger proactively shapes what customers think. When you're selling complex solutions in competitive markets, that distinction makes all the difference. ## Wrapping up There you have it! The Sales Enablement Collective guide to the Challenger sales methodology. The momentum is unmistakable: 35.5% of enablement leaders plan to increase investment in digital Challenger-style coaching this year, and heavyweight analysts like Gartner are already advocating the shift. If you don’t think it’s for you, and you want details on other sales methodologies instead, check out our guides on the [Miller Heiman](https://www.salesenablementcollective.com/what-is-the-miller-heiman-sales-methodology/), [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/), and [Sandler](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/) processes too. ### Why sales enablement is becoming revenue enablement URL: https://www.salesenablementcollective.com/why-sales-enablement-is-becoming-revenue-enablement/ Last updated: 2026-08-14T16:30:22.000Z Before we get into it, let's agree on some loose definitions, because the exact meaning of "[sales enablement](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/)" versus "[revenue enablement](https://www.salesenablementcollective.com/the-enablement-trap-why-most-revenue-enablement-doesnt-change-behavior/)" versus "go-to-market enablement" is going to vary depending on your company size, your industry, and who you're selling to. For the purposes of this conversation, think of sales enablement as primarily serving your traditional field sellers. Generally non-technical roles. The people closing deals. [Revenue enablement](https://www.salesenablementcollective.com/revenue-enablement-vs-revenue-operations-revops-whats-the-difference/), on the other hand, broadens that scope to include the pre- and post-sales functions: demand gen, professional services, customer success, customer marketing. ## Why the shape of selling has changed You've probably heard it a hundred times: modern [selling](https://www.salesenablementcollective.com/value-selling-checklist-framework/) is more complex. More stakeholders, more decision makers, less linearity, more stages. It's hard. We know. But let's actually look at what that means in practice. If you're familiar with the bowtie model, you know the basic shape. You land a [customer](https://www.salesenablementcollective.com/customer-journey-mapping/), you celebrate, and then you work to expand that relationship over time. What the bowtie really captures, though, is how many different roles come in and out of the spotlight throughout that journey. Marketing creates awareness and generates demand. [Sales](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/) and sales engineers convert that demand into closed deals. Services and customer success implement the product and keep the customer happy. Customer marketing and advocacy come in at the end to deepen the relationship and start the cycle again. Each of those roles steps to the front of the stage at a different point in the process. And here's where it gets interesting. Your customers know that. They expect different people to be involved at different times. What they don't expect, and what they genuinely don't want, is to have to repeat themselves at every handoff, or to feel like they're getting a different story from every person they talk to. Think of it like a game of telephone. If the first player whispers something to the BDR, and it passes through the AE, the solutions consultant, the implementation team, and customer success before reaching the customer, the odds of the message arriving intact are basically zero. That's the risk. And it's a real one. [AI in Revenue Enablement Research Report 2026A 19-page industry report by Allego revealing how 95.6% of revenue teams now use AI, including the 7 measurable ways it’s driving pipeline growth, faster onboarding, and shorter sales cycles. Finally, the data to justify your AI investment Your leadership wants ROI. Your team wants clarity. This![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-eaf917dc-92ff-4d27-9c41-052badc3a169.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Whitepaper_Meta_--8--2-cdaf0506-0d90-4f08-b518-44987110fa1d.png)](https://www.salesenablementcollective.com/ai-in-revenue-enablement-research-report-2026/) ## What happens when you keep the blinders on When I joined Prophecy, my original remit was sales enablement. We were a small startup, and honestly, I was just glad they were thinking about enablement at all. So I played along. I focused on my sellers. I onboarded them, ramped them, ran pitch certifications, cleaned up the tech stack. Things were going well. Reps were hitting productivity milestones. Messaging was tight. Everything looked great. And then we launched a major product release. Things got bad, quickly. My sellers were prepared. Their [messaging](https://www.salesenablementcollective.com/consistent-sales-messaging/) was on point. But the BDRs were saying something different to the same buyers. Internal teams were disconnected. There was no consistent understanding of who was supposed to be doing what, and when. The buyer experience was fragmented, and it showed. It became obvious pretty fast that something needed to change. And since I had good relationships with other functional leaders, I proposed something that, in hindsight, was basically volunteering myself for more work. I suggested that part of the solution was a shift toward revenue enablement, a broader scope that covered more of the go-to-market team. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) In return, my stakeholders would get a more consistent, connected customer experience. That's the trade-off. And it's a good one. ## Building the foundation So where do you actually start? The good news is that you're probably more prepared than you think. A lot of the foundation is already there. You just need to build on it intentionally. Go back to the bowtie. Look at the roles involved at each stage of the customer lifecycle. [Marketing](https://www.salesenablementcollective.com/the-alignment-power-team-up-with-marketing-support-and-product/), sales, sales engineering, professional services, customer success, customer marketing. Now ask yourself: do you know these people? Are you connected with them? Do you even know their names without having to look them up in a workforce management tool? Start with the map. Literally put names to roles and figure out where the gaps are. From there, think about what you're already doing for your sellers and how much of it translates. You're already onboarding reps. Could you adapt that process, maybe 20% differently, to onboard a more technical role like a solutions engineer or a professional services consultant? You probably could. _This post is for paying subscribers only._ ### Half of the content marketing made with AI is sales collateral [Infographic] URL: https://www.salesenablementcollective.com/half-of-the-content-marketing-made-with-ai-is-sales-collateral-infographic/ Last updated: 2026-08-12T13:51:11.000Z A rep opens a deck, sends a follow-up email, drops a one-pager into a deal. More and more, [AI](https://www.salesenablementcollective.com/ai-in-revenue-enablement-research-report-2026/) helped make that content, and marketing ran the AI. New research from Allego, conducted by independent firm Trend Candy, surveyed go-to-market teams on how they actually use AI in their day-to-day work. The findings put numbers to something a lot of enablement leaders already sense: the content reps use in live deals is increasingly AI-produced, and the teams doing it well are seeing the results in the pipeline. If you sit between marketing and [sales](https://www.salesenablementcollective.com/the-ultimate-guide/), this is your data too. Here are the findings worth a closer look. [The Ultimate GuideA 3-part guide series from Allego on building a sales content system sellers actually use: how to organize it and how to keep it trusted as it grows.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-0dbad30a-f57f-425f-9ade-ac079d3275c1.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Whitepaper_Meta_--9--3052ce78-99c9-4ab5-b01c-32bbe230c5a6.png)](https://www.salesenablementcollective.com/the-ultimate-guide/) ## Marketing owns AI adoption as much as sales does 53% of organizations say marketing leads their AI initiatives. That's almost level with sales at 55%. AI in revenue work isn't sitting in one function. For enablement, that matters because the AI content decisions being made inside marketing shape what ends up in your content library and in front of buyers. ## The content AI creates most is the content reps use most When teams put AI to work, content creation is the number one use case. 37% use AI for content messaging and creation, ahead of every other marketing application. And look at what that content actually is: - 50% sales presentations and collateral - 20% email sequences - 18% personalized outreach This is enablement territory. Half of the AI output goes straight into the assets reps carry into meetings. AI is producing content across the whole buyer journey, not just top-of-funnel awareness pieces. ## It's a habit, not a pilot 83% of teams use AI always or often to create personalized content. Breaking that down, 29% say always, and 55% say often. AI content creation is part of the everyday workflow for most teams, not an experiment running on the side. ## Consistency is the payoff enablement will care about most 86% say AI improves messaging consistency across the buyer journey. Another 27% use AI specifically to replicate winning messaging across their content. Consistency is one of the hardest problems in a long, multi-stakeholder deal. When the pitch, the follow-up, and the proposal all say something slightly different, buyers get confused, and cycles stall. AI is helping teams keep the message steady from first touch to close, which is a goal enablement has chased for years. [AI in Revenue Enablement Research Report 2026A 19-page industry report by Allego revealing how 95.6% of revenue teams now use AI, including the 7 measurable ways it’s driving pipeline growth, faster onboarding, and shorter sales cycles. Finally, the data to justify your AI investment Your leadership wants ROI. Your team wants clarity. This![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-dc276f6e-4fc4-453c-9cf3-0bd77083fb61.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Whitepaper_Meta_--8--2-4d607e86-f171-4c69-aaf0-8b6d5901c074.png)](https://www.salesenablementcollective.com/ai-in-revenue-enablement-research-report-2026/) ## It's showing up in the number that counts 86% report an increase in marketing's contribution to pipeline. 36% call it a significant increase, and 51% call it moderate. Better, more consistent content is correlating with better outcomes. That's the connection enablement has always argued for, now with data behind it. ## Adoption comes with oversight None of this is happening without controls. 63% of organizations require human review of AI content, and 49% enforce brand guidelines. This is where enablement adds obvious value. Owning the review step and the brand standards is how you let teams move fast on AI content while keeping quality and compliance intact. ## See the full picture The infographic breaks down all of this in one view: who owns AI, what it creates, how often teams use it, and where it's moving the pipeline number. The research carries a margin of error of +/-5% at the 95% confidence level. View the full infographic here and see where your team lines up against the data. [Allego - AI in Marketing InfographicAllego\_AI in Marketing\_Infographic.pdf1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/08/Allego%5FAI-in-Marketing%5FInfographic.pdf "Download") ### Sales enablement and onboarding: how to measure what really matters URL: https://www.salesenablementcollective.com/sales-enablement-and-onboarding-how-to-measure-what-really-matters/ Last updated: 2026-08-12T06:41:52.000Z There is a common misconception that you cannot reinvent yourself as you progress in your career. People often feel boxed into their personal or professional identities. I have found the opposite to be true. > You can reinvent yourself whenever you want without paying negative consequences. I have had a great time doing this throughout my life. I tried my hand at acting and had a lot of fun, even though I quickly realized my six-foot-six frame made me stand out a bit too much in a cast. I moved into marketing and advertising, transitioned into tech sales, and now I am running a startup. Taking chances and embracing change usually works out just fine. 💡 This willingness to evolve is something I have had to apply to my perspective on sales enablement. During my time as a Chief Revenue Officer and Senior Vice President of Global Revenue, I held a somewhat passive view of the enablement function. I viewed enablement as something that helped influence decisions, rather than a function that actively drove the ultimate outcome. [How to establish enablement as a strategic function \[Video\]Join expert four enablement leaders as they explain the keys to turning enablement into a strategic powerhouse within your org. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-df65defc-bc00-4167-9cd0-63ea5d7d4e67.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Establishing-enablement-as-a-strategic-function-badf1d5e-91c7-4e51-b773-ec6c0b204096.png)](https://www.salesenablementcollective.com/how-to-establish-enablement-as-a-strategic-function-video/) Looking back, I see a massive disconnect in how I operated. I would ask my enablement leaders how training was going. They would tell me people were happy and energized. I would give a thumbs up, check the box, and move on to the next decision. I accepted subjective feedback instead of [demanding objective data.](https://www.salesenablementcollective.com/revopsproblems-reporting-analyzing-and-presenting-data/) The connection between enablement, revenue leadership, and scalable growth is often broken in many organizations. We need to revamp how we think about the information revenue leaders need from enablement to make educated choices. ## The disconnect between revenue goals and enablement metrics The most critical decision a revenue leader makes is [building the forecast](https://www.salesenablementcollective.com/sales-forecasting-template-framework/). We project how much we are going to grow and how much we will sell. We then have to determine if the individuals and products on our team are capable of hitting that number. Building a forecast requires massive assumptions. We assume a new hire who survives an exhaustive interview process will easily write a million dollars in quota over the next eight months. We expect a product team to present a new release for six hours, and we assume the sales team will absorb all of it perfectly. We watch everyone's eyes glaze over in the room. We see them nod because they are desperate to leave the meeting. As a revenue leader, you might walk away thinking you have prepared everyone to succeed at the highest level. The truth is often very different. You have built a massive growth number, but you have failed to put the foundational elements in place to achieve it. ### Moving beyond best practices It takes two sides to fix this disconnect. Revenue leaders are often guilty of thinking short-term and focusing solely on the current forecast. Enablement leaders sometimes fall into the trap of accepting "good enough" based on industry norms. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Russ--2-.png) Many teams execute exactly what consultants recommend or what competitor companies do.[ Very few people take ownership](https://www.salesenablementcollective.com/enablement-ownership-why-roi-modeling-belongs-in-your-teams-toolkit/) and declare that standard best practices are insufficient for their specific goals. You can always take your programs further. I have worked with wonderful enablement leaders throughout my career who I genuinely underutilized. If we had connected our heads together, we could have pushed the boundaries well beyond standard procedures. Moving fast often prevents us from slowing down to reflect on our outcomes. We get through an exercise and assume it will create the right environment for success, but we rarely pause to [measure the actual impact](https://www.salesenablementcollective.com/designing-a-high-impact-sales-enablement-function/). ### Aligning cross-functional key performance indicators [To drive real impact,](https://www.salesenablementcollective.com/measure-enablement-impact-with-precision/) key performance indicators must align across multiple departments. I learned this lesson during my time in marketing and advertising. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Russ--3-.png) There were many times my [marketing goals](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/) had absolutely nothing to do with my [revenue goals](https://www.salesenablementcollective.com/unlocking-revenue-how-enablement-and-marketing-drive-success-together-2/). I could generate a billion impressions and run a numerically flawless campaign, while the company experienced zero percent growth. [Sales and marketing alignment: The complete guide for 2026Learn how to align marketing and sales to boost revenue, improve collaboration, and create a unified strategy that accelerates deal success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-368345bf-3f6d-48b6-abc6-c8e2bfa3f7d8.png)Sales Enablement CollectiveAllego![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/what-is-partner-enablement---1--1-029f684b-6db4-4b16-93d1-4627e8f981fa.png)](https://www.salesenablementcollective.com/align-sales-and-marketing/) Enablement goals must tie directly to revenue goals so everyone pushes in the same direction. When you sit at a roundtable with marketing, enablement, and revenue leaders, [every metric needs to intertwine](https://www.salesenablementcollective.com/the-sales-enablement-metrics-worth-measuring-and-the-ones-to-ignore/). You cannot let siloed KPIs live on their own. > You need to understand how one department's metrics impact your team. Leaving a meeting with fully connected indicators puts your organization in a forceful position. Surrounding yourself with people who will respectfully challenge your assumptions helps ensure these metrics actually matter. ## Rethinking the ramp period We spend hundreds of thousands of dollars hiring teams and millions developing products. We then [measure the success of our training programs](https://www.salesenablementcollective.com/what-are-the-top-challenges-in-implementing-sales-training-programs/) using entirely subjective barometers. We rely on completion rates to tell us if someone is ready to do their job. 💡 Completion is simply not an objective metric. ****Access to content does not equal understanding.** Human resources leaders often share horror stories of employees pressing play on a training module, going to lunch, and receiving the same certificate as someone who watched the entire program. We need to know if participants [understand their responsibilities at their core](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/). We must determine if they know how to apply company content to their specific roles. We have to measure their confidence levels and identify any risks associated with their knowledge gaps. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Russ--4-.png) ## Managing role transitions and product changes [Ramp periods](https://www.salesenablementcollective.com/how-to-design-a-better-onboarding-program-for-faster-ramp/) apply to much more than just [new hire onboarding](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/). Any time there is a change in role or responsibility, you introduce a learning curve that requires structured support. Organizations frequently promote top-performing individual contributors into [management roles](https://www.salesenablementcollective.com/3-key-focuses-for-effective-frontline-sales-leadership/). We assume they will be wonderful managers simply because they were great sellers. Selling individually and managing a team of sellers require completely different skill sets. We hand them a new job description and expect them to figure it out on their own. The same principle applies to[ product releases and messaging shifts](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/). Product marketing uses advanced tools to determine exactly what the market wants to hear. We ship those new narratives out to the sales team and expect immediate behavior change. Even tenured employees need structured check-ins to ensure they understand new materials and can execute new strategies effectively. ### The danger of lagging indicators Relying on lagging indicators during a ramp period creates massive risk for your revenue forecast. I used to give new hires a three-month ramp window that operated like a free-for-all. I knew they were completing onboarding tasks, but I had no idea where their proficiency stood between day ten and day ninety. They would finish their ramp period, and I would realize two months later that they had serious knowledge deficiencies. I would put them on a performance improvement plan. Two months after that, they would leave the company. I would lose eight months of time because I failed to recognize the problem early. [Revenue leaders](https://www.salesenablementcollective.com/why-leadership-enablement-is-the-missing-link-to-sales-success/) often want to let the numbers speak for themselves. We wait six months to see how the pipeline looks or if a rep closes their first deal. This approach is essentially rolling the dice and hoping for a good outcome. One gap in foundational knowledge can snowball and completely overwhelm a participant. When a rep fails six months down the line, leadership often blames a bad hire. In reality, it was usually a bad ramp process. ## Building a culture of objective proficiency Technology today lets us identify foundational knowledge gaps within days. We can generate leading indicators that tell us exactly what those gaps will mean for future revenue. We no longer have an excuse to wait [six months for pipeline data to materialize.](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/) If you identify a struggling participant early, your management team can jump in and provide targeted support. That individual might end up exactly where you need them to be. We have to shift from a participation-trophy culture to a meaningful-outcome culture. This approach is never meant to be a trap for employees. It exists to provide immediate support and get people back on track before minor issues turn into massive failures. Doing this well uncovers incredible opportunities to accelerate growth and build a highly capable team. ### Empowering managers and participants Creating a clear picture of proficiency requires complete transparency for everyone involved. The participant must fully understand what the journey ahead looks like. They need multiple opportunities to provide feedback on their confidence levels and reflect on their progress. We have to move beyond quizzes that test group knowledge or allow reps to memorize answers after a failed attempt. We need to take siloed data points and weave them together to paint a comprehensive picture of a rep's journey. This data must live at the manager's fingertips. [Real-time dashboards](https://www.salesenablementcollective.com/how-enablement-ops-can-turn-dashboards-into-decisions/) provide immediate visibility into how individuals are performing. Managers can see exactly where the risk lies and where the opportunities exist. Giving managers this bandwidth prevents them from scrambling at the end of the quarter to find answers. ### Changing the conversation with leadership The days of using a finger in the air to catch the wind of success are behind us. The conversations between revenue leaders and enablement teams have to evolve. When a revenue leader asks how a new hiring class is doing, the discussion must center on objective data. You need to sit down and review exactly how many people in a class of fifty are demonstrating the proficiency to do the job. You have to identify who is falling behind. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Russ.png) Consider how this impacts a forecast built on half a million dollars in quota attainment per rep. We need to verify that reps understand the ideal customer profile, the core product, and the value propositions. We must ensure they know how to utilize the tech stack to compete in the market. This [data-driven](https://www.salesenablementcollective.com/90-hit-quota-the-data-driven-onboarding-system-behind-it/) approach represents an evolution of traditional satisfaction scores. We are moving beyond asking if everyone is excited to be here. We are focusing on whether they have the foundational knowledge to [execute their roles effectively](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/). Tying objective proficiency metrics directly to revenue outcomes ensures your entire organization rows in the same direction. --- *This article has been adapted from* [*Russ Martin*](https://www.linkedin.com/in/russ-martin-770144b/)*'s appearance on the* [*Enablement Optimization Podcast*](https://youtu.be/bH9rw14otms?si=LPbJwaRSQE7peLDG)*. You can also listen to it on* [*Apple Podcasts*](https://podcasts.apple.com/gb/podcast/episode-7-how-to-make-enablement-a-driver-of/id1888276269?i=1000777899962) *and* [*Spotify*](https://open.spotify.com/episode/5xHjT6xYrgTUUE1WeMrDvv?si=QReThl7CRU-tIMTloQW1LQ)*.* ### Real behaviour change takes 6 months. Here's why. URL: https://www.salesenablementcollective.com/real-behaviour-change-takes-6-months-heres-why/ Last updated: 2026-08-21T09:55:57.000Z [Coaching](https://www.salesenablementcollective.com/coaching-handle-objections-confidence-video/) sits in an interesting place inside revenue teams. It gets talked about a lot, but it's often confused with training, mentoring, or just regular pipeline reviews dressed up with a different name. I want to walk you through where coaching actually lives inside [enablement](https://www.salesenablementcollective.com/enablement-ownership-why-roi-modeling-belongs-in-your-teams-toolkit/), how it differs from everything else you're probably already doing, and how you can use it to genuinely move the needle on revenue. I'm certified through the International Coaching Federation (ICF), and I'll be honest with you: I started out as a skeptic. When the certification was first offered to me, I thought it sounded fluffy. Two years post-license, I'm passionate about it. I use it with sellers, with leaders, and yes, even with my own kids (they're starting to catch on). Let's get into it. ## Training, mentoring, and coaching are three different things You'd be surprised how often these get used interchangeably, so let's settle it. Training is a direct transfer of knowledge. I'm telling you something and hoping you retain it. Straightforward. Mentoring is showing you how to do something the way I do it. I'm taking my experience and pulling you along with me so you can see how I've done it (or how someone else has done it). Coaching is something different entirely. It's a partnership with the participant that's thought-provoking and creative. The goal is to help sellers maximize their personal and professional potential. Coaching is deeply personal, which means you can't really come up with one topic in advance and say, "Right, I'm going to make you better at the CRM today." In coaching, the coachee brings the topic to you. That's the key. The change is owned and driven by the coachee. I often go into coaching conversations with no idea what we'll be coaching on, and that's the best part. Because the coachee is bringing the topic to the table, they're committed. They're driven to change it. Compare that to me walking up and saying, "Hey, your numbers are low, you should probably work on this." Completely different dynamic. ## The two types of coaching you need to know Business coaching, according to Lee Hecht Harrison, is a co-creative development process designed to help individuals or teams achieve and sustain performance in ways linked to the organization's needs and measurable business results. Within that, there are two flavours. **Developmental coaching** is what you'd typically see in career coaching, personal coaching, life coaching, or leadership and DEI work. It uses a lot of probing questions to help individuals reach their own realizations. It takes a long-term approach to building habits and competencies. The coach doesn't tell the coachee the outcome because the coachee brings the outcome to them. **Directive coaching** is what we tend to use more with sellers. Why? Short attention spans, for one. We also want to get to results quicker. If you bring a salesperson in and just keep firing question after question at them, they'll tap out pretty fast. Want the next chapter live? ****Anthony Fritsch,** who runs sales leader enablement at Freshworks, is speaking at the ****Sales Enablement Summit in Berlin**. His talk, "The manager multiplier," makes a simple case: your frontline managers decide whether any of your enablement actually sticks. Train the reps all you want, but if their manager doesn't reinforce it, you're back to square one in a fortnight. He'll show how to get those managers coaching their teams week after week, not just at kickoff. 21 October, The Ritz-Carlton Berlin. Early bird saves you ****€200**. [Get your ticket ](https://world.salesenablementcollective.com/location/berlin/register) Directive coaching uses a bit of guidance to reinforce knowledge. If we're coaching on objection handling, I'll mention objection handling techniques, maybe bring up someone in the organization who's great at it. It focuses on specific solutions and talks about the outcome we're after. You'd use it for skill application or performance improvement. Here's a quick example. Say your team has horrible CRM hygiene. In one-on-one or group coaching, I'll ask: "What is it you could do better with the CRM?" Notice I didn't ask, "Do you want to use the CRM?" because they don't. I asked what they want to do better. They'll come up with something. Why do you want to do that? They'll tell me. What's the outcome if you start doing that? "Oh, I'll get off the hot seat, finance is happier, enablement is happier." Great. So what do you commit to? They have to commit to something. "I'll commit to at least trying to put my activities in." Cool. Two weeks later, we meet again. "How did it go?" Maybe it didn't. "What got in your way and how do we get rid of that?" They're not committing to me. They're committing to themselves. That's the key. [Sales enablement vs sales operations: 9 key differences explainedSales enablement vs sales operations... What’s the difference between these two business functions? How can they work together? Read on to find out.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-5bfb74b8-7899-4cdc-bfed-7f1b4bdd8b41.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-operations-vs-sales-enablement--1--1-8aa7e1b8-b464-400a-8e61-e18721b17bc1.png)](https://www.salesenablementcollective.com/sales-enablement-vs-sales-operations/) ## Behavior change takes time (about six months, actually) According to the ICF, it takes five stages and around six months to achieve real behavior change. You can drive short-term change, but it won't last. So if you're expecting a one-day CRM training to shift behavior permanently, you're going to be disappointed. The five stages roughly look like this: 1. **Awareness**. The coachee recognizes something needs to change. And here's an important truth: not everybody is coachable. That's okay. You don't have to coach everyone. 2. **Acceptance**. They accept that you're going to do some coaching together and there are things that need to change. 3. **Skill development**. You meet every couple of weeks and work on the skill. How are you improving? What are you doing? Did you implement it? How did it change the call? 4. **Behavior shift**. They start to see it working. They're bought in. 5. **Embedded change**. It's natural now. You're not coaching anymore because the behavior has become their normal. It's a bit like affirmations. Say something often enough, practice something consistently enough, and eventually it just becomes who you are. ## Building a results-based coaching model If you want coaching to drive measurable revenue impact, you need a model that starts with the end goal in mind. Start by talking to your leaders. What are you trying to achieve? What do you like about your top performers? How can we replicate those behaviors? Pull data from Gong, Seismic, your CRM. Look at the trends happening with your top sellers and use those as the goals you want others to move toward. From there, build a strategy. Are you doing group coaching? One-on-one? Will you focus on high performers (because they bring in revenue and can bring in more), or on underperformers? Both have a place, but the choice matters. Then define the results. With Gong, you can build trackers around keywords, listen for changes in conversation patterns, and see what's shifting. With your CRM, you can track utilization. You can look at whether your closing cycle is shortening, whether call volume is going up. Those are tangible results. Finally, the outcome is agreed on by the coachee. I can't tell you that you have to achieve something if you don't want to. I can ask. I can train. I can give you the tools. But unless you agree that you want to change, there's only so much I can do. ## Four ways coaching can impact revenue There are more than four, but these are the ones I lean on most. ### 1\. Deal-specific coaching This is one-on-one deal coaching, and it's separate from a deal review. With deal coaching, I'll ask the seller to bring a different deal to the table every two weeks. It can be at any stage in the sales cycle. We work through it together. Before they go on a call, I ask them three questions: - Why should the client change? - What goal is it going to help them accomplish? - Can they envision what success looks like for them in a year? Sellers usually have product answers ready. "Oh, our solution does this and this and this." That's not what I'm after. I want them to think about the client. Why are *they* going to change? What goal will *they* achieve? I work with staffing and recruiting companies, and a seller will say, "Oh, well, now they can do legislation better, now they have compliance." Right, but what goal? Maybe the goal is the client gets to go home and spend time with their family. Maybe their business becomes profitable instead of scrambling. I don't care what we're giving them; I care about where they're going to get to. When you do this exercise before a call, even though it's a hypothesis (and might be completely wrong), it puts the seller into a client-centric mindset. They start framing their questions differently. They stop talking about product. I had a seller from Seismic do this to me once. He came on every sales call with me, completely client-centric, and I didn't even realize what he was doing. He'd ask, "What's this going to do for you?" I'd start explaining content management features. He'd say, "Yeah, yeah, but what'll it do for *you*?" I'd say, "Oh, my life will be easier." Then he asked where I wanted to go next in my career. I said probably CRO. He goes, "So if this is successful, are you going to look good?" I said, "Oh yeah, I'm going to look awesome." He goes, "Okay, let me help you pitch this to your CRO." He just kept digging and digging, asking question after question. Later I left that company, went to another, and we were re-evaluating tech stacks. I looked at Seismic, and they were a lot more expensive than the competition. I had my whole matrix: tools, pricing, customer service, all the boxes. And I still bought them. I couldn't even fully explain why, except that he had been so client-centric, he was in my head. That's what good coaching produces. [Coach sellers to handle objections with confidenceThis guide from Allego covers how to coach objection handling that actually builds confidence and closes more deals.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-ccfb51b6-9e86-4e88-9b0f-55609b7b475e.png)Sales Enablement CollectiveAllego![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--5--7f50fb69-2fdd-436b-8daf-199442d0fed4.png)](https://www.salesenablementcollective.com/coach-sellers-handle-objections-confidence/) ### 2\. Group competency coaching What I love about group competency coaching is that it pulls people together who normally don't interact. BDRs, AEs, AMs, APAC, North America. They rarely cross paths in their daily work. In group competency coaching, I go to the sales managers and ask, "Give me everyone who needs support in building relationships or building rapport." They pick from across the org. Everyone shows up in the same room, and they learn from each other. An AE and a BDR have very different skill sets when it comes to building rapport with a client, and that diversity is exactly what makes the coaching valuable. I get pushback on this, by the way. Senior sellers will say, "I know what value is. I know how to close. I've been building rapport forever." But you can see in the metrics who's hitting numbers, whose discovery calls are strong, who's using their tools well. The data tells you who could benefit. The biggest shift I've had in how I think about this came from a podcast with Cherie Levington. She said we need to rehumanize the sales process. We need to do everything ChatGPT and AI can't do. We need to start selling with heart. That sat with me for a long time. I was coaching a seller recently who said, "I just feel bad. What if they don't need it? I don't like pushing." I asked him, "But why are you pushing? You should never be selling." We're trying to solve a problem. If you genuinely believe in what you're offering, ask the right questions, do deep discovery, and become a real human in the conversation, you're not pushing anything down anyone's throat. You hear people say, "I'm not a salesperson, I'm a consultant." I think that's because saying "I'm a seller" used to feel like a bad thing. It conjured up car salesman stereotypes. A really good salesperson is a really good problem solver. Teaching someone discovery shouldn't mean handing them ten discovery questions to ask on every call. It should mean teaching them how to rehumanize discovery and genuinely care about the person in front of them. I'd also recommend looking up the neuroscience of selling (there's a course on LinkedIn Learning). It covers the primal brain, the rational brain, and the subconscious. One of the most useful concepts is matching the person you're talking to. If they're a talker and they're passionate, bring your energy up. If they're slower and more of a thinker, slow down and bring your tone down. If they lean back, you lean back. This activates their primal brain and signals safety. It's a one-percent improvement, but those one-percenters add up. In group competency coaching, we cover things like tone of voice, speed of voice, mirroring without doing a Simon Says routine. Small skills, big impact. ### 3\. One-on-one coaching A lot of people focus their one-on-one coaching on the people who need development: new sellers, underperformers. I'd argue you should also focus on your high performers, because they're the ones who can bring in even more revenue with a bit of polish. Role transitions are another great use case. When someone moves from BDR to AE, or AE to AM, the questions sound like: "What are you going to do differently in this role? What are you apprehensive about? What are you unaware of? There's a lot to learn in this next role, so what are the top three things you want to learn first? What's going to get in the way?" Two weeks later, you come back: "Were you able to do those three things?" "No, I only did two of them." "Great, let's take those two off, add another one on." I've been coaching one guy for a long time who's a phenomenal seller (I think he sells life insurance) but is wildly unorganized. Papers everywhere, head everywhere. All I really do is help him stay organized. What are you focusing on? What does the next two weeks look like? Is anything going to get in your way? His wife, his kids, a party, whatever. Okay, what are you going to do to prepare so that doesn't derail you? He doesn't want to let himself down, so the structure works. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-6f1e8b8f-7dcc-46de-a3a4-3c60337eea84.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_objectives_kpis-850ccd21-3d06-4f1d-a14b-0ba18500339a.jpg)](https://www.salesenablementcollective.com/sales-metrics/) ### 4\. Leadership coaching Sales leaders are under enormous pressure. They have their own quota, their team's quota, all the therapy they end up doing for their reps, reporting to the CSO, forecasting, territory planning. When are they supposed to coach? Honestly, often they can't. Two organizations ago, I had a dedicated sales coach on my team. She was phenomenal. She took a lot of the burden off the sales leaders so they could focus on being in meetings, forecasting, expansion, territory planning, all the other things they actually had to do. Leadership coaching focuses on a few areas: - **Coach the coach.** Teach leaders how to coach so you don't have to hire coaches forever. - **Recognition.** Maybe their team isn't hitting quota. What did the team do really well in the last two weeks? What have you accomplished this year? Sometimes leaders forget how far they've come. - **Difficult conversations.** I had a sales leader come to me about someone on his team. She's brilliant but toxic. He didn't want to let her go because she's so good. I told him, just coach her. Don't tell her anything because she doesn't want to be told. Ask her what she wants to improve. She can't say nothing (well, she might, but most people won't). Whatever she says, even if it's small, ask her how she's going to improve it, and whether you can keep her accountable. He now spends his one-on-ones with her asking questions. That's it. Just questions. And it's working. - **Burnout prevention.** Burnout is real, and it's hard to come back from. Helping leaders sustain positivity matters, because when a leader isn't positive, the whole team feels it. ## The best coaches do both The best coaches I've seen have mastered both sides of the process. They impart knowledge, and they help individuals discover themselves. That second part is my favorite. I left selling because I just didn't really care anymore. I could hit my numbers, do the things, but it didn't light me up. When someone on my team hits their numbers because of work we did together, or when a seller I'm coaching gets genuinely excited about a breakthrough, that feels amazing. That's where good coaches come from. If you're thinking about building coaching into your enablement function, start with the end goal. Get clarity from your sales leaders on what good looks like. Decide whether you're doing deal coaching, group competency coaching, one-on-one coaching, or leadership coaching (probably some mix). Define how you'll measure results. And remember that the outcome has to be agreed on by the coachee, because without their buy-in, you're just running training with extra steps. --- *Laila Labelle, Sales Enablement Leader, gave this talk at our Sales Enablement Summit, Toronto, 2024\. She was Global Head of Revenue Enablement at People2.0 at the time.* ### Sales Success Playbook for Life Sciences 2026 URL: https://www.salesenablementcollective.com/sales-success-playbook-for-life-sciences-2026/ Last updated: 2026-09-08T09:31:34.000Z A 10-page playbook from Allego packed with proven strategies and real-world examples for life sciences sales enablement leaders navigating the shift to digital selling. # Make your sales team impossible to ignore When 61% of buyers prefer a rep-free experience, your enablement strategy can't rely on meetings alone. This playbook reveals how forward-thinking life sciences teams are building always-on digital experiences, leveraging AI coaching, and using engagement data to stay relevant (and win) in a world where buyers hold all the power. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/WWlH0nQKwHe9LdafEKkBOQ/iNgY7Pp7lcxxWocAPiSUwq5Ic8Td4oanlZBXLhba0yDl0hRb4VHNBJ-BJeSgNcmyNowW27MribWPRWrcUAL9K1gKiepQeMJ3HMEwrfyppQ6_ZPWLSSNxincYWiRM9Wz_wuZvYiLg6DdmOEngTYyZnOhQ6dsy3OjcHTSojca2M0bY2Ka8yd62xuby6lt1JyqHhukz-WlFjYZ2SC9GL_H4mw/QJoZFBTS3r2QvQL3GtxhPl9HOX4fve7jwHaloMj6zOA) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-1.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/oySsUzXm98ZdeY-ImvIRgw/Zj3Naj1omPaH19sOh00c83ejpm_l777IXGrS8fP9663mx3Cf0cvgC38vD_SNA7Dm08DlkOTM0WrfTvaMxIY_QVCiXmys2jivPLS5VjhQamDrf2oSz9u5Vt3DcOCI7RgY7ZRV5yl9sBitfUsVhe-vXhpEGAUsw8YP2xvUIzN0L7Y3h8cmBSCbiAs6OTFFSb8e/mxMxJ7VbD8mjVMP5SCYA8fKkc6iJ0w7TMvKlr5QJcDg) ## Turn invisible buyers into closed deals. Packed with real case studies, actionable frameworks, and data-backed insights, this playbook gives you a clear roadmap for transforming your enablement approach – so your reps can engage smarter, your content can work harder, and your deals can close faster. [Give me my copy](#download) ## What you’ll discover ![](https://www.salesenablementcollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why 61% of B2B buyers now prefer a **rep-free buying experience**, and how to turn this trend into your competitive advantage instead of your downfall. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The specific **content restructuring technique** that made materials easier to find and dramatically improved rep adoption. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **"modular content" shift** that dramatically increased video completion rates and content views per session. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) How to identify **hidden stakeholders** in your deals without ever asking your buyer who else is involved. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **"rep-centric platform" approach** that transformed seller productivity by eliminating the daily tool-switching nightmare. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why traditional sales tactics are losing effectiveness, and the **five best practices** leading life sciences organizations are using instead. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **"QR code bridge"** technique that transformed patient engagement for one medical device company, and how to adapt it for your buyers. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) How one company completed **over 1,500 coaching sessions in just 60 days** using a scalable method any team can replicate. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why 73% of buyers actively avoid suppliers who do this **one common thing**: are you guilty of it? [Give me my copy](#download) ## Get your copy now This free playbook hands you the blueprint top life sciences teams are using to drive measurable results, from higher engagement to faster deal cycles to exceeded sales goals. Download it now and stop watching deals slip away to competitors who figured this out first. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/WWlH0nQKwHe9LdafEKkBOQ/iNgY7Pp7lcxxWocAPiSUwq5Ic8Td4oanlZBXLhba0yDl0hRb4VHNBJ-BJeSgNcmyNowW27MribWPRWrcUAL9K1gKiepQeMJ3HMEwrfyppQ6_ZPWLSSNxincYWiRM9Wz_wuZvYiLg6DdmOEngTYyZnOhQ6dsy3OjcHTSojca2M0bY2Ka8yd62xuby6lt1JyqHhukz-WlFjYZ2SC9GL_H4mw/QJoZFBTS3r2QvQL3GtxhPl9HOX4fve7jwHaloMj6zOA) [Download now](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/WWlH0nQKwHe9LdafEKkBOQ/iNgY7Pp7lcxxWocAPiSUwq5Ic8Td4oanlZBXLhba0yDl0hRb4VHNBJ-BJeSgNcmyNowW27MribWPRWrcUAL9K1gKiepQeMJ3HMEwrfyppQ6_ZPWLSSNxincYWiRM9Wz_wuZvYiLg6DdmOEngTYyZnOhQ6dsy3OjcHTSojca2M0bY2Ka8yd62xuby6lt1JyqHhukz-WlFjYZ2SC9GL_H4mw/QJoZFBTS3r2QvQL3GtxhPl9HOX4fve7jwHaloMj6zOA) ## Get your copy now This free playbook hands you the blueprint top life sciences teams are using to drive measurable results, from higher engagement to faster deal cycles to exceeded sales goals. Download it now and stop watching deals slip away to competitors who figured this out first. [Download now](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ### The Ultimate Guide URL: https://www.salesenablementcollective.com/the-ultimate-guide/ Last updated: 2026-09-08T09:32:23.000Z A 3-part guide series from Allego on building a sales content system sellers actually use: how to organize it, how to make it findable in seconds, and how to keep it trusted as it grows. Free download. # Build a sales content system sellers actually use Forrester found that 65% of sales content goes unused because reps can't find it or don't know it exists. This three-part series from Allego fixes that. You get the full method for organizing your content, making it findable in the moment of need, and keeping it trusted as your library grows. [Get all three guides](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/uVRLYOF_bODUJ1f7Eu1ZPw/BMsKXwcuzOz1x3_R4Y0Hx73RO2sE-CK3u3CzdtLxqKgOLJScx1AIlkQDvKT1Ov_2MYs96vuJrzSxj8tMUVIvy-gZF3fD92TVQLjzn0i484IoMJHA-eHl_NLsz6WmQY5CrIoPgdq4v89dqP6EfVfGmds0Q6QnDjApoYFWe8cqizxJu9DpfYohoHqkTDdmfUv5/XLW7uORrEoRLZMQZSGzkfUneOgkOEdvVQGNdnBwwXME) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-1.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/nJmCet20phsf3ZW74Eb4rA/EVqvXeyFRpqAwPEstTIJ5fOkkf8AWdqHTdYv_pARlytju-cwm3UlyGgq5MDXpPhxauh_NrSIhHYv0OM2KRb4mQBcN9k4Imoxx9RMoQxRsX-GfdVnwjiEK91YDd3LZKkLzN-ByoLXHoPsAxPz8_jRetPTHLTYDHR_ZBDIQ159Lbn_LJg9SM7tQ0gxk7izsHh1/eucHaGxqkmBmXfggSUD5AJOjBsTD4SP5veCd4bHKL4Y) ## Three guides. One connected system. Content systems tend to break at one of three points. Some are disorganized from the start. Some are organized but impossible to search. Some are clean on day one and drift within a year. This series covers all three, so your library works the day you launch it and still works twelve months later. Taxonomy creates structure. Findability creates access. Governance creates trust. [Give me the series](#download) ## What you’ll discover ![](https://www.salesenablementcollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) A **content lifecycle model** (create, review, publish, measure, update, retire) that stops outdated assets from resurfacing in live deals. **(Part 3)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why AI raises the stakes: **LLM-powered search** makes clean content more useful and messy content more dangerous. **(Part 3)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **handful of metrics** that show whether your system is healthy, starting with zero-result searches, which expose content gaps faster than any survey. **(Part 3)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **6-category model** is built around how sellers actually search: what to say, what we sell, why believe us, how we win, how we buy, and what happens after yes. **(Part 1)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The minimum set of **metadata fields** worth making mandatory, and why requiring too many hurts adoption as much as requiring too few. **(Part 2)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The one-question test for whether your library works: can a seller find the right asset in **10 seconds** while live with a buyer? **(Part 1)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) How **AI-powered search** changes the experience once content is tagged well, and why messy metadata makes AI answers worse. **(Part 2)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) **7 rules** that keep a taxonomy simple enough that reps use it, plus a 10-business-day plan to build and roll out version 1 without derailing your team. **(Part 1)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) A **naming formula** that makes any asset recognizable at a glance, so sellers stop opening five files to find the right one. **(Part 2)** [Give me all three](#download) ## Get your copy No cost. No risk. All three guides in one download. Read them in order, or jump to the part your team is stuck on. Either way you'll finish with a clear plan to turn a content archive into a library sellers rely on every day. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/uVRLYOF_bODUJ1f7Eu1ZPw/BMsKXwcuzOz1x3_R4Y0Hx73RO2sE-CK3u3CzdtLxqKgOLJScx1AIlkQDvKT1Ov_2MYs96vuJrzSxj8tMUVIvy-gZF3fD92TVQLjzn0i484IoMJHA-eHl_NLsz6WmQY5CrIoPgdq4v89dqP6EfVfGmds0Q6QnDjApoYFWe8cqizxJu9DpfYohoHqkTDdmfUv5/XLW7uORrEoRLZMQZSGzkfUneOgkOEdvVQGNdnBwwXME) [Download the series](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/uVRLYOF_bODUJ1f7Eu1ZPw/BMsKXwcuzOz1x3_R4Y0Hx73RO2sE-CK3u3CzdtLxqKgOLJScx1AIlkQDvKT1Ov_2MYs96vuJrzSxj8tMUVIvy-gZF3fD92TVQLjzn0i484IoMJHA-eHl_NLsz6WmQY5CrIoPgdq4v89dqP6EfVfGmds0Q6QnDjApoYFWe8cqizxJu9DpfYohoHqkTDdmfUv5/XLW7uORrEoRLZMQZSGzkfUneOgkOEdvVQGNdnBwwXME) ## Get your copy No cost. No risk. All three guides in one download. Read them in order, or jump to the part your team is stuck on. Either way you'll finish with a clear plan to turn a content archive into a library sellers rely on every day. [Download the series](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ### Are sales training courses worth it in 2026? URL: https://www.salesenablementcollective.com/are-sales-training-courses-worth-it-in-2026/ Last updated: 2026-08-10T14:31:44.000Z Our annual Salary and Landscape Report says that in 2024, certified enablement professionals made $5,646 more per year than their non-certified peers at the same level. However, our most recent report, the [2025/26 Salary and Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), shows that the difference had almost doubled. The number moved but the reason behind it stayed the same. ## The proof problem most enablers live with Anyone who has spent real time in an [enablement role](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/) knows the feeling. A rep closes with more confidence than they had six months ago. A deal moves faster through [the pipeline](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/). A new hire ramps in six weeks instead of ten. The impact is felt across the team. But when leadership asks what enablement actually produced this quarter, the answer often lacks anything concrete to point to. That's the proof problem, and it's widespread. The report mentioned above found that proving revenue impact ranks as the hardest part of the enablement role for 61.2% of enablement teams, the single largest ongoing challenge the function faces. Most of enablement's value shows up without a receipt attached. The work resembles good infrastructure: noticed most when it's missing, difficult to point to when it's working. "You'd notice if it were gone" makes a weak case in a budget meeting. > This is where certification and structured training start to matter, for reasons that go beyond the content of the courses themselves. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Pillars-of-certification-benefits.jpg) ## What certification actually gives you A credential doesn't manufacture impact. Weak work stays weak work regardless of the certificate attached to it but for people already doing strong work inside organizations where enablement still has to justify its existence, a recognized credential provides something real to point to. Here is what it offers in practical terms: a shared vocabulary, a recognized standard, and a signal to leadership that the function operates according to something more rigorous than instinct. Here is what it offers in practical terms: a shared vocabulary, a recognized standard, and a signal to leadership that the function operates according to something more rigorous than instinct. When a VP of Sales asks why enablement deserves a bigger headcount or a larger budget, "I'm certified to a standard the industry recognizes" lands with more weight than an appeal to trust alone. [That's the honest argument for training](https://www.salesenablementcollective.com/evolution-of-enablement/). It's narrower than most vendors make and more credible for being narrower. Structured, credentialed learning gives competent people the language and evidence to get paid for what they were already doing well. ## "Worth it compared to what?" is the real question Anyone asking whether a sales training course is worth it should first ask: worth it compared to what? Compared to doing nothing, the data reads clearly. The salary gap is significant and grew substantially between 2024 and 2025, a strong signal of how the market values demonstrated, credentialed competence over time but the fuller picture has a second layer. In an organization where [leadership already trusts the enablement function](https://www.salesenablementcollective.com/why-leadership-enablement-is-the-missing-link-to-sales-success/), where the team gets rewarded on output rather than credentials, and where nobody demands justification for the seat at the table, the premium likely shrinks. The proof problem that certification addresses was never really present there. Training pays off most exactly where it's needed most: newer functions, teams still establishing their value, organizations where leadership hasn't built a mental model for what good enablement looks like, or teams that have outgrown their ability to articulate what they do. In those environments, certification shifts the conversation from "What do you actually do?" to "Here's what we do, here's the standard we're trained to, and here's why it matters." ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Certification.png) ## The case for investing in a team and for investing in yourself Leaders deciding whether to fund a team's training can treat the salary data as a reasonable starting point. A credentialed team can articulate its value with more clarity and more shared language and tends to approach the work with more confidence and rigor. There's a retention angle too: enablement professionals who feel invested in tend to stay longer and perform better, a pattern that holds well beyond enablement specifically and the near-doubling of the salary premium between 2024 and 2025 points to a market trend worth getting ahead of rather than reacting to later. Individuals weighing the cost themselves face a harder call, and the answer depends on career stage. [Earlier in an enablement career](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/), structured training accelerates development in ways difficult to replicate through experience alone; the frameworks picked up through a quality program offer a way of thinking about problems that otherwise takes years to develop. Further along, the content may matter less than the credential itself, which becomes a recognized signal when [negotiating compensation](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/) or [positioning for a more senior role](https://www.salesenablementcollective.com/leveling-up-proven-steps-for-advancing-your-enablement-career/). Either way, context shapes the calculation. A well-trusted, well-understood enablement function reduces the credential's marginal value. A function still establishing itself raises it substantially. [Simplify change management with internal certificationsLearn how internal certifications turn strategy into action and why you don’t need budget, permission, or extra resources to start.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-36f5cadc-fa90-4132-ab0c-91e03011928c.png)Sales Enablement CollectiveDavid Fisher![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Richard-1-1fd73599-a88f-441e-919b-8693136602ac.png)](https://www.salesenablementcollective.com/internal-certifications-enablements-most-underrated-tool/) [Certification pays](https://www.salesenablementcollective.com/internal-certifications-enablements-most-underrated-tool/), and the trend keeps moving in one direction. It pays because enablement carries a persistent proof problem, and credentialed professionals hold better tools for addressing it. It pays because markets respond to recognized standards. It pays because structured learning gives competent people a shared vocabulary and a clearer way of making their case. The credential doesn't replace good work. It amplifies it, giving it a language and a price the market has already learned to pay. ### A practical map of where generative AI actually helps sellers (and where it doesn't) URL: https://www.salesenablementcollective.com/a-practical-map-of-where-generative-ai-actually-helps-and-where-it-doesnt/ Last updated: 2026-08-10T14:08:42.000Z Most articles about AI in sales are written for the people around the rep. The enablers, [the RevOps team,](https://www.salesenablementcollective.com/revops-enablement-a-match-made-in-revenue-heaven-2/) and [the sales leaders](https://www.salesenablementcollective.com/empowering-frontline-sales-leaders-for-maximum-efficiency/) are trying to figure out where to invest. All useful but that's not the person on a call at 4pm trying to remember what the buyer said in discovery three weeks ago. This one is for the rep. Think of it as a map of your actual selling week, prospecting, outreach, calls, follow-up, proposals, and admin with an honest line drawn through it. Where [generative AI](https://www.salesenablementcollective.com/ai-revenue-enablement/) genuinely earns its place. And, just as importantly, where it doesn't. If you lead an enablement team, this is the piece to share with your reps. It's the seller-facing companion to our AI for sales enablement certification. [Master AI for Sales Enablement: The Advanced Practitioner certificateApply AI across rep development, content, and coaching. Build the skills to lead AI adoption, design agents, and prove revenue impact.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-569d698f-2444-4a57-a756-3cdb24cea771.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Certified_Meta_AI_SE_Advanced_-b3b9df47-155d-449b-a91b-01b4dc493e35.jpg)](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) ## Where does generative AI actually help sales reps? The short answer: in the preparation and admin work around selling. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Map---generative-AI.png) AI clears the runway so you spend more of your week actually selling. That matters because the runway is long. Reps in 2026 still spend only around a third of their week in front of buyers, according to Salesforce's long-running data. The rest goes to research, drafting, prep, and CRM entry. Generative AI attacks that other two-thirds. And it's landing. [Roughly 43% of sales reps now use AI tools in their daily workflow](https://www.outreach.ai/resources/blog/ai-sales-productivity-statistics), nearly double the 24% from a year earlier. Reps who use AI daily are about twice as likely to hit their targets. The recurring theme across the data is reclaimed time. The same source as above put the average saving at four to seven hours per week per rep, mostly from research, drafting, and CRM logging. One caveat worth sitting with before we go further: those hours only turn into revenue if you redirect them to selling. [One 2026 analysis](https://syncgtm.com/blog/how-much-time-can-ai-save-sales) found AI-augmented reps generated 41% more revenue while running 18% fewer activities but only when saved time went back into customer conversations, not into more meetings. > AI buys you time but what you do with it is still on you. Let's dive deeper into some of them: ### Prospecting and account research This is generative AI's strongest, safest use case for reps. Feed it an annual report, a batch of recent news, a LinkedIn profile, or a set of review-site comments, and ask for a structured brief: top priorities, likely pain points, who the buyer reports to, and what they'd care about. What used to take 30–60 minutes per account becomes a few minutes. The payoff shows up in the data. [According to HubSpot's 2026 ROI of AI research](https://www.hubspot.com/startups/ai-in-sales), 38% of sellers reported significant improvement in researching leads and companies, saving around 1.5 hours a week on that task alone. 💡 ****The one rule:** ****treat everything it produces as a draft, not a fact.** Generative models will confidently state things about an account that aren't true. Use the brief to know where to look, then confirm from the source before you put it in front of a buyer. ### Cold outreach and personalization [Generative AI is good at getting you to a first draft](https://www.outreach.ai/resources/blog/ai-sales-productivity-statistics) of an email, a LinkedIn message, or a full sequence and at generating angles you hadn't considered. Drafting outbound is one of the most time-intensive daily tasks; AI reliably takes 30–45 minutes a day off it but this is also where reps get it most wrong. If your whole team pastes the same prompt into the same tool, buyers get the same beige email. **The personalization has to be real,** a specific trigger, a specific line from their earnings call, a specific problem their role owns. > Use AI to draft and to vary; use your own judgment to make it land. The tool writes faster than you but it doesn't know your buyer better than you. ### Discovery call prep Ask for a question list, a set of hypotheses about the buyer's situation, and a "things I'd want to confirm" checklist tailored to the role and company type. It's a strong rehearsal partner and a good hedge against walking in underprepared. What it can't do is tell you what actually matters to this human. That's what the call is for. Related reading if you want to go deeper on roles and where they sit in the cycle: [BDRs, SDRs, and account executives — what sets them apart](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/). ### Live calls Real-time copilots that transcribe, capture notes, and surface a battle card when a competitor comes up are genuinely useful, that's [AI-guided selling](https://www.salesenablementcollective.com/the-next-era-of-sales-ai-guided-selling/), and it works because it removes the note-taking load so you can actually listen. A chatbot open in another tab during a live call is a liability, not an asset. The call itself, rapport, reading hesitation, and knowing when to shut up are the parts of selling AI that cannot be done for you. Let it capture the call and you do the conversation bit. ### Post-call, CRM, and follow-up This is the quiet, boring win, and it might be the biggest one. Ask AI to turn your rough call notes into a clean CRM summary, a set of next steps, and a first-draft follow-up tied to what the buyer actually said. 💡 Two guardrails: ****check the summary for accuracy before you log it**, and make the follow-up sound like you, not like a template. ### Proposals, business cases, and objection prep Generative AI is a fast way to get a proposal or one-page business case structured and drafted, especially when you frame it around a priority the buyer stated out loud. 💡 For objection prep: ask it to list the likeliest pushback from a given role and rehearse your responses before the call, not during it. Keep your commercial judgment in the loop. Pricing, terms, discounting, and the read on hodifficultrd to push are yours. If you want the psychology behind why certain framings land, our [8 sales psychology principles](https://www.salesenablementcollective.com/8-principles-sales-psychology/) piece pairs well here. ### Self-coaching and role-play You don't have to wait for your manager's next 1:1 to practice. Ask AI to role-play a skeptical CFO, a price-sensitive procurement lead, or a champion who's gone quiet, then have it score your pitch and push back. It's a safe, repeatable rep. It's a supplement, not a substitute. A model can't see your live deals or your blind spots the way a good manager can, a gap our [AI vs. Human Coaching Report](https://www.salesenablementcollective.com/ai-vs-human-coaching-report/) digs into directly. How to use AI on a budget ## Where generative AI does not help reps The honest part and the part most AI-in-sales content skips. - **Building trust.** Buyers buy from people. AI can draft the words; it can't be the person the buyer decides to rely on. - **Reading the room.** The pause, the flicker of doubt, the thing left unsaid, that's your read, in real time. - **Negotiation leverage.** Knowing when to hold, when to concede, and when to walk is judgment built from your specific deal and relationship. - **Anything requiring account-specific truth.** Generative models hallucinate. Never let unverified AI output reach a buyer as fact. - **Sending raw output.** Unedited AI copy is obvious, and buyers have learned to spot it. Everything it produces is a first draft. > The pattern underneath all five: AI is excellent at the work around the conversation and poor at the conversation itself. ## How to actually start (this week) Don't try to automate everything at once, that's the fastest way to abandon the tools. Pick one high-friction task and win there first. 1. **Monday:** Use it for account research before one meeting. 2. **Wednesday:** Have it draft (and you edit) your follow-ups for a day. 3. **Friday:** Feed it your rough call notes and let it write your CRM summaries. Pick only 3 tasks this week. If it saves you real time, expand. If it doesn't, drop it. The ROI test isn't "Did I use AI" but it's whether your share of the week spent actually selling went up and whether you put those recovered hours back into deals. Generative AI clears the admin and prep so you can do the part only you can do which is selling. --- **Lead an enablement team?** Equipping reps to use AI well, safely, consistently, and with real revenue impact; is precisely what [AI for Sales Enablement Certified: Advanced Practitioner](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) is built to help you do. ### AI in Revenue Enablement Research Report 2026 URL: https://www.salesenablementcollective.com/ai-in-revenue-enablement-research-report-2026/ Last updated: 2026-09-08T09:31:55.000Z A 19-page industry report by Allego revealing how 95.6% of revenue teams now use AI, including the 7 measurable ways it's driving pipeline growth, faster onboarding, and shorter sales cycles. # Finally, the data to justify your AI investment Your leadership wants ROI. Your team wants clarity. This report delivers both. Based on fresh data from hundreds of revenue enablement professionals, Allego helps you see exactly which AI investments pay off, which challenges slow teams down, and what separates organisations scaling AI from those stuck in pilot mode. [Get your insights](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/aQeyoa_IO9GVlVJSrr_vcA/jhbSvM0LsGeFgZmcMOhnQnD0b6_7xbS4uCnxkVp9PZwa0J8kYiXY40XmrR9oNCSxtKUZ3UbunSjkgi8zc2OiKbD6P4MNP5pYkzGqo2r5SGtQ2QfSXcQ4AYWtcNTR9xHusujVY5jHcQGINkloj2_ezTer3IUapouVCp52r7XSB_pxUZ18tiCuYTvIngeCy-ScOIc0Nh5Pu9aKJQ87hzu0rmnbmxBUuo1srTgEiTt-3k0/om31ONe4LZgcpQm9JRK2D5MrMX9T2ZF_ax_BZrpfzuo) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-1.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/3YyIr0z0tD0O0zdVXyGtig/_3bpc_6bAhUPbJTZWQWD01-9ahanps1IrVvUqJX_CRcRvgVsJoC0Pn4wuKnYF4mIA_h5P83tEbms4Osjv7P_m-a5H2Tr2Cz1UuUg1QFRyxzGJ_Sr2QLJmtm5NlW4d0aZ3yS43nDvr80L5Ul9fGFG-BNo2bKV5r8dsUV02ZoqETc/KMdK9o7dwnG7pBz6T56R0PHIR0HQ11tPkDALQCPuZko) ## Turn AI hype into measurable revenue results Packed with benchmarks across industries, adoption stages, and team functions, this report gives you the evidence to secure budget, the roadmap to scale effectively, and the talking points to position yourself as the AI expert your organisation needs. [Give me my copy](#download) ## What you’ll discover ![](https://www.salesenablementcollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) **87% report increased marketing pipeline contribution from AI.** The content strategy behind this result is deceptively simple. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) **77% of leaders report increased revenue from AI**. Here's the specific approach top performers use that the other 23% are missing. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) **73% of leaders say AI shortened their sales cycles.** The specific use case driving this acceleration isn't what you'd expect. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) **81% say AI helps them understand why reps succeed or fail.** The insight capability making this possible changes everything about coaching. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **#1 challenge** preventing teams from scaling AI (hint: it's not budget or technology) – and how to overcome it. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **"trust gap"** that's sabotaging your AI adoption, and the surprisingly simple guardrail that solves it. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why treating AI as "a differentiator" is already outdated thinking, and **the foundational shift** that defines the next phase of revenue growth. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why 88% of leaders plan to increase AI investment next year, and **the two focus areas** getting the biggest budget increases. ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why **95.6%** of revenue teams now use AI, but only a fraction are seeing transformational results. Discover **the one shift** that separates the winners from everyone else. [Give me my copy](#download) ## Get your copy No cost. No risk. Just the clearest picture of AI in revenue enablement available today. Download now and discover exactly how leading teams are turning AI adoption into measurable revenue growth – then do the same for yours. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/aQeyoa_IO9GVlVJSrr_vcA/jhbSvM0LsGeFgZmcMOhnQnD0b6_7xbS4uCnxkVp9PZwa0J8kYiXY40XmrR9oNCSxtKUZ3UbunSjkgi8zc2OiKbD6P4MNP5pYkzGqo2r5SGtQ2QfSXcQ4AYWtcNTR9xHusujVY5jHcQGINkloj2_ezTer3IUapouVCp52r7XSB_pxUZ18tiCuYTvIngeCy-ScOIc0Nh5Pu9aKJQ87hzu0rmnbmxBUuo1srTgEiTt-3k0/om31ONe4LZgcpQm9JRK2D5MrMX9T2ZF_ax_BZrpfzuo) [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/aQeyoa_IO9GVlVJSrr_vcA/jhbSvM0LsGeFgZmcMOhnQnD0b6_7xbS4uCnxkVp9PZwa0J8kYiXY40XmrR9oNCSxtKUZ3UbunSjkgi8zc2OiKbD6P4MNP5pYkzGqo2r5SGtQ2QfSXcQ4AYWtcNTR9xHusujVY5jHcQGINkloj2_ezTer3IUapouVCp52r7XSB_pxUZ18tiCuYTvIngeCy-ScOIc0Nh5Pu9aKJQ87hzu0rmnbmxBUuo1srTgEiTt-3k0/om31ONe4LZgcpQm9JRK2D5MrMX9T2ZF_ax_BZrpfzuo) ## Get your copy No cost. No risk. Just the clearest picture of AI in revenue enablement available today. Download now and discover exactly how leading teams are turning AI adoption into measurable revenue growth – then do the same for yours. [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ### How to measure sales enablement and finally get the credit URL: https://www.salesenablementcollective.com/how-to-measure-sales-enablement-and-prove-its-value/ Last updated: 2026-08-12T06:27:15.000Z You can pour everything you have into your [sales enablement program](https://www.salesenablementcollective.com/building-a-sales-enablement-program-from-the-ground-up-video/). The late nights, the careful planning, the thoughtful content, [the onboarding frameworks](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/). All of it. And still find yourself sitting in a leadership meeting, struggling to articulate why any of it matters. That's a frustrating place to be. And honestly, it's more common than people admit. The thing is, [effort alone doesn't build credibility with executives](https://www.salesenablementcollective.com/the-4-rs-of-successful-sales-leadership/) or earn you more budget. What does? Numbers. Clear, well-chosen metrics that show your program is working and that sales performance is improving because of it. That's what this is really about: Metrics and measurement aren't just administrative tasks you tick off at the end of the quarter. They're the foundation of a credible, sustainable sales enablement strategy. Get them right, and you've got a powerful tool for proving value, making smarter decisions, and driving continuous growth. ## Why measurement matters more than you might think Most people, when asked why we measure in sales enablement, will say something like, "To make sure the sales org is on track," and that's true, but it's a pretty narrow view of what measurement actually does for you. [Laura Welch](https://www.linkedin.com/in/laurawelch1/) offers a much more complete picture in the Enablement Metrics Masters course. [Enablement Metrics Certified | MastersMaster the metric mindset and propel your sales enablement activities and impact to new heights with Enablement Metrics Certified.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149-47296939-01e0-45b7-94cd-c347d3b2dfbe.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1031cd33822338fbff58252dae4bea8d-02cd772a-fa77-458e-9aaa-242ced087169.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) Her framework is worth sitting with because it reframes measurement from a reporting obligation into a strategic tool. - **First, you measure to ensure goal and vision alignment.** At the end of the quarter or year, you want to be able to look back and confirm that the work you've been doing is [actually connected to your strategy and vision](https://www.salesenablementcollective.com/sales-enablement-strategy-framework/). Without measurement, that connection is just an assumption. - **Second, you measure to distribute resources efficiently.** [Sales enablement teams](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/) can do many things, but they can't do everything. Measurement tells you which activities are generating real value and which ones are consuming time without producing results. That's how you make informed decisions about where to focus. - **Third, you measure to course correct.** If something isn't working, [the data will tell you](https://www.salesenablementcollective.com/intent-data-unveiled-the-secret-weapon-for-sales-domination/) and that's valuable because it means you can either stop doing the thing that isn't working or adjust your approach before too much time has passed. - **Fourth, you measure to show the value of your people and your team.** When leadership can clearly see the impact your team is making, you're far more likely to get [approval for additional resources, tools, and headcount](https://www.salesenablementcollective.com/a-three-step-blueprint-to-attaining-resources-and-driving-success/). The numbers make the case for you. - **And fifth, you measure so that you know when you've accomplished something worth celebrating.** That matters more than people give it credit for. Recognizing wins, even incremental ones, keeps teams motivated and reinforces what good looks like. That's five distinct, meaningful reasons to take measurement seriously and each one is as important as the next. ## Start with what you're actually trying to achieve Before you start pulling reports or [building dashboards](https://www.salesenablementcollective.com/how-enablement-ops-can-turn-dashboards-into-decisions/), you need to get clear on your goals. What are you trying to accomplish with your sales enablement program? Are you attempting to increase sales productivity? Bring in more revenue? Speed up the sales cycle? Improve win rates? Reduce ramp time for new hires? The answer shapes everything that comes after because [the metrics you track should be directly tied to the outcomes you're working toward.](https://www.salesenablementcollective.com/the-metrics-businesses-must-track-to-prove-the-impact-of-sales-enablement/) This might sound obvious, but it's easy to skip past. There's a temptation to measure everything or to default to whatever metrics are easiest to pull from your CRM. Resist that. More data doesn't automatically mean more insight. What you want is the right data, which is the data that tells you whether you're making progress toward your specific goals. All of this should be clearly outlined in your sales enablement strategy and charter. If it's not, that's a good place to start. ## How often should you be checking in? Once you know what you're measuring, you need to decide how often you're going to look at it. Some teams check in monthly. Others prefer quarterly. There's no single right answer, but the principle is consistent: you need to be able to see how things are changing over time and assess whether those changes are moving in the right direction. The cadence you choose should also be connected to your performance milestones. Establishing clear checkpoints, whether that's every month, every two months, or every six months, gives you a structured way to evaluate progress and communicate it to stakeholders. It also helps you catch problems early, before they compound. What you want to avoid is [measuring in isolation](https://www.salesenablementcollective.com/the-sales-enablement-metrics-worth-measuring-and-the-ones-to-ignore/). The data is only useful if you're using it to make decisions. If you see something isn't working, that's your signal to bring in the right stakeholders and work on a solution together. ## Alignment is already happening, but there's still work to do One encouraging finding from our [Measuring Sales Enablement report](https://www.salesenablementcollective.com/measuring-sales-enablement-download-the-report-blog/): 91.9% of respondents said their enablement metrics are either completely or partially aligned with their organization's overall business strategy. That's a strong signal that most practitioners understand the importance of connecting their metrics to broader business goals. But "somewhat aligned" still leaves room for improvement. Alignment means more than just picking metrics that loosely correspond to company priorities. It means making sure everyone, from managers to new hires, understands what's being measured, why it's being measured, and what success looks like. That kind of shared understanding is what turns data into action. ## Understanding the three types of metrics When we talk about [what to measure in sales enablement](https://www.salesenablementcollective.com/sales-enablement-kpis/), it helps to have a framework. Three categories of metrics tend to come up consistently: leading indicators, lagging indicators, and behavioral indicators. Each one tells a different part of the story. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/the-three-metric-types.png) ### Leading indicators Leading indicators cover everything that leads up to closing a sale. They tell you how well your enablement inputs are influencing performance, and crucially, they give you the opportunity to influence the outcome while there's still time to do so. Think of leading indicators as [the process metrics](https://www.salesenablementcollective.com/enablement-metrics-101/). They answer the question: are reps following the right processes? Things like content usage and time to productivity fall into this category. If reps are engaging with the right content at the right stages of the deal, that's a positive signal. If they're not, that's something you can address before it shows up in your win rates. ### Lagging indicators Lagging indicators are the output metrics. They measure actual results: [win rates](https://www.salesenablementcollective.com/is-sales-enablement-software-worth-it-a-buyers-guide-to-content-ramp-and-win-rates/), [average deal size](https://www.salesenablementcollective.com/6-proven-ways-to-close-more-deals/), [revenue growth](https://www.salesenablementcollective.com/why-revenue-operations-is-vital-for-managing-business-growth/), and [sales velocity](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/). These are the numbers that leadership tends to care most about, and for good reason. They show the business impact of your enablement work. The catch with lagging indicators is that they're retrospective. By the time they show a problem, the problem has already happened. That's why they're sometimes described as more of a sales metric than a pure enablement metric. Still, they're essential because they tell you whether reps are producing the expected results and can point to where reps might be struggling along the buyer's journey. ### Behavioral indicators Behavioral indicators measure the impact of your enablement activities on rep competencies. They take into account things like [feedback from reps and assessments of readiness.](https://www.salesenablementcollective.com/why-sales-reps-need-to-experience-customer-onboarding-and-close-the-empathy-gap/https://www.salesenablementcollective.com/why-sales-reps-need-to-experience-customer-onboarding-and-close-the-empathy-gap/) The question they answer is: are reps ready to sell? This is arguably the category most directly tied to the work of enablement. You can run great training programs, build excellent content, and design thoughtful onboarding, but if reps aren't actually developing the skills and confidence they need, something's off. Behavioral indicators help you see that. ### What practitioners actually prioritize Our research found that leading indicators have a narrow edge when it comes to what sales enablement professionals perceive their organizations to value most, coming in at 39%. Lagging indicators followed at 31%, with behavioral indicators close behind at 30%. The fact that all three are relatively close together is interesting. It suggests that most organizations recognize the value of looking at the full picture, not just the final results. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/What-organizations-are-perceived-to-value-most.png) ## The metrics worth tracking So what does this look like in practice? Here's a look at some of the specific metrics that fit within each of these three categories and why they're worth your attention. - **Content usage (leading)**: If you're investing in [sales content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/), you need to know whether reps are actually using it. Content usage metrics tell you which assets are being accessed, how frequently, and at what stage of the sales process. High usage of a particular piece of content at a specific deal stage can be a strong signal that it's genuinely helping. Low usage might mean reps don't know it exists, don't find it useful, or can't access it easily. - **Time to productivity (leading)**: How long does it take a new rep to start performing at the level you'd expect? [Time to productivity](https://www.salesenablementcollective.com/the-dark-arts-of-data-evolving-from-sales-training-to-sales-productivity-2/) is a critical metric for evaluating the effectiveness of your onboarding and ramp programs. Reducing ramp time has a direct impact on revenue, so it's a metric that tends to resonate with leadership. - **Win/close rates (lagging)**: Win rate is one of the most straightforward measures of whether your enablement work is translating into results. If reps are better prepared, better equipped with the right content, and following effective processes, you'd expect to see win rates improve over time. Tracking this over time, rather than as a point-in-time snapshot, is what makes it genuinely useful. - **Average deal size (lagging)**: Are reps selling the right mix of products and services? Are they effectively upselling or cross-selling? Average deal size can tell you a lot about how well reps are positioning value and navigating conversations with buyers. - **Sales velocity (lagging)**: Sales velocity measures how quickly deals are moving through the pipeline. It combines win rate, average deal size, number of deals, and length of the sales cycle into a single metric. A rising sales velocity is generally a good sign. A declining one is worth investigating. - **Sales confidence (behavioral)**: This one is harder to quantify, but it's worth the effort. [Sales confidence](https://www.salesenablementcollective.com/sales-confidence-sales-readiness-and-sales-enablement-whats-the-difference/), often measured through rep self-assessments or manager evaluations, gives you a read on how prepared reps feel to have conversations with buyers. Reps who feel confident tend to perform better. Reps who feel underprepared often hesitate at critical moments in the deal. Tracking this over time, particularly after training initiatives, helps you understand whether your enablement activities are having the intended effect. One of the most important habits you can build as a sales enablement professional is being transparent about your results, even when they're not what you hoped for. > If things are going well, share that. Celebrate the wins and make sure the right people know about them. If things aren't going as planned, be honest about it. Talk about what you're seeing in the data, what you think is driving it, and what you plan to do differently. That kind of transparency builds trust with leadership and with your sales team. Communication really is central to all of this. Metrics are only useful if the people who need to act on them actually understand them. That means tailoring how you present data depending on your audience. Sales reps need to see metrics that are relevant to their day-to-day work. Sales managers need visibility into team performance trends. Company leadership has to see the business impact. Think carefully about how you're reporting, not just what you're reporting. ## Proving the value of sales enablement Ultimately, this is what all of this work is building toward. A well-designed and well-executed [sales enablement strategy](https://www.salesenablementcollective.com/sales-enablement-strategy-framework/) should have a measurable impact on sales results and revenue. And when you can demonstrate that impact clearly and consistently, you're in a much stronger position to make the case for continued investment. That means getting buy-in isn't just about having good data. It's about presenting that data in a way that connects to what leadership cares about, using the right metrics, at the right cadence, with the right level of transparency. The key actions to focus on are: aligning your performance expectations with business stakeholders, choosing the metrics that are most meaningful to your goals, establishing clear performance milestones, and communicating progress against those milestones in a way that everyone can understand and act on. Do that consistently, and you'll have something that's genuinely powerful: a sales enablement program that can prove its own worth. It's the difference between a program that survives and one that thrives. ### The precision playbook for B2B selling: how enablement teams turn account focus into pipeline URL: https://www.salesenablementcollective.com/the-precision-playbook-for-b2b-selling-how-enablement-teams-turn-account-focus-into-pipeline/ Last updated: 2026-08-06T10:15:58.000Z In complex sales, a deal worth ten times more than another often takes roughly [the same number of hours to close](https://www.salesenablementcollective.com/6-proven-ways-to-close-more-deals/). The same meetings and the same follow-ups. Sometimes fewer, because the right buyer already understands the problem and is actively looking for a solution. In consumer sales, volume can absorb weak conversion. In B2B, especially in professional services and enterprise selling, the opportunity set is smaller. You can often name the 20 accounts most likely to define your quarter, which is why precision matters more than activity. I say this to my team often enough that it has become a house rule: > “We are not in the business of talking to everyone. We are in the business of being unforgettable to the right twenty people.” The enablement challenge is not getting sellers to do more. It is helping them focus their time, content, and effort on what matters most. Here are the four plays we use to make that possible. ## 1\. Prioritize the right conversations At any conference, you will see [two types of salespeople](https://www.salesenablementcollective.com/how-to-get-salespeople-to-care/). One is collecting badges and leaving with a long list of people to follow up with. The other has a shortlist of priority accounts, knows why each one matters, and treats every conversation as part of a planned deal motion. I have learned to push for the second approach, the hard way. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Saman--2--1.png) At one industry conference, our sales team had access to a list of around 400 attendees. Instead of trying to work the room, we helped them map the attendee list against our ideal client profile and narrow it down to 25 priority contacts. Each contact had a short brief covering their organization, recent activity, and likely priorities. > The opening line was never, “What do you do?” It was a question grounded in something specific to them. Ten of those conversations became proper meetings within two weeks. Five became active opportunities that quarter. The team spent less time on the conference floor than in any previous year, yet it was, by a wide margin, our best conference. As one of the account leads put it: > “*The sales team used to come back from conferences exhausted and empty-handed. Now they come back tired in a good way because they know what happens next with five people instead of guessing about fifty.”* Event success is not defined by the number of people you meet. It is defined by whether those conversations create meaningful next steps with the right prospects. We consider an event successful when it delivers at least a 10x return on investment. For example, if we invest $30,000 in an event, the expected business impact should be at least $300,000 in revenue opportunity. A conference costs money: the ticket, the travel, and the days your best sellers are out of the field. If we cannot trace that spend back to at least four or five times its value in [qualified pipeline](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/), we do not call it a win. Before any event, sellers should be able to answer: - Who are the priority accounts and contacts, not just the people who have registered? - What do we already know about their current priorities? - What is the one thing we want them to remember after the conversation? - What is the intended next step? [Enablement](https://www.salesenablementcollective.com/buyer-enablement/) can support this with a pre-event target-account list, short account briefs, relevant talk tracks, clear ownership for follow-up, and a pipeline review within five business days of the event. > A crowded conference floor does not create a pipeline. Well-prepared conversations do. ## 2\. Expand the right accounts Net-new logos are expensive and slow. [Existing customers](https://www.salesenablementcollective.com/doing-right-by-your-customers-without-sacrificing-the-bottom-line/) often offer the fastest and most credible path to additional revenue, and most of us are too busy chasing the next signature to notice. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Saman-1.png) In professional services and enterprise B2B, clients are rarely buying a single transaction. They are buying a relationship they do not want to rebuild every quarter. Fewer vendors, deeper trust, and lower coordination costs: that preference for consolidation works in your favor when you are paying attention. One client started with a narrow, well-defined engagement ahead of a major initiative. It would have been easy for [the account manager](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) to deliver the output and move on. Instead, they tracked what the client mentioned along the way: an upcoming negotiation, a concern about a competitor’s move, and a review they had been postponing. None of it was requested directly. Within a quarter, that account had three workstreams running in parallel. Another client was dividing work across multiple vendors simply because the relationship had evolved that way over time. Once the team mapped the client’s wider needs and showed where we could support them end to end, the client moved most of the work to us. Not because we were the cheapest option, but because we were the only ones who had taken the time to see the full picture. The strongest account managers I work with can answer the following without opening a CRM: - What the client bought originally and why - What may be coming up in the next two quarters - Which [internal stakeholders](https://www.salesenablementcollective.com/win-loss-collecting-input-from-stakeholders-framework/) matter and which competitors are involved - When the [next budget](https://www.salesenablementcollective.com/how-to-ask-for-money-getting-enablement-the-budget-it-needs/) or [strategy conversation](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/) is likely to happen That intelligence should not live only in one person’s head. I have come to believe it is one of the most underrated skills in B2B sales, precisely because it never appears on a KPI sheet until it expands a deal nobody saw coming. > *We go by the rule “The best expansion opportunities come from seeing the client’s broader problem before they formally ask for help.”* Our job in enablement is to make that intelligence visible to the wider team, rather than leaving it to memory. This can be done through account-growth plans, whitespace mapping, trigger-based expansion plays, and quarterly reviews across sales, delivery, and marketing. [The alignment power: team up with marketing, support & product | SECDeriving valuable insights from business data, client cases, or market trends for sales enablement can be a tricky task. However, all the resources are right there, in your company.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-f9cc0e81-5877-4c6e-80b7-a19d87973241.png)Sales Enablement CollectiveYulia Ogorodnikova![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Yulia-2f5b7b9f-73d7-4247-8c3a-49770e855b95.png)](https://www.salesenablementcollective.com/the-alignment-power-team-up-with-marketing-support-and-product/) ## 3\. Equip sellers for the right message Enterprise buyers have seen enough long capability decks. Most do not remember them. The common instinct is to show everything you can do. That rarely helps. Buyers care about the few things that affect [their current priorities, risks, or decisions](https://www.salesenablementcollective.com/how-enablement-ops-can-turn-dashboards-into-decisions/). A buyer-specific deck is not a shorter version of a standard deck. It is built around the buyer’s situation and needs. [Pricing strategy and policy slide deckA comprehensive overview of several key pricing strategies and policies![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-77dba8d5-6e6b-4db5-9eb2-c7c11e80f4b8.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Revenue-Enablement--3--1-8ea44984-6a60-4eb8-9bfe-7b200942e961.png)](https://www.salesenablementcollective.com/pricing-strategy-policy-slide-deck-framework/) One of our sellers walked into a pitch with a buying team that had already sat through three vendor presentations that month. Each followed the same format: broad capabilities, generic case studies, team bios, and a long list of services. We had built something different. We started with their recent priorities, the likely cost of inaction, and where a more structured process could reduce time, cost, or uncertainty. We did not lead with our company story. We led with their situation. The conversation stayed focused on their workflow, risks, and numbers. It became one of the shortest sales cycles the team closed all year. The seller told me that the buyer’s comment afterward stayed with them: > “You’re the first vendor this month who showed me my problem instead of your services.” That is the standard worth building toward. A deadline mentioned on a [discovery call](https://www.salesenablementcollective.com/discover-call-checklist-framework/) should appear early in the deck, not be buried in an appendix. A concern about turnaround time should shape the proof point you lead with. A past objection about cost should be addressed before the buyer has to raise it again. Enablement can make this easier through modular slide libraries instead of fixed decks, [discovery-to-content maps](https://www.salesenablementcollective.com/content-mapping-example-template-framework/), [persona-specific talk tracks](https://www.salesenablementcollective.com/sales-focused-buyer-personas-what-why-how/), and case-study guidance organized by buyer challenge rather than service line. The goal is not to customize for its own sake. It is to show the buyer that you understand their context better than the alternatives do. ## 4\. Inspect the right deals [Precision selling](https://www.salesenablementcollective.com/measure-enablement-impact-with-precision/) does not work if the pipeline is unreliable. Many CRMs are full of deals that have not moved in months, unclear next steps, and uncaptured activity. When that happens, [forecast meetings](https://www.salesenablementcollective.com/clone-your-best-reps/) become data-cleaning exercises instead of decision-making discussions. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Saman--3-.png) CRM hygiene should not depend on sellers manually entering every detail after every call. The best systems capture activity automatically and ask sellers to update only the information that informs a decision. One change made an outsized difference for our team: automatically logging relevant email and call activity directly against deal records. Within a quarter, the pipeline was current enough that forecast conversations stopped starting with, “Is this still accurate?” The discipline sales teams skip most often is the deal audit. Closed-won and closed-lost reviews should not be victory laps or blame sessions. They should help the team understand what happened and what to change. A closed-lost deal that never gets reviewed is a lesson the business paid for but failed to collect. Across enough deals, patterns begin to appear: - Objections that show up late and regularly derail deals - Buyer personas that move quickly versus those that stall - Discovery gaps that create problems later in the cycle - Proposal formats or pricing structures that consistently perform better - Competitors that appear repeatedly in certain situations [Win rate](https://www.salesenablementcollective.com/is-sales-enablement-software-worth-it-a-buyers-guide-to-content-ramp-and-win-rates/), deal velocity, conversion by stage, and close rate are useful, but only when read as a diagnosis rather than a scoreboard. A dropping win rate against one specific competitor tells you something different from a healthy win rate paired with slowing velocity. Enablement can support this with clear stage-entry and stage-exit criteria, automated activity capture, rules for closing stale opportunities, and regular deal reviews focused on learning, not just forecasting. The goal is not to inspect every deal equally. It is to protect the deals that matter most. ## The real job of enablement Smaller deal counts are not a constraint to work around. They are the reason precision matters more in B2B than almost anywhere else in sales. Five well-prepared conversations at an event. One account with a clear expansion path. One deck built around [the buyer’s real priorities](https://www.salesenablementcollective.com/customer-journey-mapping/). One honest deal review that improves the next sales motion. None of these practices are glamorous on their own. Together, they create a sales organization that is focused rather than merely busy. 💡 ****Activity is not progress.** A crowded calendar is not proof of pipeline health. The teams that win high-value deals are rarely the ones speaking to the most people. They are the ones who understand a few important buyers better than anyone else in the room. Look at your own pipeline. Identify the 20 accounts most likely to matter this quarter. Then ask yourself honestly: Do your sellers have the account intelligence, buyer-specific content, and follow-up discipline to make those accounts feel understood? If not, that is the enablement gap worth solving first. ### When does challenger selling actually work best? (deal types, conditions and fit) URL: https://www.salesenablementcollective.com/when-does-challenger-selling-actually-work-best-deal-types-conditions-and-fit/ Last updated: 2026-08-05T16:00:11.000Z Challenger selling works best in complex, [multi-stakeholder B2B deals](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/), long cycles, several decision-makers, high switching costs, and informed buyers whose real competition is the status quo. Its advantage is thin in simple, transactional sales and it can actively backfire on renewals, commodity products, or when reps lack the industry insight to teach something worth hearing. Most guides explain what Challenger is: the five rep profiles, the teach-tailor-take-control model, and the five phases from warm-up to close. If you need that grounding, start with our [breakdown of the Challenger sales methodology](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/). This article answers the harder question enablement leaders actually ask before rolling it out: **when is it the right tool, and when is it the wrong one?** ## Challenger's edge grows with deal complexity The single most important and most overlooked finding from the original research is this: ****the Challenger advantage is small in easy deals and only widens as complexity increases.** [When Dixon and Adamson studied more than 6,000 reps at roughly 90 companies](https://www.dckap.com/books/the-challenger-sale/), Challengers formed about 40% of top performers overall, but in complex sales that figure jumped to 54%, while the relationship builder, the profile most orgs instinctively hire was the weakest performer in complex deals. [In transactional selling](https://www.salesenablementcollective.com/11-things-to-do-if-youre-serious-about-selling-more-sales-saas-from-a-buyers-perspective/), the profiles were bunched close together and relationship builders kept pace. In complex selling, the gap exploded. That's the whole decision in one sentence: the more stakeholders, the longer the cycle, and the higher the switching cost, the more Challenger earns its place. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/The-Challenger-s-edge-1.png) The simpler and faster the deal, the less it has to offer. Now let's examine the four conditions where Challenger outperforms: ### 1\. The deal is complex and multi-stakeholder Challenger was built for the modern buying committee. [Gartner](https://challengerinc.com/blog/how-sales-leaders-can-unlock-seller-performance-in-an-uncertain-economy/) puts a typical B2B buying group at six to ten people, and the hardest competitor in that room isn't a rival vendor, it's the group's default to do nothing. A committee that can't align keeps the status quo. Challenger's teaching motion exists precisely to break that deadlock by giving the group a shared, uncomfortable reason to move. In a single-signer transaction, there's no deadlock to break, so the machinery is wasted effort. ### 2\. "Do nothing" is your real competitor If you routinely lose deals to inertia rather than to a competitor, the prospect stalls, re-prioritizes, or "circles back next quarter", Challenger is designed for exactly your problem. Its rational-drowning step exists to make the cost of standing still feel more expensive than the cost of switching. When you're losing to a named rival on features or price, other motions or a sharper [MEDDIC qualification](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) often serve better. ### 3\. Your category is crowded or commoditized When buyers can't tell you apart from five alternatives they've already researched, leading with features is pointless, they know the features. > Reframing the problem is the only way to stand out. Challenger creates differentiation at the level of insight rather than product, which is why it tends to shine in saturated markets and struggle where your product is a genuine commodity with no meaningful angle to teach. [What is the SPIN Sales Methodology?We take a deep dive into the SPIN sales methodology to understand what it means, and explain how to use SPIN selling’s four-stage model to close more deals.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-86b00e92-a3da-45e9-a6d7-9d2d4ae35bb3.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Stock-eeff24f5-6004-4e00-b8c0-0b70c5cfbd84.png)](https://www.salesenablementcollective.com/spin-sales-methodology/) ### 4\. Buyers are informed but not insightful Today's buyers arrive having read the comparison articles and half a Reddit thread. They don't need a product pitch; they need a perspective they couldn't Google. Challenger works when there's a real "unknown unknown", a hidden cost, an unrecognized risk, or a counterintuitive opportunity that you can credibly reveal. Where the problem is already well-defined and the buyer simply needs help mapping a solution, a question-led approach like [SPIN](https://www.salesenablementcollective.com/spin-sales-methodology/) usually fits more naturally. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Challenger-deal.png) Where the problem is already well-defined and the buyer simply needs help mapping a solution. ## Which teams should use Challenger selling Challenger is a team capability, not just a rep behavior. Before you roll it out, check that three things are in place: - **Experienced reps who can teach credibly.** A Challenger pitch built on a generic or wrong "insight" does *more* damage than a straightforward consultative call. The method demands reps who understand the buyer's business well enough to say something true and surprising. Green teams tend to weaponize the "take control" step and skip the credibility that earns it. - **A commercial insight engine.** Reps can't manufacture reframes alone. High-functioning Challenger orgs feed the field with cross-industry data, benchmarks, and competitive intelligence, usually a marketing or enablement function producing the teaching content. Without that supply chain, "teach the customer something new" is a slogan, not a motion. - **A real coaching infrastructure.** Challenger behaviors can be learned, but not passively. Our own data points the same way: teams that give reps structured, Challenger-style coaching see roughly 16.7% higher annual revenue growth and a 28% lift in win rates, and Challenger reps hit quota about 14% more often than other profiles. Those gains come from deliberate coaching, not osmosis, so pair any rollout with a [structured sales coaching program](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/). If you have all three, momentum is on your side: around 35.5% of enablement leaders plan to increase investment in digital Challenger-style coaching this year. If you're missing one, fix that first, the method amplifies whatever coaching culture you already have, for better or worse. ## When NOT to use Challenger selling Be honest about the deals where it hurts more than it helps: - **Transactional, single-signer sales.** If the buyer knows what they want and just needs pricing and logistics, a six-step teaching pitch adds friction and slows the close. - **Renewals and expansions.** Post-sale, retention runs on trust and reliability. Reframing a customer's worldview at renewal reads as manufactured tension, not value. This is relationship and account-management territory. - **True commodities.** If there's no meaningful angle to teach, the "insight" will feel forced. You can't reframe your way out of genuine parity. - **Inexperienced or under-supported reps.** No insight into the supply chain, no coaching, junior team, Challenger becomes aggression without substance. - **Procurement-led, spec-driven buys.** When the deal is a structured evaluation against fixed criteria, tight qualification (MEDDIC/MEDDPICC) beats a teaching motion. ## Challenger vs. other methodologies: which to use when Challenger isn't a replacement for every other framework, it's the right tool for a specific job. Here's the quick decision map: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Map---generative-AI.png) How to tell if Challenger is working for you 💡 The tell: most methodologies react to what the customer tells you. Challenger shapes what the customer thinks. Reach for it when shaping is the job and reach for something else when it isn't. Don't wait a full cycle to judge the rollout. Watch these leading indicators: - **Status-quo losses drop.** [Fewer deals dying to "no decision" ](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/)is the clearest sign the teaching motion is landing. - **Deals engage earlier and higher.** Reps are getting into problem-framing conversations before the buyer has finalized their spec. - **Multi-threading improves.** Challenger forces reps to tailor insight per stakeholder, so healthy adoption shows up as wider engagement across the committee. - **Discounting eases.** [When you win on insight rather than features](https://www.salesenablementcollective.com/from-insights-to-impact-using-data-in-leadership-growth-template/), price pressure softens. If instead you see longer cycles, more friction, and reps "challenging" buyers who just wanted to buy, you've likely applied it to the wrong deal type, revisit the fit table above. Challenger is it's a precision instrument. Point it at complex, multi-stakeholder deals where inertia is the enemy and your reps have something genuinely worth teaching, and it outperforms almost everything else. Point it at a fast transactional buy or a renewal, and it costs you deals. Match the method to the motion, and the results follow. --- ## FAQ **Is Challenger selling still relevant?** Yes, arguably more so. Buyers now self-educate across roughly ten channels before contacting a rep, so a features pitch adds little. In complex B2B, the ability to reframe a buyer's thinking is where reps still add value. **Does Challenger work for small or transactional deals?** Rarely. The research found the Challenger edge was minimal in straightforward deals and only widened with complexity. On fast, low-value, single-signer buys, a teaching pitch usually adds friction rather than value. **Is Challenger better than relationship selling?** It depends on the deal. In complex committee purchases, Challenger tends to beat relationship selling because it moves a group off the status quo. In renewals, expansions, and transactional sales, relationship-led approaches typically win. They're tools for different jobs. **What size deal justifies Challenger?** There's no hard line, but reframing tends to pay off as ACV and stakeholder count rise, and to add friction on smaller deals (a rough sub-$25K heuristic). Judge by complexity and buying-group size, not price alone. **Can any rep learn to sell like a Challenger?** The behaviors can be taught, but only with real coaching and a supply of commercial insight to teach. Without both, reps default to the "take control" step without the credibility that makes it work. ### Sales Coaching Virtual Summit 2026 | OnDemand URL: https://www.salesenablementcollective.com/sales-coaching-virtual-summit-2026-ondemand/ Last updated: 2026-08-04T15:50:01.000Z Check out the best of our global sales coaching network. Hear insights from leaders at Google, Visa, Microsoft, and more. _This post is for paying subscribers only._ ### Should sales teams switch to a target account model? (A framework for choosing and transitioning) URL: https://www.salesenablementcollective.com/target-account/ Last updated: 2026-08-10T12:37:19.000Z There's a version of this question that comes up all the time in sales enablement circles, and it usually goes something like, "We've heard a lot about account-based selling, so should we be doing that?" Honestly, that framing is part of the problem because the answer has nothing to do with what's trending. It has everything to do with whether your business's economics actually support the model. So let's get into it properly. [A sales team](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/) should switch to a target account model when deal sizes are large enough to justify concentrated effort, buying committees have grown beyond a single champion, and win rates on inbound leads have plateaued. At its core, the trigger is economic: when the revenue from landing and expanding a few named accounts outweighs what you'd win chasing a wide pool of leads, the model starts to make sense. Knowing the short answer doesn't tell you whether you've actually crossed that line and switching because account-based selling is fashionable, rather than because your business signals demand it, is how teams end up concentrating effort in all the wrong places. [Intent data unveiled: The secret weapon for sales domination | SECJoe Lazewski explores how account-based marketing (ABM) can be a powerful organizational tool when used correctly.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-f1f7ec7b-bd34-4de9-b59f-9810bd334b41.png)Sales Enablement CollectiveJoe Lazewski![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/alev-takil-45sDm4wCOWc-unsplash-2-2e0b5e24-74ee-4813-8d5c-f9c24a4397a9.jpg)](https://www.salesenablementcollective.com/intent-data-unveiled-the-secret-weapon-for-sales-domination/) ## What a target account model actually is In a target account model (often called account-based selling, or ABS), the team first selects a finite list of named accounts, then maps the multiple stakeholders and use cases inside each one, and coordinates outreach across all of them. The unit of work is the account, not the lead. That distinction matters more than it might seem at first. It changes how reps spend their time, how success gets measured, and how tightly sales needs to align with marketing. In a lead-based model, a "no" from one contact ends the relationship. In an account model, that same "no" is just one data point in a longer campaign to win the account through other stakeholders and use cases. ## Lead-based vs. target account: a side-by-side view ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Account-model-1.png) lead-based vs. target account model It helps to see these two models compared directly, because the differences run deeper than most people expect. A lead-based model starts with inbound or sourced leads. The unit of measurement is the individual contact. It works best in high-volume, lower-value, shorter-cycle environments. [Reps focus on speed and volume of touches](https://www.salesenablementcollective.com/the-secret-to-successful-sales-enablement-dont-forget-the-reps/). Marketing's job is to feed the funnel. The primary risk is wasting effort on poor-fit leads. Revenue tends to come in the shape of many smaller deals. A target account model starts with a defined list of named accounts. The unit of measurement is the account itself, across multiple contacts. It works best in high-value, multi-stakeholder, longer-cycle environments. Reps focus on depth of research and relationship. Marketing's job is to provide air cover on those named accounts. The primary risk is wasting effort on the right accounts at the wrong time. [Revenue comes in the shape of fewer, larger, expandable deals.](https://www.salesenablementcollective.com/mastering-revenue-enablement-the-skills-that-drive-impact/) Neither model is universally better. The target account model concentrates resources, and that concentration is an advantage when each account is worth a lot. It becomes a liability when it isn't. ## The five-signal scorecard Most teams don't need a philosophy. They need to know whether the signals apply to them. These are the five that most reliably indicate a target account model will pay off. **1\. Your average contract value is high enough to fund the effort:** Account-based selling costs more per account, so it only pays off when deals are large enough to justify the extra research, personalization, and outreach. **2\. Buying committees have replaced single decision-makers:** You can't win a committee one contact at a time; selling now means managing group dynamics, and multi-threaded account selling is built for that. **3\. Win rates on inbound leads have plateaued:** If you've optimized your lead motion and win rates have stalled, the model is the constraint, precision now beats volume. **4\. You're selling into enterprise or complex mid-market:** Large, slow-moving deals with [many stakeholders](https://www.salesenablementcollective.com/sales-enablement-is-a-change-agent/) mean you're already selling to accounts, whether your process reflects it or not. **5\. You have the data to target and time your outreach:** An account model only works with intent and trigger data; without it, outreach degrades into check-ins timed to the rep, not the buyer. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/The-five-signal-scorecard--1-.png) Do the signals apply to you? If three or more of these signals are true for your team, the model is likely holding you back. If only one applies, you may just have an execution problem inside your current motion. ## When you should stay with a lead-based model Account-based selling has been widely adopted. Depending on the survey, somewhere between three-quarters and nine in ten B2B organizations now run some form of it but adoption rates don't equal fit. There are real situations where staying lead-based, or mostly lead-based, is the smarter call. **Your deals are small and high-volume:** The per-account cost of the model outweighs the return when contracts are low-value and cycles are short. The economics simply don't support the investment. **Your total addressable market is enormous and undifferentiated:** If almost anyone could buy from you, narrowing to a named list forfeits the reach you actually need. Volume matters more than precision in that context. **Sales and marketing aren't aligned:** The target account model fails without tight coordination between the two functions. Roughly a quarter of teams cite lack of internal expertise and stakeholder buy-in as their main barrier to making it work. > If that alignment isn't there yet, fix it before you change the model. **You can't yet identify your best-fit accounts.** Without [a sharp Ideal Customer Profile](https://www.salesenablementcollective.com/customer-profile-segmentation-framework/), you'll build a target list of the wrong companies and simply concentrate your waste rather than your effort. A hybrid is often the most honest answer here. Run a target account model for your top tier while keeping a lead-based motion for everything below it. That way, you're concentrating resources where the return justifies it without abandoning the volume plays that still make sense. ## How to make the transition well If the signals point to switching, sequence it rather than flipping overnight. A phased approach gives you the chance to learn and adjust without disrupting everything at once. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/effective-sales-play.png) How to make the transition well **Sharpen the ICP first.** Everything downstream depends on choosing the right accounts, so define what "fit" actually means before you build the list. This step gets skipped more often than it should, and it's the one that causes the most problems later. **Build a tiered target list:** Reserve full one-to-one treatment for a small top tier. Use lighter, one-to-few personalization for the accounts below that. You don't have the capacity to run deep account selling on every name in your CRM, and you don't need to. **Bring reps into planning early:** Teams where sellers are involved in account planning from the start see about 2.1 times higher win rates. That's a significant difference, and it comes down to ownership. When reps help shape the plan, they execute it differently. **Wire up your signals:** Feed intent and trigger data into the workflow as clear next actions, not raw dashboards that reps have to interpret on their own. The goal is to make it easy for reps to act on the right signal at the right time, not to provide them more information to sift through. **Change how you measure success:** Move your scorecards away from lead volume and toward account progression, pipeline coverage on named accounts, and expansion revenue. If you keep measuring the old things, you'll keep incentivizing the old behaviors, and the model won't take hold. Done well, a target account model doesn't just win more of the same deals. Account-based approaches contribute an estimated 25 to 45% of total revenue in the organizations that run them well. The difference between ABM and a target account model comes down to function: ABM is the marketing side, running coordinated campaigns against named accounts, while a target account model is the sales motion that works those same accounts through multi-threaded outreach. They're built to run together, with marketing providing air cover on accounts and sales that are actively pursued. Making the switch also doesn't mean abandoning your lead-based motion, most teams run a hybrid, concentrating a target account model on the highest-value tier while keeping a lead-based motion for the long tail. It's a question of where you focus effort, not an all-or-nothing rebuild. Making the switch also doesn't mean abandoning your lead-based motion, most teams run a hybrid, concentrating a target account model on the highest-value tier while keeping a lead-based motion for the long tail. It's a question of where you focus effort, not an all-or-nothing rebuild. The model trades breadth for depth, so reps own far fewer accounts than they would working inbound leads. There's no universal number, but each account demands real research and multi-stakeholder engagement, so if reps are holding hundreds of accounts, something's wrong. To judge whether the switch worked, track account-level metrics: win rate on named accounts, average deal size, [pipeline coverage across the target list](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/), and expansion revenue. Rising deal sizes and win rates against a disciplined account list mean the model is working; flat numbers mean the problem is likely upstream, in the ICP or account selection. The deeper risk is switching because account-based selling has momentum, rather than because the data supports it. The model only pays off under specific conditions: large deals, complex buying committees, [plateaued win rates](https://www.salesenablementcollective.com/is-sales-enablement-software-worth-it-a-buyers-guide-to-content-ramp-and-win-rates/), enterprise or [complex mid-market customers](https://www.salesenablementcollective.com/attracting-customers-through-sales-enablement/), and access to good intent data. When those hold, concentrated effort delivers; when they don't, you're doing more work for the same result. So before building a target account list, honestly assess which of those five signals actually apply. If most do, the switch is probably overdue. If only one or two do, you'll likely get more from improving execution within your current model first. The underlying goal never changes, put resources where they generate the most return, whether that means volume or precision. Knowing which one fits your situation right now is the whole game. ### The sales enablement metrics worth measuring (and the ones to ignore) URL: https://www.salesenablementcollective.com/the-sales-enablement-metrics-worth-measuring-and-the-ones-to-ignore/ Last updated: 2026-08-03T11:00:00.000Z [Change is hard](https://www.salesenablementcollective.com/managing-change-with-enablement/) and [metrics are tricky](https://www.salesenablementcollective.com/enablement-metrics-101/). Between the two of us, we have enough years of enablement experience that the word enablement did not even exist when we started. We have seen plenty of changes in this profession. We have also seen a lot of the same struggles repeat themselves. We often attend conferences and listen to speakers share incredible stories. They talk about [overhauling their onboarding in thirty days](https://www.salesenablementcollective.com/what-is-sales-onboarding/). They present beautiful lists of perfect metrics. We sit there wondering how they achieved such massive results so quickly. Then we find out they hired an expensive vendor. Many of us are operating as one-person or two-person bands. We cannot simply throw a million dollars at a problem. We have to find [practical, scalable ways to measure our impact.](https://www.salesenablementcollective.com/measure-enablement-impact-with-precision/) [How to Thrive as a Solo Enabler in 2026Succeeding as a solo enabler in 2026 comes down to ruthless prioritization, and refusing to get bogged down in reactive, tactical work.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-3539518e-5c5d-409a-b3ea-f10682ca310f.png)Sales Enablement CollectiveLisa Giusto![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Yvonne-Anders--1--0614dea5-b35c-4e7c-9dc8-c3fd6d4e5341.png)](https://www.salesenablementcollective.com/thrive-as-a-solo-sales-enablement-team/) [The enablement community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) thrives when we learn from each other. We recently facilitated a session bringing together enablement professionals to share their [actual measurement strategies.](https://www.salesenablementcollective.com/from-startup-to-scale-up-sales-enablement-strategies-that-drive-growth/) We focused on three core areas. **We looked at onboarding, everboarding, and major initiatives.** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/The-three-measurement-areas..png) ## How we measure onboarding success [Onboarding is a journey.](https://www.salesenablementcollective.com/what-is-sales-onboarding/) We often feel pressured to shorten the ramp time for new hires. We should focus on making those initial months more effective. If the ramp takes six months, we need to ensure we are building highly capable sellers during that time. ### The power of peer-to-peer nesting programs Some of the best training happens peer-to-peer. Sellers listen to enablement teams, but they listen deeply to each other. One highly effective approach is building a nesting program. New hires go through standard onboarding while simultaneously working with a designated nest host. [Frontline managers](https://www.salesenablementcollective.com/how-can-you-involve-frontline-managers-in-your-enablement-and-more-with-gail-behun/) select these nest hosts from their existing team. They usually choose someone with future management potential. The nest host works with the new hire for a set number of weeks. They listen to calls together and complete scoring activities. This approach takes work off the frontline manager's plate. ### Tracking metrics that prove real productivity Many organizations track the time to first sale. This is a highly flawed metric. Frontline managers heavily handhold new reps through their first few deals. > A single closed-won deal does not prove a rep is fully ramped or capable of repeating that success. We need to look at time to [full pipeline development.](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/) We must determine when a rep has generated enough pipeline to realistically hit their number. We also need to track the time to second quota attainment. > Hitting quota twice demonstrates repeatable behavior and true independence. Some teams successfully use the Kirkpatrick model to measure these onboarding outcomes. Levels zero through two cover basic attendance, reaction, and learning assessments. Levels three and four focus on behavior change and business outcomes. Reaching level four requires deep CRM access and strong alignment with business leaders to define meaningful metrics. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/The-Kirkpatrick-Model.png) How to measure onboarding outcomes ## Sustaining behavior change through everboarding Everboarding requires continuous effort before and after meetings happen. We get too caught up in planning the next workshop or the next e-learning module. We [build elaborate ninety-day journeys](https://www.salesenablementcollective.com/90-day-sales-onboarding-plan-framework/) and feel a sense of accomplishment just checking those boxes. ### Breaking the cycle of check-the-box training Checking the box on training rarely changes behavior. We need to intervene in the right moments. We must provide continual coaching, practice, and feedback against the specific skills and priorities of individual sellers. That continuous intervention becomes the actual program. [Sales Coaching Certified: Masters | Course and CertificationElevate your sales coaching game with our sales coaching certification. Learn tools and strategies for unparalleled success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-9506501c-f8f8-4e16-b858-c533e81b5021.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_MASTERS_Sales_Coaching_Meta--1--cdadf148-453c-4148-9c31-9b3aa1991b0f.jpg)](https://www.salesenablementcollective.com/learning/on-demand/sales-coaching-certified-masters/) Many enablement teams fall into a predictable calendar trap. We leave the sales team alone in the fourth quarter because they are busy closing deals. We leave them alone in the first quarter because we are busy building new materials. Then we hit them with a massive wave of training in the second and third quarters. We have to fundamentally change this approach. We must identify the core behaviors we want to sustain every single day of the year. We have to convince our sales leaders that isolated, check-the-box training events will never yield the results they want. ### Leveraging conversational intelligence tools [Conversational intelligence platforms](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) offer incredible measurement capabilities. Tools like Gong allow us to create specific scorecards for each stage of the sales process. - We can track customer-verifiable outcomes on every single call. - We can score whether a rep used a pre-call plan. - We can verify if they sent a structured follow-up email. Every interaction receives a score, creating a transparent leaderboard across the sales organization. These scores serve as powerful leading indicators for sales leadership. ## Proving ROI on major enablement initiatives Major initiatives often land in our laps at the last minute. These include rolling out a new methodology, launching a pitch contest, or implementing a new client engagement model. ### Driving adoption through consistent coaching Isolating the impact of a new methodology is difficult. Executives will naturally ask if the improved results came from the new model or simply from hiring different talent. The most effective way to drive and measure this change is through the coaching that accompanies the rollout. Coaching reinforces the core principles of the new model. When sellers experience the benefits of this coaching, they organically share their success stories with management. This ground-up momentum makes a massive difference. Executives start paying attention when frontline sellers actively praise the new approach. > Consistent, targeted coaching ultimately turns the heads of executive leadership and validates the major initiative. ## How to build a sustainable measurement strategy We all need help measuring the impact of our work. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/How-coaching-wins-executive-buy-in.png) The enablement community is a safe place to admit those struggles and share our solutions. We learn best when we look at [the practical tools and metrics our peers use every day.](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/) - You can build a sustainable measurement strategy by focusing on repeatable behaviors. - Look closely at [peer-to-peer coaching](https://www.salesenablementcollective.com/the-modern-sales-coaching-model/) models for onboarding. - Track leading indicators through conversational intelligence tools for everboarding. - Lean heavily on continuous coaching to drive your major initiatives. Measuring enablement will always require effort and adaptation. You can move beyond [basic completion metrics](https://www.salesenablementcollective.com/most-important-sales-enablement-metrics/). You can absolutely prove the value of your programs by focusing on the data points that truly reflect seller productivity and behavior change. --- *This article is adapted from the fireside chat "Effectively proving the ROI of enablement," featuring* [*Allison Sword*](https://www.linkedin.com/in/allison-sword/)*, Senior Manager, Revenue Enablement at Restaurant365, and* [*Missy Parrish*](https://www.linkedin.com/in/missyparrish/)*, Principal Field Enablement Business Partner at Twilio.* ### Sales enablement vs. sales training: roles, activities, and metrics compared URL: https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/ Last updated: 2026-08-05T14:24:27.000Z Give reps structured coaching and the right tools and you’ll see the difference: teams that coach for more than two hours a week hit a 56% win rate versus 43% with minimal coaching, while reps without an enablement platform waste time hunting across three or more content libraries, according to our latest [Impact of Enablement Report.](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) This article explores the key differences between enablement and training, and identifies how these components come together to create exceptional sales reps. ## What is sales enablement? [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) provides sales representatives and managers with the support and information they need to succeed in their roles. This includes creating sales content, providing resources, and implementing sales technology to streamline the sales cycle. Enablement is a support activity that helps keep sales reps selling by removing blockers in their role. --- --- ## What is sales training? [Sales training](https://www.salesenablementcollective.com/13-tips-to-deliver-interactive-virtual-training/) involves teaching sales skills and strategies to your sales team. This means facilitating workshops, coaching sessions, and training days with the aim of upskilling your reps. These sales training initiatives increase seller confidence and make conversations more repeatable, allowing your team to bring in more revenue. [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-66.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-2-1-3.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) ## Differences between enablement and training With definitions out of the way, let’s discuss some of the key differences between these two sales support initiatives. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Sales-enablement-vs-sales-training.png) ### Key focus Sales enablement’s key focus is on improving sales processes. This involves identifying blockers in the existing workflows and implementing effective solutions. This may involve creating new resources for the sales team to enable them to quickly check some information, or implementing a new tool into the sales process to reduce manual tasks. Enablement also focuses on tracking and utilizing [analytics](https://www.salesenablementcollective.com/how-revenue-analytics-can-drive-exponential-growth/). This allows the sales team to make data-informed decisions about the pipeline and monitor sales efficiency. On the other hand, sales training focuses on creating effective and ongoing [education programs](https://www.salesenablementcollective.com/what-is-a-sales-rep-certification-program/) for sellers and their managers. Often this means creating a curriculum of training materials and running regular workshops to keep sales rep skills up to par. Training also focuses on coaching sales reps through particular scenarios they struggle with to improve their confidence and ability to convince customers. Sales training is just one of the tools that enablement pros have under their umbrella to support and improve rep performance, we’ll discuss this partnership later. [How to gain better alignment for your sales enablement programBeth Schumann is a VP of Sales Enablement, and here she writes about how to gain better alignment for your sales enablement program.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-67.png)Sales Enablement CollectiveBeth Shuman![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1548678967-f1aec58f6fb2)](https://www.salesenablementcollective.com/how-to-gain-better-alignment-for-your-sales-enablement-program/) ### Activities Sales enablers take on a range of tasks and activities to provide results. Here are a few examples: - Identifying blockers and inefficiencies in the sales process. - Testing and iterating new processes. - Creating sales content such as [battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/), product docs, and demo videos. - Working with marketing to align on messaging and understand product benefits. - Customer research. - Vetting and implementing [tools](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/) to support sellers. - Analyzing and reporting on [sales metrics](https://www.salesenablementcollective.com/sales-metrics/). - Managing change and ensuring sellers adopt new tools/processes. Whereas activities associated with sales training include: - Designing the [sales onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) program. - Crafting specialized training sessions for sales skills. - Providing 1-to-1 [coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) to reps on tricky conversations and training sales managers on coaching best practices. - Selecting, rolling out, and training reps on a [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/). - Developing a [sales competency framework](https://www.salesenablementcollective.com/how-we-finally-developed-a-competency-model/). - Keeping up to date with sales best practices. - Understanding customer needs and preferences. - Planning [sales kickoff](https://www.salesenablementcollective.com/the-keys-to-a-great-sales-kickoff-with-lisa-duncan/) sessions. [Designing a sales onboarding program from scratchDiscover how to create a successful sales onboarding program from scratch with the help of Neha Divakarla of VMWare.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-68.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social--Designing-a-sales-onboarding-program-from-scratch--1-.png)](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) ### Benefits Both sales enablement and sales training bring great benefits to a sales department; here’s how: It’s tangible: [70.2% of organizations now build sales collatera](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/)l collaboratively across enablement, marketing and product marketing, proving enablement’s role as the bridge between teams. Enablement lashes admin time too, 94% of sales teams now lean on AI for chores like meeting-note summaries, putting reps back in selling mode. Training benefits your sales team by improving sales performance. Since your sellers are consistently upskilling, their ability to successfully close deals will increase. Enablement sharpens strategy by surfacing what matters: 75% of teams analyze revenue generated and 54.3% share win-rate data with leadership, turning gut feel into data-driven planning. [Sales Enablement Salary and Landscape Report 2025SEC’s ultimate analysis of the sales enablement landscape Our biggest report is back and better than ever before. Compare your enablement situation and salary to 100+ of your peers. Learn the challenges your fellow enablers are facing, the opportunities they’re pursuing, the skills they desire, their remuneration, and![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-e64b0591-9fbf-4416-9f71-bd31eddc65bf.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Salary_Landscape_Report_2025_Meta-1-eca88f3d-2635-4cdf-bd18-8b1d2658c79a.png)](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) Training benefits your sales team by improving sales performance. Since your sellers are consistently upskilling, their ability to successfully close deals will increase. Finally, focusing on sales training shows investment in your sellers' capabilities, which can improve job satisfaction and employee retention rates. ### Challenges But like any team, these responsibilities also pose some challenges within organizations. Sales enablement can lead to a longer [chain of command](https://www.salesenablementcollective.com/pros-and-cons-of-enablement-reporting-structures/) or a “too many cooks in the kitchen” situation when it comes to sales strategy, so it's important to manage this properly. Ideally, the enablement team should run adjacent to the sales team, rather than reporting to each other. Another challenge is twofold: successful enablement requires more coordination across teams, and more stakeholders to agree on sales performance metrics. Enablement pros must work alongside sales leaders to align processes and determine KPIs for sales professionals - big benefits if you get it right, but major headaches if you don’t. Finally, enablement needs to keep up with a constant onslaught of requests from sales, changing customer needs, and updates to marketing assets. Managing this task list can pose a challenge, especially for [solo enablers](https://www.salesenablementcollective.com/solo-enablement-unleashed-4-key-insights-and-best-practices-for-success/). Sales trainers also face challenges, as their initiatives can sometimes take sellers out of the playing field for workshops and coaching programs. While these trainings will likely pay off down the line, getting buy-in for this time away from closing deals can be difficult. Another challenge of sales training is sustaining sales reps’ skills and knowledge. Sellers are human, and they’ll eventually forget some of their learnings, so it can be challenging for trainers to know when to revisit a topic. **Katelyn Cox** discusses this lifecycle of sales knowledge: Watch the [video](https://www.salesenablementcollective.com/the-lifecycle-of-sales-knowledge-video/). Finally, sales training can pose challenges when elements of a new sales methodology need to be linked into your CRM system. Updating fields and keeping data consistent can be time-consuming and frustrating when going through a change. But working with your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team should lighten the load. ### Measurement These initiatives also use different metrics to determine their success. Sales enablement metrics include: - Time to do ‘x’ task - Sales productivity - Number of calls/emails sent - Sales content usage - Adoption rate of new tech - Time to respond to customer inquiries On the other hand, sales training metrics include: - Sales confidence - Win rate - Sales velocity - Customer satisfaction - Sales team feedback But as always, there’s some nuance and overlap between these two areas, as they have similar aims when it comes to sales productivity. ## Sales coaching models vs. sales training methodologies Sales coaching models and sales training methodologies serve different, yet complementary, purposes within a high-performing sales organization. Understanding the distinction between the two can help you design [more effective enablement programs](https://www.salesenablementcollective.com/non-negotiable-foundations-successful-enablement/) that actually move the needle for your team. A sales coaching model is a structured approach that guides managers or enablement professionals as they support reps in developing skills, solving problems, and achieving goals. ### The dynamics of a sales coaching program Coaching models are ongoing, adaptive, and highly personalized. They focus on unlocking potential through regular feedback, reflection, and targeted development conversations. For example, the **GROW model** (Goal, Reality, Options, Will) is widely used to help reps clarify objectives, assess their current state, brainstorm solutions, and commit to action. Another popular approach is the **OSKAR model** (Outcome, Scaling, Know-how, Affirm & Action, Review), which emphasizes solution-focused dialogue and incremental progress. ### The dynamics of a sales training methodology In contrast, a sales training methodology is a repeatable framework for delivering knowledge and building foundational skills across a group. Training methodologies are typically event-based or programmatic, designed to transfer information, teach best practices, and establish consistent processes. Think of [methodologies like SPIN Selling](https://www.salesenablementcollective.com/spin-sales-methodology/), which teaches reps to uncover Situation, Problem, Implication, and Need-payoff in client conversations, or [Challenger](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/), which equips reps to teach, tailor, and take control during complex sales cycles. Sales coaching models are most effective when you want to drive ongoing behavior change, reinforce training, or help reps overcome individual obstacles. Sales training methodologies are best for onboarding, upskilling, or rolling out new processes at scale. In practice, the most successful organizations blend both: training establishes the baseline, while coaching ensures continuous growth and application. If you’re mapping out your [enablement strategy](https://www.salesenablementcollective.com/sales-enablement-strategy-framework/), consider where each approach fits. Training gives your team the playbook. Coaching helps them adapt it to the real world, again and again, as the market evolves. ## Enablement and training: Two sides of the same coin? Now that we’ve explored the key differences between sales enablement and sales training we have to admit: they’re essentially two sides of the same coin. They have quite a lot in common, including typically being owned by the same team (or even individual), let’s explore this. ### Ownership Sales enablement professionals typically take on both enablement and training responsibilities within an organization. This allows them to take a strategic approch to improving sales productivity – balancing time out of the field with smoother processes to ensure that sales reps are more capable and efficient. Therefore, enablers must be well-versed in skills associated with [sales content creation](https://www.salesenablementcollective.com/what-is-sales-enablement-content/), tech optimization, onboarding processes, and creating sales training programs. ### Stakeholders The key stakeholder of both enablement and training initiatives is the sales team. This means sales enablement pros work alongside sales leadership to determine sales metrics, and the team’s overall focus. Enablers also work with sales managers to train them on sales coaching, discuss blockers their teams are facing, and create dashboards to improve performance visibility. Finally, the sales enablement team works closely with the sellers themselves to identify their pain points and challenges. Whether that’s needing a battlecard created on a new competitor or facing challenges getting contracts approved. With that information, the sales enablement function builds and executes their plan to correct these blockers and make the sales organization’s vision come true. [How stakeholder communication is an enablement difference-makerHighlights from our conversation with Del Nakhi, exploring how to eliminate siloes, managing stakeholders, balancing your tech stack, and more!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-71.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_internal_communications.jpg)](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/) ### Purpose The purpose of a sales enablement strategy is to optimize the sales process, at the end of the day, this is also the purpose of a sales training program. These two pillars make up a structured approach to increasing revenue growth at a company, by assisting sellers to perform at their best. From coaching to sales collateral, KPI tracking to sales methodologies – it all aims to boost close-won rates in your org. ### Cost Sales enablement and sales training are investments in your sales team. This means they can be costly. Your sales enablement team’s wages, tools, and other resources often require their own dedicated budget. But like any investment, this cost pays off through increased sales efficiency and revenue growth. [How to ask for money: getting enablement the budget it needsAdriana Romero, Jill Emerick & Rodrick Gibson, outline proactive strategies for requesting budget on new sales enablement initiatives, as well as examining the changing role of sales enablement in the modern age.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-72.png)Sales Enablement CollectiveAdriana Romero![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1582281171754-405cb2a75fb1)](https://www.salesenablementcollective.com/how-to-ask-for-money-getting-enablement-the-budget-it-needs/) ## Do you need a sales enabler and a sales trainer? As we mentioned, sales enablement professionals often take on enablement and training responsibilities. But in some cases, you may want to consider splitting these responsibilities within your organization. ### Enterprise organizations In large enterprise organizations, it may be necessary to split these responsibilities. When you have a large global salesforce, enabling all of your reps can be challenging, so having dedicated trainers and enablers may allow better resource allocation through specialization. However, this depends on the organization as other companies may find their enablement function works fine without this role specialization. ### New sales methodology When rolling out a new sales methodology, your team may want to consider hiring the methodology creator’s sales trainers to run a workshop with your team. This ensures that your sales team gets accurate information about the methodology from experts, which is especially helpful when your enablement team isn’t familiar with the ins-and-outs of the method yet. Often these trainers will lay the groundwork for your sales teams to use this new methodology, but it’s up to your internal enablement team to provide follow-up workshops, coaching, and sales collateral. ### Specific sales training Another reason to hire sales trainers is when you’d like to focus on a specific sales skill or mindset. Hiring an expert trainer in that area will allow your sales reps to gather insight straight from the horse's mouth, and trust the expert knowledge they’re receiving. Running expert-led workshops semi-regularly will build the credibility of your sales enablement program and allow reps to upskill quickly. External trainers are also a great choice for sales kickoff meetings to set your sales team up for success at the start of the year. [Moving away from a ‘checkbox’ sales training mentality with Jaren Krchnavi, Siemens | SECSiemens’ Jaren Krchnavi explains why moving away from a ‘checkbox’ mentality will help your sales training be more successful![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-73.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/glenn-carstens-peters-RLw-UC03Gwc-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/moving-away-from-the-checkbox-mentality-with-jaren-krchnavi-siemens/) ### S1 ep 7: How to measure what matters in sales enablement and onboarding with Russ Martin [Video] URL: https://www.salesenablementcollective.com/how-to-measure-what-matters-in-sales-enablement-video/ Last updated: 2026-09-07T10:37:22.000Z [Episode 7 - How to make enablement a driver of revenue not a footnote (with Russ Martin)Podcast Episode · The Enablement Optimization Podcast · 22 July · 40min![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-32-e74651a7-fd70-402c-82b0-ac47faa5843c.png)Apple Podcasts![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1200x1200ECA.PESS01-60-b3b4212e-2672-4f33-b80a-625de502de21.jpg)](https://podcasts.apple.com/gb/podcast/episode-7-how-to-make-enablement-a-driver-of/id1888276269?i=1000777899962) ### Sales Enablement Festival New York, July 2026 URL: https://www.salesenablementcollective.com/sales-enablement-festival-new-york-july-2026/ Last updated: 2026-08-21T15:52:23.000Z Catch up on every session from Sales Enablement Festival New York with sessions from AWS, Atlassian, Automation Anywhere and more _This post is for paying subscribers only._ ### The build vs. buy guide: an enablement playbook for technical objections URL: https://www.salesenablementcollective.com/build-vs-buy-the-sales-enablement-playbook-for-technical-objections/ Last updated: 2026-07-23T09:43:05.000Z Picture a scene that plays out on thousands of sales calls every day. [Your account executive](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) is thirty minutes into a discovery call with a technical buyer. The buyer's been nodding along, agreeing that their current process is broken, manual, and costing them hours of productive work every week. The AE can feel the momentum building. They're mentally drafting the next steps email. > Then the buyer says it: *"Honestly, we could probably just build this ourselves over a couple of sprints. It doesn't look that complicated."* And just like that, the energy shifts. What happens next is, frankly, a silent tragedy. The AE freezes. Their heart rate spikes. They buy time by launching into what our data shows is a 21-second defensive monologue, talking fast, listing niche features, maybe floating a premature discount to protect the deal. The conversation, which had been moving in exactly the right direction, suddenly becomes a debate over price and features rather than a discussion about the buyer's strategic goals. Based on our review of over 10,000 technical sales calls, [reps who defend pricing immediately after a build objection](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) consistently lose momentum. The instinct to defend is understandable, but it's the wrong move every time. When a buyer says they can build your solution in-house, they're not rejecting you. They're giving you a massive buying signal. They've just told you that the problem is real, painful, and worth solving. They're trying to negotiate with their own engineering team's calendar. Your job, and [the job of every enablement professional](https://www.salesenablementcollective.com/b2b-sales-enablement/) equipping reps for these moments, is to redirect that energy rather than fight it. > If your reps defend your software, they lose. If they shift focus to the buyer's internal resource allocation, they win. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Roi-Talpaz--3--1.png) Let me walk you through exactly how to make that happen. ## The weekend project fallacy Technical buyers suffer from [a very specific cognitive bias](https://www.salesenablementcollective.com/8-principles-sales-psychology/), one I've come to call the weekend project fallacy. To a talented engineer, version one of almost any software looks achievable in a few days. They see the user interface, mentally sketch the basic database schema, and assume they can ship a working prototype over a long weekend. And honestly? They're usually right about version one. What they consistently fail to account for are versions two through ten. The plumbing. The maintenance. The third-party APIs that change unexpectedly. The constant stream of user feedback that turns a tidy script into an ever-expanding product backlog. We saw this play out recently with an enterprise software team that decided to build their own internal provisioning tool. They shipped a basic script in a week. Within twelve months, the original developer had left, the APIs had changed without documentation, and the tool broke entirely. The engineering lead ended up pulling three senior developers off a major client release just to rewrite the integration. The "free" internal tool ended up costing them months of product delay. That story is more common than most technical buyers want to admit. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Roi-Talpaz.png) When an organization decides to build a tool internally, they're making a commitment that extends well beyond the initial development sprint. They're establishing a permanent software team inside their business. They're signing up to support, update, and manage a product indefinitely, using developers who never signed up to be internal IT support. The true cost of building is never the initial development. It's what I call the distraction tax. Every hour a developer spends maintaining an internal tool is an hour pulled away from the core product that actually generates revenue. There's a useful way to frame this: think about the difference between core IP and context. Core IP is what your customers pay you for. Context is everything else required to keep the lights on. When engineering resources get redirected from core IP to context, the business actively hurts itself, even if nobody's tracking that cost on a spreadsheet. Your reps need to help buyers see that. The conversation has to move away from cost and toward focus. ## Why traditional enablement fails on live calls Most sales enablement teams tackle the build vs. buy objection the same way: they build a battlecard. [What happens when your battlecards aren’t enoughBattlecards get reps ready. They can’t follow them into the call. Here’s what comes after the card and why it matters.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-86a40c39-7054-4dd9-a0b1-8234311a1446.png)Sales Enablement CollectiveRoi Talpaz![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Joi--1--9937fa00-2722-4db8-a3d4-5c5de353d51b.png)](https://www.salesenablementcollective.com/beyond-the-battlecard-why-static-competitive-docs-arent-enough/) A beautifully formatted slide deck with total cost of ownership charts, engineering salary calculators, and feature comparisons. They upload it to the knowledge base, run a training session, and check the box. Then the rep gets on a live call, the buyer says "we can build this," and the playbook is nowhere to be found. The cognitive load of a live sales call is genuinely immense. Your rep is reading body language, actively listening, taking notes, and planning their next move, all at the same time. They don't have the mental bandwidth to open a second screen, search the corporate wiki, scan a battlecard, and maintain a natural conversation simultaneously. Something has to give. And what gives is usually the playbook. Because they can't retrieve the right information under pressure, [they default to defensive talking](https://www.salesenablementcollective.com/objection-handling-script-framework/). They argue about features rather than asking questions. This is the core problem with what I'd call the pull model of training, where reps have to search for answers when they need them. It sounds logical in theory. In practice, it breaks down at exactly the moment it matters most. The shift enablement teams need to make is toward a push model, where the right questions are delivered to the rep in the moment they're needed, without any searching required. That shift is the foundation of a truly [repeatable sales playbook](https://www.salesenablementcollective.com/what-is-a-sales-playbook/), one that actually changes behavior during the live conversation rather than just in the training room. ## Three discovery questions that expose the real cost of building To surface the hidden costs of an internal build, your reps don't need to deliver a lecture on engineering economics. They need [three targeted, high-friction discovery questions.](https://www.salesenablementcollective.com/3-deep-sales-discovery-questions/) These questions are designed to prompt the buyer to calculate the actual cost of building themselves, right there on the call, before the conversation moves on. ### Question one: who owns the product roadmap? *"When your internal teams start asking for changes or reporting bugs, who's going to act as the product manager for this tool, and what core customer-facing project do they get pulled off to manage it?"* Most [buyers](https://www.salesenablementcollective.com/8-principles-sales-psychology/) assume that once the code is written, the job is done. They forget that internal users are still users. They'll want new features, bug fixes, and UI updates. They'll file tickets. They'll escalate when things break. This question works because it forces the buyer to confront the ongoing organizational reality of owning internal software. If they don't designate a product manager, the tool becomes shelfware, abandoned because nobody's maintaining it. If they do designate one, they're pulling a valuable employee away from the revenue-generating product. Either way, the "simple build" starts to look a lot more complicated. ### Question two: who fixes the integrations? *"Our platform connects directly with X, Y, and Z, and we have a dedicated team that updates those integrations every time their APIs change. When those APIs update next quarter, which of your engineers gets pulled off their sprint to fix the broken integrations in your internal tool?"* Modern software doesn't exist in isolation. It relies on an ecosystem of integrations, APIs, and third-party platforms, all of which change on their own schedules, often without much notice. This question works because technical buyers know exactly how frustrating API maintenance is. By surfacing the reality that third-party platforms regularly update their APIs, you're highlighting a recurring disruption that will interrupt engineering sprints for as long as the internal tool exists. It reframes the buying decision as an insurance policy against ongoing developer distraction, rather than a simple software purchase. ### Question three: what about the enterprise scaffolding? *"We typically see engineering teams spend twenty percent of their build time on the core business logic, and eighty percent on enterprise scaffolding like security, role-based access control, single sign-on, and audit logs. Do you want your developers spending their sprints building enterprise scaffolding instead of your core product?"* When engineers estimate a build, they estimate the core feature. They almost always underestimate, or simply ignore, the administrative infrastructure required to make the tool enterprise-ready. This question works because it directly targets that estimation error. Every enterprise buyer needs security compliance, role-based access control, and audit logs to pass security reviews. Building those features is tedious, expensive, and completely unrelated to the actual problem the buyer is trying to solve. The 80/20 framing makes the scale of that hidden work concrete and difficult to dismiss. Taken together, these three questions do something that a feature comparison or a pricing defense never can: [they make the buyer calculate the true cost of building in real time](https://www.salesenablementcollective.com/spin-sales-methodology/), using their own context, their own team, and their own projects as the raw material. ## Delivering the playbook in the moment that counts Here's the catch. These three questions are only effective if they're asked at the exact moment the objection arises. Ask them ten minutes later and the moment has passed. Send them in a follow-up email and the buyer has already moved on. The window is narrow, and it closes fast. [Your enablement playbook is only as good ](https://www.salesenablementcollective.com/sales-plays-what-they-are-how-they-work-and-templates-to-get-started/)as your rep's ability to recall it under pressure. And as we've already established, live calls are high-pressure environments where recall breaks down. This is where the build vs. buy objection becomes a useful lens for thinking about the future of sales enablement more broadly. Static battlecards, even excellent ones, have a fundamental limitation: they require the rep to go looking for help. They depend on memory and retrieval at exactly the moment when cognitive load is highest. Forward-thinking sales organizations are starting to address this with live, in-call assistance tools. Rather than forcing reps to search through internal wikis mid-conversation, these platforms ride along on Zoom or Teams calls, read the live transcript, and push the right discovery questions to the rep's screen the moment a buyer mentions building in-house. The rep doesn't have to search, remember, or improvise. They look at their screen, take a breath, and ask that moves the conversation forward. I previously shared in detail [what happens when your battlecards aren't enough.](https://www.salesenablementcollective.com/beyond-the-battlecard-why-static-competitive-docs-arent-enough/) ## The broader lesson for sales enablement There's a principle underneath all of this that applies well beyond the build vs. buy objection. Sales enablement has historically been excellent at creating content and very inconsistent at ensuring that content actually gets used in the moments it was designed for. We build battlecards. We run training sessions. We create certification programs. And then we watch reps default to their own instincts the moment a difficult conversation unfolds live. The gap between "rep has access to the playbook" and "rep uses the playbook on a live call" is the most important gap in sales enablement right now. Closing it requires rethinking how we deliver information, moving away from the assumption that reps will search for guidance and toward systems that bring guidance to them. [Sales enablement playbook: strategy frameworks and executive buy-inSeasoned enablement pro Thomas explains the purpose and utility of an enablement strategy, and shares a framework you can adopt to move your team from reactive to proactive.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-5f6dda76-f002-4335-8fa0-31ba55a8ffd1.png)Sales Enablement CollectiveThomas Cheriyan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-24-1-9674459b-2992-4600-be27-ffe4300cd5e9.png)](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/) The build vs. buy objection is a perfect test case for this because it's so predictable. Technical buyers raise it constantly. The right response is well-defined. The cost of a poor response is measurable. If your reps are still freezing when they hear "we can build this ourselves," that's a delivery problem, not a content problem. The playbook probably exists. It's just not getting to the rep at the right time. Fix the delivery, and you fix the outcome. ## Putting it all together The build vs. buy objection is fundamentally about focus. When a buyer threatens to build internally, they're revealing something important: they believe the problem is really enough to justify engineering investment. Your rep's job is to help them understand what that investment actually costs, in developer hours, sprint disruptions, product delays, and organizational distraction. Three targeted questions can do that work. One about product ownership. One about integration maintenance. One about enterprise scaffolding. Each one prompts the buyer to apply the real cost of building to their own team, their own roadmap, and their own priorities. But those questions only work if they're asked live, in the moment, with confidence. That's the enablement challenge and it's one that requires more than a well-designed battlecard. It requires systems that deliver the right guidance at the right time, without asking the rep to search for it under pressure. [Equip your reps with the right questions](https://www.salesenablementcollective.com/discovery-call-scorecard-framework/). Deliver them in the moment of truth and you'll find that the buyer's engineering calendar, the very thing that felt like a threat, becomes your most powerful sales tool. ### How to turn field intelligence into revenue impact (and close the feedback loop) URL: https://www.salesenablementcollective.com/how-to-turn-field-intelligence-into-revenue-impact-and-close-the-feedback-loop/ Last updated: 2026-07-23T09:43:31.000Z Here's something most organizations won't admit out loud: competitive intelligence is treated as an afterthought. It lives in [static battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/) that haven't been updated in months. It gets distributed via one-way emails that land in inboxes and are promptly ignored. It gets discussed in well-meaning meetings with the wrong people in the room, and then everyone moves on, assuming the job is done. I've seen this pattern play out more times than I can count, and the uncomfortable truth is that this approach fails, especially in fast-moving sales environments where [the market shifts faster than your documentation does.](https://www.salesenablementcollective.com/revenue-growth-with-smarter-documents/) Competitive intelligence can be one of the most strategically valuable assets in your organization, but only if it's treated like the living, breathing system it needs to be. Too often, it gets run like a one-way radio show. Someone broadcasts information out to the field, and that's where the conversation ends. That's the problem I want to talk about. ## Where valuable intelligence actually lives Your sales team holds insights your business can't afford to miss. They're having the conversations. They're hearing how objections are evolving. They're seeing shifts in buyer behavior in real time. They're picking up on competitive dynamics long before those dynamics show up in a report or a dashboard. [Buyer Psychology Certified | Sales Psychology CertificationUnderstand your buyer’s thinking with our sales psychology course. Learn to read your prospect’s minds and use that knowledge to sell even more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-36836088-fcea-4fa6-be35-9b909c0d79d9.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_MASTERS_Buyer_Psychology_Meta--1--57ebb352-077e-4f9a-85ab-d1f865c09e60.jpg)](https://www.salesenablementcollective.com/learning/on-demand/buyer-psychology-certified-masters/) The challenge is that most organizations aren't capturing any of it in a consistent, structured way. When I was working with our Sales Enablement, Marketing, and Competitive Intelligence teams at Cologix, we had a shared realization: some of the most valuable intelligence in our organization already existed. We weren't doing anything with it. Conversations were happening in [weekly calls and individual check-ins](https://www.salesenablementcollective.com/weekly-1-to-1-template-for-sales-reps-framework/), but the insights were fragmented and scattered. They surfaced, and then they disappeared just as quickly. > We needed a way to capture what sellers were learning in the field and build a repeatable process for turning those insights into action. That's how the Field Intelligence Round Table, which we affectionately call ***FIRT***, came to life. 💡 FIRT is a structured monthly conversation embedded within an existing weekly meeting, focused on competitor moves, pricing pressure, shifting objections, and product gaps. Over time, we've built a system where reps understand the value of their input and can actually see what happens as a result. Sellers are the best real-time market intelligence tool your organization has. The question is whether you're building an environment where that intelligence can flow freely. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Abby-Ragan--3--2.png) ## What happens when feedback loops don't exist When competitive intelligence isn't flowing back into the business, things start breaking in ways that aren't always immediately obvious. [Product teams](https://www.salesenablementcollective.com/the-alignment-power-team-up-with-marketing-support-and-product/) keep prioritizing roadmaps based on assumptions rather than what buyers are actually saying. Marketing keeps pushing messaging that resonated six months ago but no longer lands. Battlecards go stale the moment they're published. Sales teams create their own workarounds, and before long, everyone is operating from a different version of the truth. The downstream effect isn't just internal misalignment. It directly impacts revenue. [Deal cycles get longer](https://www.salesenablementcollective.com/6-proven-ways-to-close-more-deals/). Win rates suffer. Valuable insights disappear into meeting notes and email threads and are never seen again. One of the biggest misconceptions about field intelligence is that it's purely about [competitive positioning.](https://www.salesenablementcollective.com/how-the-standard-built-a-competitive-intelligence-program-to-empower-sales-teams/) In reality, it surfaces all kinds of signals that can shape your strategy in ways you might not expect. During one of our FIRT sessions, a rep raised what appeared to be a pricing challenge. On the surface, it seemed familiar: a prospect felt our solution was too expensive. But as we dug deeper, the picture became more interesting. The prospect wasn't pushing back because our pricing had changed. Material costs in their business had increased significantly during the sales cycle, shifting their budget realities and changing how they evaluated the opportunity. That insight didn't lead to a change in our commercial strategy. What it did do was provide critical context on the market conditions affecting customers in that region. It helped us [adjust our deal strategy](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/) and, perhaps more importantly, it gave us the foundation for a more transparent conversation with that customer, and transparency builds trust. Without a structured conversation, that insight would have stayed isolated to a single opportunity. One rep would have known it. No one else would have. If the market is changing faster than your organization can learn, you're already behind. That's not a dramatic statement. It's just the reality of operating in a competitive environment. [The enablement trap: why most revenue enablement doesn’t change behaviorMost revenue enablement programs work exactly as designed and that’s the problem.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-44fb7ef7-5917-48b7-b248-0676294de9b6.png)Sales Enablement CollectiveSimon Gilks![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Richard--2--be620efd-fa0a-4bf8-891f-44728140ba80.png)](https://www.salesenablementcollective.com/the-enablement-trap-why-most-revenue-enablement-doesnt-change-behavior/) ## Building a dynamic feedback system The answer to improving competitive intelligence efforts isn't collecting more information. Most organizations already have plenty of information. > The challenge is building a system that turns information into action. What we're building at Cologix is what I call the Field Intelligence Feedback Loop. It has four stages: capture, synthesize, activate, and observe and refine. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/The-field-intelligence-feedback-loop.png) I'll be honest with you: we're still maturing this process. We're at a point where we're watching for patterns and signals rather than measuring the direct impact of every action that comes out of FIRT. Are the same objections still surfacing? Are sellers using updated talk tracks? Are new competitors showing up more frequently? Are pricing concerns becoming more or less common over time? That kind of observation matters because feedback loops don't become valuable only when they're perfectly measurable. They become valuable when the business starts listening, responding, and learning faster than it did before. The goal is a continuous learning system where information flows freely between the field and the rest of the business. Perfection can wait. ## What actually works when building the loop **Capturing intelligence from the field** One of the most common mistakes organizations make is expecting sellers to go out of their way to contribute intelligence. If [the process creates extra work](https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/), adoption will be low. Full stop. > The most effective feedback loops are embedded into existing workflows. For us, FIRT sits inside a meeting that was already happening. Sellers aren't being asked to do something on top of everything else. They're being asked to bring their thinking into a space that's already part of their week. **Making sense of the signal** Here's something I've learned from facilitating FIRT over time: sellers are often right about the problem, but they're not always right about the cause. A clear example of this: our team repeatedly surfaced concerns that we were losing deals because of pricing. Had we stopped there and taken that feedback at face value, we might have responded with discounting guidance or pricing concessions. Instead, we investigated further. What we uncovered was that the real issue wasn't pricing. It was [value articulation](https://www.salesenablementcollective.com/value-selling-checklist-framework/), and a lack of shared understanding around how competitors were pricing across the industry and different markets. [Our sellers needed a deeper understanding of where we sit in the market](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/) from a pricing perspective, and stronger ways to communicate the value behind that investment. They also wanted better context on how competitors were positioning themselves so they could walk into customer conversations more prepared. Once they had that context, the conversations improved. The field had correctly identified that something was wrong. The feedback loop helped us figure out what was actually wrong. That's why synthesis matters just as much as collection. [Gathering insights is only half the work](https://www.salesenablementcollective.com/why-95-of-your-call-insights-die-in-dashboards/). Making sense of them is where the real value lives. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Abby-Ragan--2--2.png) **Closing the loop back to sales** This is the part I feel most strongly about. My biggest frustration in this work is when [sales teams invest time sharing feedback](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) and never see any action taken as a result. If that happens consistently, participation dies. People stop contributing because they don't see a return on their investment. The fastest way to lose trust is to ask for feedback and then do nothing visible with it. To address this, we created a formal response process we call the Field Session Response, or FSR. After each FIRT session, we make sure sellers can see how their input influenced decisions, priorities, messaging updates, or future analysis. It's a way of closing the loop and showing that the conversation didn't just disappear into a document somewhere. > When sellers see that their input leads to action, participation grows. It really is that straightforward. **Connecting intelligence to the broader business** Field intelligence, when it's captured and synthesized well, reaches further than sales. It informs [product strategy](https://www.salesenablementcollective.com/what-enablement-needs-to-know-about-product-marketing-with-jonathan-pipek-video/). It shapes [marketing positioning](https://www.salesenablementcollective.com/align-sales-and-marketing/). It influences [leadership decisions](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) and competitive planning across the organization. During one of our FIRT sessions, we uncovered an unexpected competitor for one of our services. This was a company that the broader organization hadn't fully recognized as a competitive threat in that particular space because the insight surfaced through a structured process; we were able to prioritize a competitive analysis and get ahead of the threat before it became a bigger problem. That's what happens when you treat field intelligence as a strategic input rather than anecdotal noise. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Abby-Ragan-5.png) ## Measuring impact: proving CI earns its place Competitive intelligence often struggles with perception. People see battlecards, newsletters, and updates. What they don't see, at least not easily, is the business impact behind those assets. > Demonstrating value matters, and the way you measure it will evolve as the program matures. In the early stages of building a feedback loop, focus on observing change and establishing consistent participation. That's where we are today. As the program develops, it becomes important to track both leading and lagging indicators. - Leading indicators might include participation rates in sessions like FIRT, asset usage, intelligence submissions, and engagement with feedback programs. - Lagging indicators include competitive win rates, deal velocity, deal size, and overall revenue performance. The goal isn't to prove that competitive intelligence alone drove a specific result. The goal is to demonstrate that intelligence informed better decisions, which contributed to better outcomes. That's a meaningful distinction, and it's one worth making clear to stakeholders evaluating whether the investment is worth it. ## What I learned from running FIRT One thing I didn't anticipate when we started this was how much effort it would take to build genuine participation. The first few sessions were hard. Participation was low. Conversations felt forced. Reps weren't entirely sure what kinds of insights we were looking for, or what would happen after they shared something. There was a reasonable amount of skepticism about whether it was worth their time. We learned quickly that sellers need preparation and context. They need to understand what types of insights are valuable, how those insights will be used, and most importantly, that their time is worth investing. Trust became the foundation of the entire program. [The surprising data-backed behaviors of top-performing sellers | Marc Wayshak, Sales Insights LabMarc Wayshak, Founder of Sales Insights Lab, discusses his research into the behavior of top sellers.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-b2081ede-0ab3-4f16-bb89-69cd66bb146d.png)Sales Enablement CollectiveRichard Bracchi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/CMA_Conversation_Intelligence_Podcast_Assets_11-c0ec07db-9c7a-4d8f-bccc-98f19385ad15.jpg)](https://www.salesenablementcollective.com/the-surprising-data-backed-behaviors-of-top-performing-sellers-marc-wayshak-founder-sales-insights-lab/) Over time, participation improved because sellers started seeing action come from the conversations. They saw [competitive analyses](https://www.salesenablementcollective.com/competitive-analysis-porters-5-forces-template-framework/) get prioritized. They saw [messaging](https://www.salesenablementcollective.com/how-to-master-sales-messaging/) evolve. They saw updates reflected to the field through the FSR process. > The moment sellers realize their feedback actually influences decisions is the moment participation starts to accelerate. I've also come to believe something through this process that feels important to share: the highest-performing organizations don't necessarily have more data. They learn faster. Building systems that help your organization learn faster is, in many ways, the whole point of what we do in sales enablement. ## Competitive intelligence is only as strong as its loop If there's one mindset shift I'd encourage you to make, it's this: > **Stop viewing sales as a team that consumes competitive intelligence and start viewing sales as one of the richest sources of competitive intelligence available to your organization.** No team spends more time talking directly to prospects. No team hears objections firsthand more consistently. No team is better positioned to understand [how competitors are showing up in the market](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/), or to identify emerging trends before they show up in a research report. Yet too many organizations treat those insights as anecdotal rather than strategic. The conversations happen. The insights surface. And then they evaporate because there's no system to catch them. The best competitive intelligence programs win because they harness the most valuable information available to them: information coming directly from the field. They build cultures where information is shared, challenged, refined, and acted upon. They create environments where sellers feel that contributing intelligence is worthwhile because they can see the results. Build the loop. Close it consistently. And keep listening to the people who are closest to the market. ### Why most value propositions fail and how to build one that doesn't URL: https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/ Last updated: 2026-07-23T09:43:50.000Z A powerful value proposition can be the difference between [winning a customer and losing them to a competitor](https://www.salesenablementcollective.com/attracting-customers-through-sales-enablement/) and yet, it's one of those things that many teams rush through or treat as an afterthought. If you've ever watched a promising deal fall apart because a prospect didn't quite "get" what you were offering, you'll know exactly what I mean. The value proposition is where clarity lives. Get it right, and everything downstream becomes easier for your marketing team, your sellers, and your customers. [The alignment power: team up with marketing, support & product | SECDeriving valuable insights from business data, client cases, or market trends for sales enablement can be a tricky task. However, all the resources are right there, in your company.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-b686e4d6-8ca4-4d33-b12b-e1bd6da10b98.png)Sales Enablement CollectiveYulia Ogorodnikova![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1532619675605-1ede6c2ed2b0-64e3f331-c451-4bcc-8ed2-29bb480137e5)](https://www.salesenablementcollective.com/the-alignment-power-team-up-with-marketing-support-and-product/) So let's get into it. What makes a strong value proposition, how do you build one, and how do you know if it's actually working? ## What is a value proposition? At its core, a value proposition communicates how your product or service will benefit your customer. It outlines why your product is essential for your target segment, how it solves their pain points, and why it's more desirable than what else is out there. [Research](https://www.nngroup.com/articles/how-long-do-users-stay-on-web-pages/) suggests you have somewhere between five and 30 seconds to hold the attention of a visitor to your landing page before they move on. That's a very short window. Which means your value proposition can't afford to be vague, wordy, or generic. Beyond the landing page, though, an articulated value proposition gives your selling teams a concise, confident way of communicating the product's capabilities in any selling scenario. Think about it as [one of the strongest enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) you can give your team. It creates focus. It creates clarity and when sellers are clear on the value they're delivering, their conversations with prospects become a lot more natural and a lot more effective. ## How to format a value proposition There's no single universally accepted format for a value proposition. What works brilliantly for one company might fall completely flat for another. That said, most effective value propositions share a few common structural elements that are worth knowing. A basic formula that many companies use includes: - **A headline** - **A sub-headline** - **Key benefits of the product or service** - **An accompanying image** Let's talk about the headline first, because it carries enormous weight. [On average](https://www.orbitmedia.com/blog/writing-headlines/), eight out of 10 people will only read the headline, with just two out of 10 going on to read anything else. That stat alone should tell you how much effort needs to go into getting it right. 💡 A strong headline needs to be short, concise, and clear enough to make someone want to keep reading. Once you've earned their attention with the headline, the sub-headline is your opportunity to expand on the benefits. This is where you can go a little deeper and speak more directly to [what your product does and why it matters](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/). Use this space wisely. 💡 Hone in on the features most relevant to your buyer personas, and resist the temptation to say everything at once. Finally, there's the image. Many people treat this as decoration, but it should be doing real work. The image you choose should reinforce your value proposition, not just make the page look nice. A picture of real people using and genuinely enjoying your product, for example, will almost always outperform a generic stock photo. > Aesthetics matter, but value matters more. ## How to create a value proposition A strong value proposition is essential for any company and can be achieved by completing four steps: ### Research your audience If you don’t understand what’s motivating your audience, how can you produce a value proposition that’ll resonate with them and convince them to buy your product? [Researching the market](https://www.salesenablementcollective.com/digital-b2b-marketing-lead-gen-using-owned-earned-media/) will allow you to identify what kind of language is appropriate to include so you can pinpoint your product's USP effectively. If you have an existing customer base, conduct customer and market research sessions. This will provide you with essential information on how your product is already helping them in their daily lives. Always ask questions that’ll help you establish: - **The type of language you should be using -** [craft your messages with prospective customers in mind](https://www.salesenablementcollective.com/how-to-master-sales-messaging/), and speak their language. For example, if your target segment is 16-24-year-olds, colloquial language would be justifiable. On the other hand, if you’re creating messaging for middle-aged professionals, this wouldn’t be appropriate. - **Their problems and pain points -** You need to present yourself as the definitive solution to the problem. If a prospect doesn’t consider you to be the best option on the market, they’ll take their custom elsewhere. In some instances, [feedback from your customers](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) may indicate that what you initially considered your main selling point isn’t held in the same esteem among your customers, in which case you need to reposition your product and reevaluate your initial messaging. ## Create buyer personas Teams that segment accounts with clear buyer personas are [over three times more likely to say](https://www.salesenablementcollective.com/gold-standard-prospecting-report-download-it-today/) their reps nail prospect prioritization (39 % vs 11.5%), paving the way for more deals. If you and your teams understand who your customers are and what they want, selling to them becomes more natural and authentic. From an enablement perspective, by [creating buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/) you're giving your teams the confidence and belief they need to have genuine conversations with potential customers. ## How to create buyer personas Your personas have to be built with real information from real people - using your gut instinct won’t do. And remember, creating personas is all about understanding audiences you already know want to buy from you; not people you wish would buy from you. [Buyer personas vs user personasUnderstanding the difference between a buyer persona and user persona is essential. To help you on your way, here are our insights on what separates the two![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-a06c5789-cd74-4e2f-a61f-ade5f77e08b6.png)Sales Enablement CollectiveMax Duce![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_personas-715bb8e5-f748-47de-a5c5-bffbcbfde2f7.jpg)](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/) Buyer personas can be created in four steps: ### Step 1: conduct thorough research Start by sifting through your records to see what kind of information you’ve already got on your customers. It’s unlikely you’ll stumble across everything you need to build a robust persona, but at the very least it’ll give you a jump start. Some other outlets to gather information include: - Adding relevant fields into any forms on your website; - Communicate with sales teams - they’re talking to these people day in, day out after all; - Introducing useful questions to your customer onboarding process; and/or - Interviewing existing customers face-to-face or over-the-phone - this option will usually provide you with the richest information. If you’re struggling to get people to say ‘yes’ to an interview, start by making it clear it’s not sales-driven, give them flexibility around days and times, and think about adding an incentive. If you’re picking up insights from several different sources remember to create some sort of forum for it all to be collated - it doesn’t need to be complicated, something as simple as an Excel spreadsheet with clearly defined headings would do. There isn’t a set number of people you need to speak to. The more the better, but, as a rule, for a persona to be considered credible you should aim for between 5 - 10 matching patterns. ### Step 2: understand your aims The two core areas you should be aiming to understand are: 1. What problems people are trying to solve, and 2. What they want to achieve. This kind of intel is gold dust for your marketing efforts because it enables you to relate to their motivations and tailor-make your proposition to their wants and needs. As well as 1 and 2 above, though, get around a table at the outset and think about anything specific to your business that would come in handy, the last thing you want is to realize you missed something key later down the line. ### Step 3: ask the right questions There are endless questions you could ask, but here are a few ideas to help you hit various touchpoints and create a holistic picture: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Create-buyer-personas.png) create buyer personas | ask the right questions ### **Step 4: collate your learnings** By this point, you should have insights coming out of your ears. To turn them into something actionable and meaningful, start by grouping common characteristics - it’s important not to rush this stage or make any hasty generalizations. Go through everything with a fine-tooth comb and only solidify an assumption if you’ve got enough evidence to go off. To help you get from A to B, here’s an overview of the types of areas you’ll want your personas to cover: - Job title and decision-making authority - Gender, age, and geographic location - Communication preferences - What they’re struggling with - Their overarching aims - How your product or service helps - How you should position your marketing messaging. One of your buyer personas might look like this: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/ask-the-right-questions.png) When you’ve identified your target audience, you need to develop your [product messaging](https://www.salesenablementcollective.com/product-messaging-framework-template/) and [product positioning](https://www.salesenablementcollective.com/how-to-create-a-first-class-product-comparison-page/). Your positioning statement will be used to communicate your value and highlight the benefits of your product, above those of your competitors. Be sure to answer key questions, such as: - What can you offer your customers? - What value do you bring to the table? - How will you solve the customer’s pain points? ## Complete competitive intelligence Never assume you’re the market leader. You need to conduct thorough competitive intelligence to establish what other businesses are doing, and if they’re offering something different, you have to develop your product to surpass the competition. If a customer has a choice between two competing products doing the same thing, you’re relying on the toss of a coin. When a differentiating feature genuinely matters, think just-in-time content delivery, [companies have cut ramp time by more than 50%](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/), from roughly eight weeks to four, and seen ROI follow suit. This research is a boost for your sellers as well. If a potential customer were to bring up a competitor in conversation, your sellers wouldn't be caught off guard. This intelligence enables them to pivot to discussing the differentiating features and USPs of your product with [full confidence in your product's value](https://www.salesenablementcollective.com/value-based-selling-taking-the-fear-factor-out-of-cold-calling/) compared to your competitors. ## Identify the main benefit of your product Having identified your buyer persona and competitors, you need to establish the main benefit of your product. In some cases, there may be multiple reasons you think a customer should use your product or service. For example, Uber acknowledges the frustrations associated with ordering a ‘traditional’ cab, before highlighting why users should use their app instead. They have three features that could be deemed USPs: a car comes directly to you, your driver knows exactly where to go, and payment is cashless. However, the collective USP is that commuters can order a cab at the touch of a button - that’s what users are interested in most. ## How to test your value proposition Creating a value proposition is one thing. Knowing whether it actually works is another. Once you've built yours, you need to put it to the test before you bet the farm on it. Here's a straightforward five-step process for doing that: 1. **Define who you're targeting and what benefits you're bringing them.** Be specific here. The clearer you are, the more useful your test results will be. 2. **Build a simple landing page.** Keep it focused. The goal is to isolate your value proposition and see how it performs, so don't clutter the page with other messaging. 3. **Set up a cold email or LinkedIn outreach campaign.** You want to reach people who have no prior relationship with your brand. 4. **Launch the outreach.** Let it run long enough to gather meaningful data. 5. **Evaluate whether the offer resonates or fails.** Look at response rates, click-throughs, and conversion. Be honest about what the data is telling you. A cold outreach campaign is genuinely one of the best tests you can run. If you're able to convert prospects who've never heard of you before, that's a strong signal that your value proposition is doing its job. If the response is flat, you've learned something important, and you can go back and refine before you've wasted significant budget on a message that isn't landing. A strong value proposition doesn't happen accidentally. It's the result of understanding your audience deeply, knowing your competitive landscape, getting clear on what you uniquely offer, and then communicating all of that in a way that's concise, credible, and human. For sales enablement professionals, this matters on two levels. - On one level, it's about helping the business attract and convert customers. - On another level, it's about giving your sellers the tools and clarity they need to have confident, authentic conversations. When the value proposition is solid, selling becomes less about persuasion and more about connection. Take the time to build it properly. Research your audience. Create real buyer personas. Know your competitors. Find your core benefit, back it up with data, and then test it rigorously. That process might take longer than you'd like, but the payoff, in terms of clarity, confidence, and conversion, is absolutely worth it. ### Why 95% of your call insights die in dashboards URL: https://www.salesenablementcollective.com/why-95-of-your-call-insights-die-in-dashboards/ Last updated: 2026-07-23T09:41:49.000Z Over the last two and a half years, we've done more than 150 deployments of [AI](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) role play technology across some of the largest enterprise companies in the world. Workday, Intel, IBM. Teams of hundreds, sometimes thousands of reps. And I'll be honest with you: we've learned some things the hard way. When we started HyperBound, the pitch felt almost self-evident. Practice makes perfect. Everyone agreed. You'd walk into a room, make the case for AI role play, and heads would nod. Then you'd deploy it, and... nothing. Tumbleweeds. So we stopped trying to come up with clever workarounds and started asking a more honest question: why? What we found, distilled from all those deployments and conversations, came down to three hard truths. Three things that, once you understand them, completely change how you think about rolling out enablement technology and driving what we now call revenue activation. ## Hard truth one: reps don't want to practice There. I said it. This was a difficult thing for us to reckon with, especially as a role play company. We believed deeply in the value of practice. We still do. But belief doesn't create behavior. When we started digging into why [adoption](https://www.salesenablementcollective.com/avoiding-pitfalls-to-enablement-adoption/) was so low, we kept coming back to the same simple reality. Reps are measured on two things: activity and performance. That's it. Those are the metrics that determine whether they make money, whether they hit quota, whether they keep their jobs. So unless practice is directly connected to one of those two things, it's always going to feel like extra work. And people don't voluntarily take on extra work when they're already stretched thin. We had one customer where adoption sat at around 20%, no matter what we tried. We dedicated a full-time person to cracking it. We tried competitions, gamification, all kinds of creative nudges. Nothing moved the needle in any meaningful way. That's when we realized the problem wasn't the tactics. The problem was that we were trying to manufacture motivation artificially, and that just doesn't hold. A rep has to *want* to open HyperBound. You can't engineer that from the outside in. The only way to genuinely create that pull is to make the connection between practice and performance undeniable. And to do that, you need data. Specifically, you need to show a rep that the objection they keep stumbling on in real deals is exactly what they're about to practice. That changes the framing entirely. It's no longer "here's a generic skill-building exercise." It's "here's what's costing you deals right now, and here's how you fix it." When practice is tied to a rep's actual pipeline, their actual calls, their actual struggles, the motivation becomes intrinsic. They do it because it clearly helps them. And that's the only kind of adoption that actually sticks. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) ## Hard truth two: frontline managers are set up to fail Frontline managers carry more responsibility in a sales org than almost anyone else. They spend the most time with reps week over week. They have the highest potential to drive real behavior change. And yet, in most organizations, they get the least support. Think about how most frontline managers end up in that role. They were great reps. They hit their numbers. They got promoted. And then, suddenly, they're expected to coach a team, run pipeline reviews, forecast accurately, and hold people accountable, often without any real training on how to do any of it. They know how to be accountable for themselves. They've never had to figure out how to be accountable for eight, ten, fifteen, sometimes twenty people at once. At a one-to-eight manager-to-rep ratio, it's hard but manageable. We work with companies where that ratio is one-to-fifteen or even one-to-twenty. At that point, you're asking someone to do something that's genuinely impossible. And then we pile on dashboards, data requests, coaching expectations, and forecasting calls, and wonder why nothing gets done. What ends up happening is decision paralysis. There's so much information coming at these managers that they can't prioritize any of it. So they prioritize nothing, or they default to the most urgent fires rather than the most important work. [Is sales enablement software worth it? a buyer’s guideSales enablement software pays off for most growing teams, but only with coaching behind it. How to tell if the investment works before you buy.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-e6afbea8-da38-4dcf-8908-c690f552c7de.png)Sales Enablement CollectiveIvan Nyagatare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles-1-cacafe36-aee6-4a0f-a0c9-b77eaa7a78e3.png)](https://www.salesenablementcollective.com/is-sales-enablement-software-worth-it-a-buyers-guide-to-content-ramp-and-win-rates/) Getting frontline managers bought into your enablement strategy requires making their job easier, not harder. It means giving them specific, actionable information rather than asking them to swim through thirty-five dashboards to find a signal. It means surfacing what their reps are struggling with without requiring them to listen to every call. It means making the path from insight to action short enough that they'll actually walk it. ## Hard truth three: CROs want an easy button, and that's actually reasonable I've spoken with more than 150 CROs in the last six months. And almost every single one of them wants the same thing: a fast, clear path from initiative to revenue impact. When I first started encountering this, I'll admit I found it a little frustrating. These are experienced leaders. They know business doesn't work that simply. But then I started thinking about it from their perspective, and it makes complete sense. The average CRO tenure is around 18 months. That's it. So if you're a CRO and you want to run a real initiative, say you've changed your pricing, and you need all your reps to start delivering that new message consistently, that alone can take six months to actually shift behavior. Then you need another three to six months to see whether it's actually moving closed-won revenue. If everything goes perfectly, you get two or three real at-bats during your entire tenure. Two or three. That's not a lot of room for error. So when a CRO looks at a coaching and practice program and thinks "that's not the fastest path to revenue," they're not being dismissive. They're doing the math. And the math feels brutal. The challenge for us as enablement professionals is that we know coaching and practice do drive revenue. That's why we have the jobs we have. But knowing it and proving it in the numbers are two very different things. And if we can't demonstrate the connection clearly and quickly, we're going to keep losing that conversation. The answer, again, comes back to data. And to something we need to be honest about. ## Your insights are dying in dashboards Here's a stat that should give everyone pause: 95% of conversational intelligence insights, call recordings, transcripts, and emails never get reviewed. Managers spend about 5% of their time coaching, partly because they're only listening to around 1% of actual calls. Not because they don't care, but because reviewing all of it is simply not humanly possible. So you have this enormous amount of data sitting in your systems, and almost none of it is being turned into action. It's not that the data isn't valuable. It's that no human can process it at the scale at which it exists. And this is where AI is genuinely changing things, though maybe not in the way people expect. The problem with most dashboards is that they show you what happened without telling you what to do about it. You can see that talk-listen ratios went up last month. You can see that deal velocity slowed in Q2\. But when you ask a follow-up question, most people can't explain why, and they certainly can't tell you what to change. By the time you've jumped between ten dashboards, gathered some anecdotal feedback, and formed a hypothesis, two or three months have passed, and the competitive landscape has already shifted. Dashboards, as they currently exist, are where insights go to die. They feel like progress because they're full of information. But information without action is just noise. [Frontline sales leadership: the 3 things that matter mostZach Barney runs through the three key focuses to lead your sales team to success as a frontline leader.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-f7e36126-7f47-49c5-a5a7-bb7e4ec761f9.png)Sales Enablement CollectiveZach Barney![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Zach-b85f926b-b47c-4e20-8829-87cb89a2acae.jpg)](https://www.salesenablementcollective.com/3-key-focuses-for-effective-frontline-sales-leadership/) ## Revenue activation: applying the scientific method to enablement What we've been building toward at HyperBound is a framework we call revenue activation. And at its core, it's just the scientific method applied to sales enablement: observe, hypothesize, experiment. **Observe.** You have data everywhere. In your CRM, in your call recorder, in your email platform. The first step is actually using it. Not skimming it, not waiting for a quarterly review, but systematically analyzing what's happening in the field right now. **Hypothesize.** Once you've observed, you start forming theories. Which objections are reps struggling with most often? Which competitors are they consistently losing to, and why? Which personas tend to trigger which deal stalls? These aren't hunches anymore. They're patterns pulled from real conversations and real opportunities. **Experiment.** Now you act on those theories. You build targeted practice scenarios around the specific objections that are costing you deals. You create role plays tied to actual personas from an actual pipeline. And you measure whether it moves the needle. The shift here is subtle but important. When practice is connected to observed data from the field, it stops feeling arbitrary. A rep who knows they're about to face a CFO who always pushes back on pricing, and who has just practiced that exact conversation three times before the call, is in a fundamentally different position than a rep who completed a generic MEDDPICC certification six months ago. ## What this looks like in practice Let me walk you through how this actually works inside HyperBound, because the theory only means something if you can see it running. Using our AI super agent, Coda, an enablement leader can ask something like: "What were the top reasons deals stalled in the last 30 days?" Coda pulls from your CRM, your call data, and your email history, and it surfaces the actual patterns. Legal and security concerns. Budget constraints. Stakeholder bandwidth. Integration uncertainty. And it doesn't just name them. It tells you how many deals were affected and how much pipeline is at risk. From there, you can go deeper. Ask it to identify the top five objections coming up across your calls. It'll show you specific quotes from real prospect conversations, how frequently each objection appeared, and which personas tend to raise them most often. And then, here's where it gets genuinely useful: it recommends what to do next. Build a competitive battle card for these specific pricing objections. Create a one-pager on Salesforce and Teams integrations because those keep tripping reps up. Develop a clearer implementation talk track because timeline uncertainty is frustrating buyers. Once you have that analysis, you can ask Coda to build role play scenarios for each persona, built from your own data. These aren't generic simulations. They're constructed from what's actually happening in your pipeline. Then you can assign those role plays to specific rep segments and set up automatic notifications to their managers when they complete them, along with a summary of where each rep struggled. Suddenly, managers don't need to track everything manually. They get a clear, timely signal about where their people need support, without having to dig for it. [Defend your margins: Is negotiation training worth it?Negotiation training pays off when it is reinforced, not run as a one-off workshop. Here is the ROI data, when to invest, and how to measure ROI.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-eb8bd1f0-2599-48a0-a45a-872f5274447b.png)Sales Enablement CollectiveIvan Nyagatare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Negotiation-training-48c1fd58-ebb8-4c6d-b530-ac43d12b74a3.png)](https://www.salesenablementcollective.com/defend-your-margins-is-negotiation-training-worth-it-for-sales-teams/) ## Just-in-time enablement The rep-facing side of this is what we call just-in-time enablement, and it's probably the piece I'm most excited about. When a rep has a call coming up, HyperBound already knows who they're meeting with, what's happened in that deal so far, and what objections are most likely to surface in that next conversation. Before the call, it automatically builds a short, targeted role play, typically three to five minutes, focused on the specific objection that's most likely to come up. These aren't hour-long training sessions. They're bite-sized, deal-specific, and delivered right when the rep needs them, whether that's through a Slack message, inside their CRM, or wherever they're already working. No login required. No friction. The manager gets notified when the rep completes it. They know their rep has a high-stakes call tomorrow. They know what the rep practiced. And if the rep didn't practice, that's information too. This is how you make the connection between practice and performance concrete enough that reps actually feel it. And it's how you give managers the visibility they need without adding to their already impossible workload. ## The common thread When you look at all three hard truths together, reps who won't practice, managers who are overwhelmed, CROs who need to see results fast, the thread running through all of them is the same. Data, and specifically, the gap between having it and using it. We have more data than ever before. Call recordings, email threads, CRM opportunity data, conversation intelligence. It's all there. The problem is that 95% of it sits untouched because no human team can realistically process it at scale. AI closes that gap. Not by replacing human judgment, but by doing the analysis work that humans genuinely can't do at volume, and then surfacing clear, actionable recommendations rather than another dashboard to scroll through. The organizations that are going to win at this are the ones that move from insight collection to insight activation. From dashboards that describe the past to systems that shape what happens next. That's what revenue activation is about. And it's what we've seen work, again and again, across more than 150 deployments. If you're in the middle of rolling out AI role play right now, or thinking about it, the single most important thing I'd leave you with is this: don't assume that building the role plays and assigning them is enough. There's more to the story. Connect the practice to real data from the field, make it easy for managers to see what's happening, and give reps a reason to show up that's tied to their actual pipeline. Do that, and adoption stops being something you have to chase. --- *Sriharsha Guduguntla, Co-Founder & CEO at Hyperbound, gave this talk at our Sales Enablement Summit, Seattle, 2026\.* ### The future of revenue is postmodern: why the old sales process no longer works URL: https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/ Last updated: 2026-07-23T09:44:07.000Z [Sales](https://www.salesenablementcollective.com/sales-plays-what-they-are-how-they-work-and-templates-to-get-started/) has always had a process problem, not because the process is bad, but because the process we relied on for decades was built for a world that no longer exists. To understand where selling is headed, you have to understand where it came from and then be willing to drop a few assumptions that still shape how you run and enable your teams. ## A brief history of the sales process The obsession with [a defined sales process](https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/) took hold in the 1980s. The logic was simple: identify your top performers, work out what they do, and build a process that helps everyone else replicate it. Move a C player to a B, a B to an A. Companies invested heavily in training and methodology, all designed around a single process applied universally, on the belief that consistency produces results. It was reasonable for its time but now the world has changed since but the process has not. ## We're in a postmodern selling era Postmodernism rejects the idea that one universal set of principles applies to every individual in every situation. Applied to sales, that means something specific: no single set of principles works for every customer engagement. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Tim-Riesterer--2-.png) That is the world we operate in now, and it has real implications for how you build a revenue process. Three features of the traditional approach show its age. It was built around the seller, not the buyer. [Research](https://acornmktg.com/b2b-buyer-jouney/) consistently shows that roughly 80% of buyers are deep into a digital journey before they engage a salesperson. They research independently, form opinions, and often arrive having already made significant progress toward a decision. The process needs to reflect buyer activity, not seller activity. It treated every situation the same way. One process for everyone made sense when acquisition was the main motion. We now operate in a recurring revenue environment where around 80% of customer revenue comes from existing customers. Acquisition and expansion are different commercial scenarios, and running both through one process leaves money on the table. So the math is stark: 80% of buying is digital and buyer-driven, 80% of revenue growth comes from existing customers, and 80% of the process was never properly coached. The traditional sales process was already more an idea than a reality. ## What the postmodern revenue process looks like Abandoning process thinking is the wrong response. The goal is a process that fits commercial reality. Three characteristics define it. - **Partnered:** marketing, sales, and customer success work together across the entire buying journey. [Most organizations still run these functions in silos](https://www.salesenablementcollective.com/how-modern-sales-organizations-are-approaching-sales-enablement-to-drive-results/), each with its own objectives and definitions of success. A partnered process creates [a consistent buying experience across every touchpoint](https://www.salesenablementcollective.com/enhancing-b2b-tech-sales-through-lessons-learned-from-my-recent-car-buying-experience/) and recognizes that customer success has a role in acquisition, not only retention. - **Precise:** the process is tailored to specific commercial moments. Acquisition differs from expansion, which differs from renewal. Each has its own psychology and its own required approach, so you [build distinct processes](https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/) rather than stretching one framework across all of them. - **Prescriptive:** loosely suggested activity gives way to automated, integrated workflows. The right messages, content, and skills get deployed at the right moments, with enough frequency to move things forward. [Technology matters](https://www.salesenablementcollective.com/sales-enablement-and-technology/) here, but it is only as good as the thinking behind it. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Tim-Riesterer--3-.png) ## Acquisition and expansion are fundamentally different This is the point worth holding onto, and it is grounded in behavioral science. Status quo bias sits at the center of [B2B decision-making](https://www.salesenablementcollective.com/b2b-basics-identifying-the-decision-makers/). It is the human tendency to stick with the familiar and avoid the risk of change, even when a better option exists. [Acquiring a new customer means disrupting that bias.](https://www.salesenablementcollective.com/why-sales-reps-need-to-experience-customer-onboarding-and-close-the-empathy-gap/) You make the case for change, give someone a compelling reason to move, and convince them to choose you and act now. That messaging is designed to make the cost of staying the same feel greater than the cost of changing. Expansion works on opposite ground. With an existing customer, you are the status quo. Your job is to build on it: reinforce the value already delivered, anchor the conversation in measurable outcomes, and use that foundation to open new opportunities. Different story, different skills. ## Commercial choreography Commercial choreography is how these elements come together. [Marketing campaigns](https://www.salesenablementcollective.com/marketing-content-sellers-use/), [sales conversations](https://www.salesenablementcollective.com/conversations-not-content-how-sales-enablement-lost-its-way-2/), [enablement content](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/), and [customer success activity](https://www.salesenablementcollective.com/what-is-customer-success-enablement/) get integrated into one coordinated sequence. Moving a prospect from awareness to a qualified pipeline involves marketing generating hand raisers, sales development converting them to meetings, and account executives turning meetings into opportunities. > Choreography means those roles are defined and aligned so the buyer gets a coherent experience rather than disconnected interactions from departments with competing priorities. ## Cadences make persistence the default Cadences, also called sequences or plays, are structured touch patterns that create the persistence most sellers won't maintain on their own. Fatigue sets in, priorities shift, and reps stop after a few attempts. The research is clear that this happens too early. Converting a hand raiser to a meeting takes roughly 15 steps across 21 days, using email, voicemail, and LinkedIn. [Most SDRs give up well before that](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/). When the cadence is built into the workflow with the right messaging and content, persistence becomes the default rather than the exception. That shift has a wider consequence: all selling is now inside selling. The old line between independent field sellers and structured inside sellers has largely collapsed. Logging interactions, following prescribed touch patterns, and using integrated content is becoming standard for every seller, whatever the title. Enablement sits at the center of making that work, ensuring sellers understand the why, have the skills, and carry [content that serves the buyer at each stage](https://www.salesenablementcollective.com/buyer-journey-content-map-framework/). ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Tim-Riesterer.png) ## Aligning content and skills to the moment A cadence without the right content is noise. Skills training disconnected from real commercial scenarios doesn't improve performance. Acquisition content differs from expansion content. The skills for a "why change" conversation with a prospect differ from the skills for a business review with an existing customer. Training can no longer be a standalone event once or twice a year. It needs to live inside the choreography, available when sellers need it. [Impact of Enablement Report 2025 | SEC x SpekitDownload your copy of SEC’s 2025 Impact of Enablement Report - produced in partnership with Spekit.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-2d3f68ee-ac92-41a9-b740-bad41090258a.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Impact_of_Enablement_Report_Spekit_Meta_-2-02a3cf8d-466c-4cf8-8070-4e7cd4ae7dfb.jpg)](https://www.salesenablementcollective.com/impact-of-enablement-report-2025-post/) Expansion is where many organizations leave the most revenue behind. The incumbent advantage is real: delivered impact, built relationships, shared investment. The expansion conversation starts by documenting the outcomes already achieved, then uses that record to introduce cross-selling, upselling, or expanded adoption. The risk is sounding like a competitor making the case for change, when your strength is building on what already works. The shift to postmodern selling is already reshaping [how revenue teams operate](https://www.salesenablementcollective.com/closing-the-gap-between-revenue-teams-2/). The future is partnered, precise, and prescriptive, treating acquisition and expansion as distinct motions with their own psychology and capabilities. Automation is making persistence standard rather than exceptional. Sales enablement sits at the intersection of all of it. Integrating messages, content, and skills into coordinated commercial choreography is exactly the work enablement teams are positioned to lead. The question is whether yours is ready. ### How to align marketing, product, and support (and why it is a competitive advantage) URL: https://www.salesenablementcollective.com/the-alignment-power-team-up-with-marketing-support-and-product/ Last updated: 2026-07-22T11:34:03.000Z Give reps real enablementthink at least two hours of coaching a week and watch [win rates jump from 45 percent to 60 percent](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/). The right resources don’t just feel helpful; they actually create more closed deals and more revenue. But deriving valuable insights from business data, client cases, or market trends for sales enablement can be a tricky task. However, all the resources are right there, in your company. In an ideal world, the sales team works alongside the product, marketing, and support teams to ensure the buying process is a smooth, continuous path. > The foundation of this path is the [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/), which reveals the customer’s experience with sales, marketing, and support. But very often, the reality is that separate teams are working on the same goal but without a common strategy. [Marketing](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/) focuses on attracting leads; sales are responsible for winning clients; customer support tends to the needs of current clients to build and maintain relationships; the product team works on improving customer satisfaction with the product. Can you relate to it? The trickiest part is that the process of attracting, supporting, and retaining a client is complex. But when there is a path that clients perceive as a single whole, why should a company see it differently? Moreover, the sales enablement role is cross-functional; you can’t create and deliver an efficient sales enablement strategy alone inside your sales team. Here are some working tips on how you can work closely with the marketing, support, and product teams, and don’t lose your cool. ## Marketing That back-and-forth is real: [39.6 percent of sales teams name ‘not enough qualified leads’ as a top frustration](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), while marketers counter that sales still drop the ball on warm opportunities. Has this happened to you? Of course, it has and nobody is surprised. > Alignment between sales and marketing starts with defining what a quality lead is for the company, rather than for the teams separately. [A buyer persona](https://www.salesenablementcollective.com/sales-focused-buyer-personas-what-why-how/) is a holy grail that gives everyone a clear picture of how your ideal customer behaves and communicates. Based on the buyer persona, teams communicate to set common goals and create a plan for how each of them will make an impact. ### How marketing team can help you [Marketers](https://www.salesenablementcollective.com/optimizing-your-most-important-marketing-channel-your-sales-team/) work closely with the product team on positioning, messaging, and the launch of the product. They produce and develop content that helps clients decide. This content includes blogs, eBooks, case studies, brochures, videos, and much more. It helps to be consistent with what you sell as a sales representative and what the company offers in reality. There is no place for misunderstanding between teams. ### How to assist marketers You can help marketers by providing them with sales tips that help to win a client. Undoubtedly, [the sales team is the first point of communication with customers](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/). Marketers create hypotheses based on data and behavior patterns, but only sales know the real cases. Don’t hesitate to share your in-depth industry knowledge with them to improve marketing and sales materials. [RevOps & enablement: A match made in revenue heavenNicole Ward explores the relationship between enablement and revenue operations, and why enablers should report into RevOps.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-87d4be50-91a3-41e0-ad03-3914fb5c8b61.png)Sales Enablement CollectiveNicole Ward![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text--7--d9018112-11e9-4d11-996a-fddb488146cb.png)](https://www.salesenablementcollective.com/revops-enablement-a-match-made-in-revenue-heaven-2/) Give them your advice and opinions on how content should be presented; only you know why customers choose your company over your competitors. ## Support Why do sales and support teams struggle to work together? The answer is another common quarrel: sales blames support for customer churn, support holds sales responsible for selling bad deals to customers that drop out after a couple of months. ### How the support team can help you The support team is the closest team to the clients. They know the client’s problems and expectations when it comes to the company and its products. Their insights are crucial for the sales team, as they help to improve the quality of the sale. Ask for a list of pain points and essential features; you might be surprised to find out that a client has fallen in love with a specific feature or product that you have tried to sell for a long time unsuccessfully. Having had closer ties with the support team, the clients are eager to share the good and bad experiences they’ve had with your competitors. These insights are indispensable for future pitches. ### How to assist the support team [The sales team](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/) should make a client’s transition from the sale to the customer as smooth as possible, from introducing their customer manager or team to mapping a client’s pain points, requests, and expectations. If the support team is also responsible for upsales, make sure you have shared your insights and ideas. As you are on the frontline of the process, you can control offers and other methods for getting sales throughout the company, but you should always keep the support team in the loop. ## Product Again, conflicts between these two teams bring chaos to the company, where sales claim that the product team creates [an unsustainable product roadmap](https://www.salesenablementcollective.com/roadmap-to-drive-sales-transformation-in-large-organizations-video/) and produces products and features that the real clients don’t need. At the same time, the product team blames sales for selling unfeasible and even non-existent products or promising unrealistic deadlines. Both teams [should align with the primary strategy](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/), and it is better when they work on a quality product that fits market needs. Then, there is no place for producing features for the sake of features or selling “whatever to whoever” to meet the KPIs. ### How the product team can help you To stay aware of upcoming products, features, and other product changes, make sure you have access to a product roadmap and backlog. Whereas the roadmap helps the product team capture, organize, and communicate their product’s goals in the following months and years, the backlog contains a useful list of tasks in priority order. > Keeping your sales plans and KPIs in sync with the product roadmap and backlog helps you to organise your work and keep your team members motivated towards your goals. It also helps you keep track of when and how your sale proposal should be updated. ### How to assist the product team At the same time, everyone would benefit if the sales team contributed to the product’s roadmap and backlog. Again, you know what the customer is looking for, how your products or solutions will be of value, and when they’ll need them. Help yourself and motivate the product team to implement the feature as soon as possible. This gives you the best chance of winning the client. > All you need is to remember that sales can’t reach your goals alone — only by receiving support from other teams and giving back will you make progress. The change in consumer perception and behavior makes it obvious for companies that there are no more separate departments, but rather teams ready to look beyond their own interests to provide cross-functional expertise to the clients. ### Why cross-functional alignment matters for sales enablement Sales enablement is uniquely positioned to drive this work because it sits between teams and sees where breakdowns happen. You hear what buyers ask, what reps struggle with, and where internal friction slows execution. That perspective makes enablement a practical owner of cross-functional alignment. Share knowledge, share wins: aligned teams average 82 percent quota attainment, while [siloed peers stagger at 32 percent.](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination/) Marketing creates content that supports real sales conversations. Product prioritizes what customers actually need. Support can step in earlier to protect retention and surface trends that matter to revenue growth. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Yulia--1-.png) ## How to drive cross-functional alignment: a practical framework Cross-functional alignment rarely happens accidentally. It improves when teams agree on how they'll work together, how success gets measured, and where key information lives. Here's a simple starting point for sales enablement. ### 1\. Agree on shared goals and KPIs Bring sales, marketing, product, and support together to define the outcomes that matter across functions - pipeline quality, win rate, retention, expansion, and NPS. You feel the friction when goals differ; so does the data. [Only 51 percent of enablement pros agree with leadership on how success gets measured](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), leaving the rest to wrestle with mismatched KPIs. If it helps, formalize these outcomes through OKRs. ### 2\. Establish a communication cadence Set a regular rhythm for collaboration instead of relying on ad hoc updates. Weekly or biweekly syncs, monthly reviews, and quarterly planning sessions keep teams aligned on priorities, blockers, and market shifts. ### 3\. Create a single source of truth Pick one trusted place for messaging, customer insights, roadmap updates, and enablement materials. Whether that's your [CRM](https://www.salesenablementcollective.com/build-vs-buy-the-sales-enablement-playbook-for-technical-objections/), enablement platform, or a shared workspace, every team should know where to find the latest version of what's true. [The essential guide to sales playsThis comprehensive guide breaks down how to build action-oriented sales plays, drive field adoption, and equip your revenue team with the exact tools they need to win competitive deals, launch new products, and revive stalled pipelines.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-257a74d8-610e-4ae3-a95d-258648ce401b.png)Sales Enablement CollectiveIvan Nyagatare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_--1--4f7f9320-4d8d-4def-9ded-784ef7eba318.png)](https://www.salesenablementcollective.com/sales-plays-what-they-are-how-they-work-and-templates-to-get-started/) ### 4\. Measure and iterate [Track how alignment is showing up in practice](https://www.salesenablementcollective.com/align-sales-and-marketing/). Look at content usage, handoff quality, feedback loops, retention signals, and how quickly cross-functional requests get acted on. Review results regularly and adjust when gaps appear. ## Cross-functional alignment FAQs ### How do you drive cross-functional alignment? Start by setting shared goals that multiple teams are accountable for, then agree on the [KPIs ](https://www.salesenablementcollective.com/aligning-kpis-to-create-successful-partnerships/)that measure progress. From there, create a regular communication cadence and maintain a single source of truth for customer insights, messaging, and priorities. ### What's an example of cross-functional alignment? A common example is sales, marketing, and product aligning around the same ideal customer profile and shared KPIs such as pipeline quality and retention. Marketing adjusts campaigns based on deal feedback, product prioritizes features tied to customer demand, and sales uses messaging that reflects the actual roadmap. ### What's another term for cross-functional alignment? Other common terms include cross-functional collaboration, organizational alignment, interdepartmental alignment, and inter-functional integration. Each describes teams working toward shared outcomes rather than operating in silos. ### Is sales enablement software worth it? A buyer's guide to content, ramp, and win rates URL: https://www.salesenablementcollective.com/is-sales-enablement-software-worth-it-a-buyers-guide-to-content-ramp-and-win-rates/ Last updated: 2026-07-15T14:12:12.000Z Buying sales enablement software is rarely a technology decision but a bet that better [content](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/), [training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/), and [coaching](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) will show up in the [pipeline](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/), and the hard part is knowing whether that bet pays off before you sign a contract. [Sales enablement software](https://www.salesenablementcollective.com/to-buy-or-build-making-the-right-business-software-decisions/) is worth it for most growing revenue teams, provided the purchase solves a specific problem rather than chasing features. Teams that pair the technology with coaching report higher win rates, faster onboarding, and far better use of the content marketing already produces. Bought as a feature list and left unmanaged, it becomes expensive shelfware. This guide works through the three questions buyers actually ask: does it work, when should you buy it, and which platforms handle coaching. For a straight rundown of the tool categories themselves, SEC's [guide to sales enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) covers the landscape. ## What is sales enablement software? Sales enablement software is technology that helps revenue teams sell more effectively by putting the right content, training, coaching, and buyer insight in front of sellers at the moment they need it. The terms software, tools, and platforms are used interchangeably. Common examples include content platforms such as Highspot and Seismic, sales readiness tools such as Mindtickle, and conversation intelligence tools such as Gong and Chorus. The category is large and growing. One market sizing cited in a May 2026 [Cirrus Insight](https://www.cirrusinsight.com/blog/sales-enablement-statistics) roundup valued the sales enablement platform market at $5.23 billion in 2024 and [projected it to reach $12.87 billion by 2032.](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) [Sales enablement tools: Guide to platforms, software & techThere are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-797a4168-589d-424f-95a1-b0e687714d62.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_cms-36e0d268-cc0f-4699-a765-c082c840dd62.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ## Does sales enablement software actually work? Yes, under conditions. The evidence lies in three measurable areas: how content is used, how quickly reps ramp up, and how often they win. In each case, the software helps most when it is reinforced by coaching rather than run on its own. ### Does it improve content usage? This is where the return is clearest, because the starting point is so poor. Forrester research, cited in the May 2026 [Cirrus Insight](https://www.cirrusinsight.com/blog/sales-enablement-statistics) roundup, puts the share of marketing content that sales never uses at around 65%, a figure that has held steady for over a decade and climbs above 80% in some audits. Forrester estimates that roughly $2.3 million is lost per enterprise each year due to unused content. Finding material is its own drain on the day. SPOTIO's [2026 sales statistics](https://spotio.com/blog/sales-statistics/) report that 84% of sales executives name content search and use as their single biggest drag on productivity, while[ Salesforce's State of Sales 2026 ](https://www.salesforce.com/news/stories/state-of-sales-report-announcement-2026/)finds reps spend only about 40% of their time actually selling. Enablement software addresses both problems by tagging [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) by deal stage and persona, surfacing it inside the CRM or the call, and then reporting on which pieces influence deals. That reporting turns content usage from a guess into a number that sales and marketing can act on together. ### Does it improve win rates and ramp time? Coaching-led programs are the ones that move the number. [CSO Insights research](https://www.kornferry.com/insights/featured-topics/sales-transformation/building-the-business-case-for-sales-coaching), long cited in enablement circles, found that teams running dynamic, technology-supported coaching post 28% higher win rates than teams without it. The mechanism is faster, more consistent skill development rather than the tool itself. Ramp is the other measurable win. [Industry benchmarks](https://www.rainsalestraining.com/blog/the-roi-of-effective-sales-training) in the May 2026 roundup put typical onboarding at three months to basic buyer-readiness, nine months to competence, and fifteen months to top performance, and structured enablement shortens the early stretch. Effective training also keeps people: the same roundup reports that companies with highly effective training see 33.8% lower seller turnover, which protects the institutional knowledge a new hire takes over a year to build. One caution regarding the effectiveness case is that top-performing teams use nearly three times as much sales technology as underperforming teams, but correlation is not causation. Tools support good behavior; they do not create it. Knowledge decays quickly without reinforcement, and research on the forgetting curve, cited in May 2026, shows that reps lose up to 70% of training within 24 hours and 87% within a week when nothing follows the session. ## When should you buy or add sales enablement software? Add sales enablement software when the cost of not having it starts to show up in results: reps missing quota because they cannot find or trust their content, onboarding that drags on for a quarter, messaging that drifts as the team grows, or managers coaching on instinct because they have no visibility into calls. Headcount is a weak signal on its own. Many teams reach this point around 10 to 25 reps, but the trigger is the problem, not the size of the team. A few signals that a team is ready: - Sellers rebuild decks and one-pagers because they cannot find the approved versions - New hires take longer than a quarter to close a first deal - Marketing cannot tell which content is used or working - Managers have no consistent way to review calls or measure skill - Messaging is starting to vary rep to rep Buyer behavior adds urgency to the timing. [The Cirrus Insight roundup](https://www.cirrusinsight.com/blog/sales-enablement-statistics) notes buyers now complete around 70% of their research before speaking to a rep, and 81% already have a preferred vendor by first contact. That leaves an unequipped seller little room to change the outcome, which is part of why enablement budgets keep rising. Before you spend, resist the urge to choose the longest feature list. Start from the specific problem you need to solve, confirm the tool fits your existing tech stack, and weigh it against clear criteria: goal, budget, integration, scalability, usability, and compliance. A cheaper tool that does the two things you actually need usually beats a broad platform nobody adopts. ## How do sales enablement platforms train reps? Sales enablement platforms train reps by combining structured learning with practice and reinforcement. They deliver onboarding paths and certifications, let reps rehearse pitches and objection handling through increasingly AI-driven role-play, and turn real calls into targeted coaching through conversation intelligence. The point is to carry a skill from a training module into a live deal. Reinforcement is why the good platforms lean on repetition rather than a single event. Given how quickly training is forgotten without follow-up, they space learning out, quiz reps over time, and score progress, so managers can see who has mastered the material rather than just clicked through it. [Sales readiness](https://www.salesenablementcollective.com/what-is-sales-readiness/) exercises simulate real selling situations, and conversation intelligence lets managers [pinpoint exactly where a rep needs help](https://www.salesenablementcollective.com/how-manager-enablement-can-boost-sales-rep-performance/) rather than having to sit through hours of recordings. Newer platforms increasingly use [AI to surface coachable moments](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) automatically. ## Which sales enablement platforms include coaching? Most modern platforms now include coaching, but they approach it differently. The right choice depends on where your coaching problem lies: live call execution, structured readiness before reps dial in, or low-stakes rehearsal. Call-based tools work best when reps know the material but stumble in the room. Practice-based platforms fit better when the problem is readiness before the first conversation. The platform is only half of it, though. As we explored in our work on [why coaching often fails to stick](https://www.salesenablementcollective.com/when-coaching-doesnt-work-its-because-organizations-dont-make-it-a-cultural-thing-mark-garrett-hayes/), the manager and the surrounding culture decide whether any of it changes behavior. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Spin-Selling.png) ## How do you know if it is paying off? Measure before you buy, not after. Record content usage, ramp time, win rate, and quota attainment as a baseline, then watch how they move once the tool is live, ideally against a group that adopts later. Leading indicators shift first: content usage rate, proposal-to-close, and the share of reps hitting readiness milestones all change before the revenue line does. Only 25% of sales organizations directly measure the leading behaviors that predict results, according to research by [ValueSelling Associates and Training Industry](https://www.forbes.com/councils/forbesbusinessdevelopmentcouncil/2026/03/04/sales-training-roi-turning-investment-into-tangible-results/). The teams that measure them can tell whether the software earned its cost or added another login. ## Is sales enablement software worth it? For most growing teams, yes, on one condition: treat it as a system, not a purchase. The returns in content usage, ramp, and win rates are real, but they belong to the companies that reinforce the tool with coaching, adopt it fully, and measure the behaviors it is meant to change. Buy it to solve a named problem and manage it after the contract, and it pays back. Buy it for the feature list and leave it alone, and it joins the long list of tools reps quietly stop opening. ### Why frontline sales management is the hardest job in sales (and how to do it well) URL: https://www.salesenablementcollective.com/3-key-focuses-for-effective-frontline-sales-leadership/ Last updated: 2026-07-14T08:59:08.000Z I'll be honest with you. When I first moved into a leadership role, I thought I had it figured out. I pictured a team of hungry, motivated reps looking to me for direction. I'd lay out the game plan, show them how to execute, and we'd all make money and get promoted. Simple, right? It was a lot harder than that. I've spent over a decade in [software sales](https://www.salesenablementcollective.com/is-sales-enablement-software-worth-it-a-buyers-guide-to-content-ramp-and-win-rates/) and the past few years in leadership. In that time, I've come to believe that the frontline sales leader role is the hardest job on the sales side of any organization. Not because the work itself is complicated, but because of how quickly you can lose focus on what actually matters. That's what I want to talk about here. The reality of the frontline sales leader role, what it takes to do it well, and the three things you need to protect above everything else. ## What the role actually looks like When you're a rep, your world is focused. You're working your [pipeline](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/), [closing deals](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/), and [prospecting](https://www.salesenablementcollective.com/best-sales-prospecting-techniques/). It's hard work, but it's simple because your goal is clear. You need to be selfish with your time because that focus is precisely what the company hired you for. Then you move into leadership, and suddenly everyone wants a piece of you. You've got reps to [manage](https://www.salesenablementcollective.com/how-to-manage-sales-leaders-a-panel-discussion/) and [coach](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/). You've got other departments pulling you into collaboration sessions and strategy meetings. You've got reporting requests landing in your inbox. Before you know it, your day is full, and you haven't done a single thing that actually helps your team sell better. I've experienced this almost every time I've stepped into a new leadership role. You get overwhelmed, you spread yourself thin, and you end up becoming a master of none. It's a real problem, and it catches many new managers off guard. [The shift from rep to leader](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) requires an entirely different relationship with your time. And the sooner you accept that, the better. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/Zach-Barney-2.png) ## Act like the boss you are One of the first things you need to get comfortable with as a new sales leader is saying no. Specifically, saying no to busy work. If someone asks you for a report and you've already built a [dashboard](https://www.salesenablementcollective.com/how-enablement-ops-can-turn-dashboards-into-decisions/) in Salesforce or your BI platform, point them there. Just like a rep can say no to things that don't drive revenue, you can say no to things that don't directly help you coach your team to success. The key is to build the infrastructure up front so you're not constantly reinventing the wheel. When I take over a new team, one of the first things I do is build individual and team dashboards for everyone I manage, covering all the key performance indicators and metrics I want to track. Once those are built, any time someone asks me for information, I can point them to the dashboard and move on with my day. It sounds simple. But it frees up an enormous amount of time that would otherwise get swallowed by ad hoc requests. The goal is to protect your time for the things that actually move the needle. And that brings me to the three most important parts of the frontline sales leader job. What often happens is sales leaders get overwhelmed. You go from being a rep, where your sole focus is driving revenue, closing deals, working your pipeline and prospecting, day in and day out. ## The three things that matter most Everything else in your role as a frontline sales leader is either ancillary or should fit under these three. Get these right, and you're 90% of the way there. ### 1\. Regular team meetings Team meetings get a bad reputation, and honestly, that's usually because they're run poorly. Done well, they're one of the most powerful tools you have as a leader. Here's what a good team meeting should include: - **Performance updates.** This doesn't have to take long. You can use asynchronous tools like Slack or Volley to share updates without eating up meeting time, but some level of visibility into performance as a group keeps everyone aligned. - **Group forecasting.** This is where you ask the whole team for their numbers. It creates accountability and gives you a read on where things stand across the board. - **Wins, losses, and challenge deals.** This is one of my favorite parts of a team meeting. Give people the space to share what's working, what isn't, and where they need help. It fosters collaboration, brings more eyes to difficult deals, and, if you're paying attention, shows you who the future leaders on your team might be. _This post is for subscribers only._ ### Defend your margins: Is negotiation training worth it for sales teams? URL: https://www.salesenablementcollective.com/defend-your-margins-is-negotiation-training-worth-it-for-sales-teams/ Last updated: 2026-07-15T14:11:58.000Z [Sales leaders](https://www.salesenablementcollective.com/3-key-focuses-for-effective-frontline-sales-leadership/) rarely doubt that negotiation skills matter. What they doubt is whether a program changes anything once reps are back at their desks, staring at discounted requests from procurement. [Sales Enablement Leadership Online Certificate & CourseLearn how to grow and build your sales enablement team and strategy for success with the resources and tools to help you be the best leader you can be.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-f2375dff-b021-49ff-ab15-803b32587de8.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_LEADERSHIP_Certified_Meta--1--44de6117-3b75-4169-b0ab-1ada08a6348d.jpg)](https://www.salesenablementcollective.com/learning/on-demand/sales-enablement-certified-leadership/) Negotiation training is worth it for most sales teams, but only under specific conditions. Delivered as a single workshop with no follow-up, it fades within weeks and leaves the budget looking wasted. Built into a system of practice, coaching, and measurement, it protects margin and lifts win rates enough to return several dollars for every one spent. The honest answer, then, is yes, with conditions attached. What follows lays out the numbers, the reasons training so often disappoints, and how to tell if your team is a suitable candidate. ## What does the ROI actually look like? The headline figures are strong. Sales training returns roughly $4.53 for every dollar invested, a 353% return, according to statistics compiled by [The Sales Collective](https://thesalescollective.com/sales-training-statistics-usa/). Negotiation training specifically tends to report even higher numbers, though these come mostly from vendors. RED BEAR [claims](https://www.redbearnegotiation.com/blog/roi-negotiation-training) an average return of $54 for every dollar spent across its client base and cites a Fortune 1000 packaging company that saw a 46.7 to 1 ratio. Ringover [references](https://www.ringover.co.uk/blog/sales-negotiation-training) a 466% return within nine months. Treat vendor case studies as directional rather than independent proof, since the companies reporting them also sell the training. Buyers are getting sharper, and the pressure on seller margins is the reason budgets keep moving toward negotiation as a discrete skill. ## Why does so much negotiation training fail? Here is the uncomfortable counterweight to those ROI numbers. Only 33% of companies rate their sales training as highly effective, according to [RAIN Group's Continuous Learning in Sales research](https://www.allego.com/news/allego-rain-group-research-continuous-learning-sales-performance/). The reason is rarely the content. It is what happens after. Most legacy training delivers only 10 to 15% retention six to twelve weeks after the session, a decay attributed to [the forgetting curve first described by Hermann Ebbinghaus](https://pmc.ncbi.nlm.nih.gov/articles/PMC4492928/). Skills taught on a Tuesday are mostly gone by the following month. Reinforcement is the missing piece. [A study of 8,561 sales leaders](https://thesalescollective.com/sales-training-statistics-usa/) found that 62% see outdated content as the biggest barrier to effective training and 59% of companies name a different problem: reps are not expected to apply what they learned. Without coaching, follow-up, and metrics tied to behavior change, even good material sits unused. This is where the [difference between sales enablement and sales training](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/) becomes practical rather than semantic. Training is an event. Enablement is the surrounding system that makes the event stick. ## What separates a workshop from a system? ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/07/The-Mirror-Diagram-Seller-vs.-Buyer-Outcome.png) A workshop transfers knowledge. The surrounding system changes behavior. Teams that report real returns treat the workshop as the start of the work, not the whole of it. The pattern that holds up in 2026 analyses is a hybrid one: a few live sessions each year for shared language and cohesion, then frequent short practice sessions, increasingly through AI role-play, so reps rehearse objections and price defense before they meet a real buyer. Practice is what moves a skill from the classroom into the deal. Coaching is the other half. Managers who study recorded negotiation calls with their reps and set specific development goals turn abstract technique into habit. Our guides on [creating an effective sales coaching program](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) and [the modern sales coaching model](https://www.salesenablementcollective.com/the-modern-sales-coaching-model/) make the same point: the manager, not the trainer, is where retention is won or lost. ## Where do negotiation skills move the number? Negotiation skills move three numbers in particular: margin, win rate, and deal size. The clearest is discounting. Reps who cannot defend a price give it away, and every point of discount comes straight off profit rather than revenue. Trained negotiators reframe the conversation around value, which is why the strongest programs pair negotiation technique with value-selling methods rather than teaching tactics in isolation. Deal size is the compounding lever. Even a 10% increase in average deal size, a common benchmark in 2026 sales-training ROI analyses such as Auto Interview AI's, multiplies across an entire team into meaningful annual revenue. The psychology underneath this, including anchoring and concession discipline, is well covered in our breakdown of [sales psychology principles](https://www.salesenablementcollective.com/8-principles-sales-psychology/). Win rate improves more slowly because it depends on the whole cycle. Negotiation training helps most at the end, protecting deals that would otherwise stall or close at a loss. ## How do you know if your team needs it? Diagnose before you spend. If reps consistently find themselves defending price, conceding early, or closing at margins below target, the shortfall is likely in negotiation rather than prospecting or discovery. A structured [sales competencies assessment](https://www.salesenablementcollective.com/sales-competencies-assessment-template-framework/) is the cleanest way to see this. Score reps against the specific skills that matter, and the picture usually sharpens quickly. Some teams need discovery work, others need closing and negotiation, and spending on the wrong one wastes both the budget and the goodwill. ## How should you measure the return? Set a baseline first. Record win rate, average deal size, discount depth, and sales-cycle length before any training begins, ideally alongside a control group of reps who train later. Then watch leading indicators, not just revenue. Concession ratio, proposal-to-close rate, and the length of negotiation conversations all shift before the revenue line moves. This is where most organizations fall short: only 25% directly measure these leading behaviors, according to [ValueSelling Associates research](https://www.valueselling.com/press-releases/only-25-of-sales-teams-measure-behaviors-that-drive-sales-results). We cover the mechanics in our guides on [measuring sales coaching effectiveness](https://www.salesenablementcollective.com/how-to-measure-sales-coaching-effectiveness/), the [three key ways to measure training impact](https://www.salesenablementcollective.com/boosting-sales-performance-3-key-ways-to-measure-training-impact-business-success/), and the [sales metrics](https://www.salesenablementcollective.com/sales-metrics/) worth tracking. Attach a number to the behavior, then attach the behavior to the outcome. ## So, is negotiation training worth it? For most teams, yes, provided you treat it as a system rather than a one-off. The ROI figures are real but conditional. They belong to the companies that reinforce the training, coach against it, and measure the behaviors it is meant to change. Buy a workshop and hope, and you will likely join the two-thirds who rate their training as less than highly effective. Build the surrounding system, and negotiation becomes one of the few sales investments that can pay back inside a single quarter. ## FAQs - **How long before negotiation training shows results?** Leading indicators such as concession ratio and proposal-to-close rate can shift within a quarter. Revenue effects usually take one to two quarters since they depend on deals moving through the full cycle. - **Is negotiation training better delivered in person or online?** Analyses in 2026 favor a hybrid model: one or two live sessions a year for cohesion, supported by frequent short online or AI-driven practice for retention. Practice frequency matters more than format. - **What is the single biggest reason negotiation training fails?** Lack of reinforcement. [59% of companies say reps are not expected to apply what they learn](https://thesalescollective.com/sales-training-statistics-usa/), which is why retention collapses without coaching and follow-up. - **How do you calculate the ROI of negotiation training?** Compare the incremental margin and revenue gained after training against the total program cost: (revenue gain minus training cost) divided by training cost, times 100\. Isolating the training effect requires a baseline and, ideally, a control group that trains later. ### State of Agentic Revenue Enablement 2026 Report URL: https://www.salesenablementcollective.com/state-of-agentic-revenue-enablement-2026-report/ Last updated: 2026-09-08T09:32:27.000Z The top 20% of reps close 30% bigger deals and practice twice as much. New research on 400+ revenue organizations shows how. # Your enablement strategy is quietly holding your reps back Most enablement teams measure course completions and call it progress. Top performers track how much reps practice, how they use AI live, and which content closes. This report shows the gap, and how to close it before it costs you another quarter. No sales calls, instant download. [Download now](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/vFbWIYBlwKa6LXst93uL5w/fvK6nYK39uQFd9Hi_-mGxYjx6Sv0OQcLzjGmRIeNuBcezknRbtOgLd5vmrdrZiJ5oJTKsKq8AOTPi2w6kBtdL_M_swIK6qaGPv0QvWeW7QqGDDy3QorZsj9EbuoQzzcsFb5jSqk0qzsDVhgEjwM9_XoudD5CXH6AAt0boF5crJHAiMETGvdYGNLBI_-Lp5lS0je9C0k0yHH_Ep7L1uFgzw/bz5W7_P8phbks55KNmmFBtnTOqERQlfkpdcNTnvbNdI) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-1.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/ANptNEWZzzON5bjnBX6K1w/eB3ZUT9szbL3sZ6N0PmG09-NHSSLsb0Gv3nvNZediuiakOWwrU1h4AXp719LEbR7y6Iujj98G0uXFpmr523s0CgOD3EmlMYbPo6Q4IdUht9km4puTkJ6CGyARm1cdynt0sbeWZ6xm1JOfif0Xw2VFZOkxNhiiLtHbo1Itx2sT3Zw7mpI6tNsCUNCOoXN4tt0/wi_vmv-FW6haGBJYU8oqDsos1V16eNjssllnXM_pZ3E) ## Data you can trust Built on 400+ companies and 1M+ analyzed call recordings. You get the specific benchmarks that separate the top revenue teams from the rest, so you can build a program that changes how reps actually perform in the field. [Download now](#download) ## What you’ll discover ![](https://www.salesenablementcollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The shocking stat about rep overwhelm and why overwhelmed reps are **45% less likely** to hit quota. **(Page 9)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why **67% of B2B buyers** prefer a rep-free experience, and how to win when the evaluation starts weeks before your first call. **(Page 23)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **51% tech silo problem** that's limiting AI initiatives and the infrastructure that breaks through it. **(Page 6)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why **9 in 10 sales teams** are abandoning AI features for something far more powerful, and how to tell which camp you're in. **(Page 5)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) How program launch time dropped from 6 weeks to **3 hours,** and what top performers did differently. **(Page 10)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why you have **6 fewer minutes** to make a good first impression than you did last year and how to adapt. **(Page 19)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **emerging enablement model** that pairs human experts with specialized AI agents and how to plug into it before your competitors do. **(Page 1)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Top sellers practice **2x more** than everyone else; find out the exact role-play volume that separates quota-crushers from the rest. **(Page 14)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **#1 searched term** by reps for four consecutive years: update this content immediately or watch deals stall. **(Page 29)** [Download now](#download) ## Download now Two minutes now saves you another quarter of guessing. Get Mindtickle's data on what the top 20% of teams actually do: how often they practice, how they apply AI, and which content closes deals. Then build the program to match. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/vFbWIYBlwKa6LXst93uL5w/fvK6nYK39uQFd9Hi_-mGxYjx6Sv0OQcLzjGmRIeNuBcezknRbtOgLd5vmrdrZiJ5oJTKsKq8AOTPi2w6kBtdL_M_swIK6qaGPv0QvWeW7QqGDDy3QorZsj9EbuoQzzcsFb5jSqk0qzsDVhgEjwM9_XoudD5CXH6AAt0boF5crJHAiMETGvdYGNLBI_-Lp5lS0je9C0k0yHH_Ep7L1uFgzw/bz5W7_P8phbks55KNmmFBtnTOqERQlfkpdcNTnvbNdI) [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/vFbWIYBlwKa6LXst93uL5w/fvK6nYK39uQFd9Hi_-mGxYjx6Sv0OQcLzjGmRIeNuBcezknRbtOgLd5vmrdrZiJ5oJTKsKq8AOTPi2w6kBtdL_M_swIK6qaGPv0QvWeW7QqGDDy3QorZsj9EbuoQzzcsFb5jSqk0qzsDVhgEjwM9_XoudD5CXH6AAt0boF5crJHAiMETGvdYGNLBI_-Lp5lS0je9C0k0yHH_Ep7L1uFgzw/bz5W7_P8phbks55KNmmFBtnTOqERQlfkpdcNTnvbNdI) ## Download now Two minutes now saves you another quarter of guessing. Get Mindtickle's data on what the top 20% of teams actually do: how often they practice, how they apply AI, and which content closes deals. Then build the program to match. [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ### The rise of go-to-market engineering: The first AI-native career URL: https://www.salesenablementcollective.com/the-rise-of-go-to-market-engineering-the-first-ai-native-career/ Last updated: 2026-07-17T13:46:40.000Z There's a term gaining serious traction in revenue circles right now: [go-to-market engineering](https://www.revenueoperationsalliance.com/gtm-engineering-growth-playbook-of-the-future/). And if you've been hearing it more frequently but aren't entirely sure what it means or where it came from, you're not alone. The concept is still relatively new, and the role itself is still taking shape across organizations. But make no mistake, it's already reshaping how the fastest-growing companies build their revenue functions. I was one of the first go-to-market engineers at Clay, so I've had a front-row seat to how this has evolved. Here's what I've seen, what I believe is driving this shift, and where I think it's all heading. ## What go-to-market engineering actually is Let's start with the definition, because there's still a lot of confusion around the term. Go-to-market engineering is the practice of applying engineering principles, automation, and [AI](https://www.revenueoperationsalliance.com/ai-for-revenue-leaders-survey-2026/) to [sales](https://www.revenueoperationsalliance.com/sales-metrics-outputs-over-inputs/) and [marketing](https://www.revenueoperationsalliance.com/motivate-your-marketing-team-with-account-based-marketing-attribution/) processes to build scalable, data-driven revenue systems. That's the cleanest way I can put it. It's about taking the kind of systematic, iterative thinking you'd find in an engineering team and applying it to the problems that sales and marketing teams face every day: prospecting, outreach, personalization, segmentation, campaign execution. The goal is to build systems that scale without simply throwing more headcount at the problem. But we didn't always have this term or this role. Before go-to-market engineering became a thing, there were people doing adjacent work under different titles. Growth engineers. Revenue operations analysts. Marketing operations engineers. Automation engineers. These folks were building [workflows](https://www.revenueoperationsalliance.com/20-automation-workflows/), connecting tools, and trying to automate the more manual, repetitive parts of the sales and marketing process. They were the tinkerers. The ones who figured out that you could stitch together a Zapier workflow with a Google Apps Script and save your SDR team hours of manual research every week. The pre-go-to-market engineering stack looked something like this: traditional data sources and [CRMs](https://www.revenueoperationsalliance.com/your-crm-data-isnt-accurate/) like Marketo, HubSpot, and Salesforce; orchestration tools like Zapier for no-code automation, or Replit and Google Apps Script for more complex logic; and then output destinations like Google Sheets or modern sequencers like Instantly or SmartLead. It worked, but it was fragmented and required a lot of manual intervention to keep everything running. [![AI for GTM Summit San Franciso, September 22 and 23](https://storage.ghost.io/c/62/19/6219f8f5-5d35-43bc-82c3-ce0aeb6b2cc9/content/images/2026/07/_META---AI-for-GTM-Summit.png)](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=article&utm%5Fmedium=sec%5Farticle&utm%5Fcampaign=ai-for-gtm-san-fran-2026) Join us in San Francisco! ## Where the term actually came from Like a lot of great ideas, this one started in a Slack channel. When Clay's co-founders Karim and Varun were building out Clay's first go-to-market team, they were trying to put a name to something they were observing in their earliest customers. They needed a term that captured what these people were actually doing, because the existing labels didn't quite fit. For context, Clay originally launched in 2017 and iterated over time. By around 2022, it had found a niche as a no-code workflow automation and list-building tool. The two main things it did well were helping teams find or import lists of contacts and then enrich those lists using over 50 different data sources. Sales teams, marketing teams, and even recruiting functions were using it for exactly that. Then November 2022 happened. [ChatGPT](https://www.revenueoperationsalliance.com/leveraging-chatgpt-for-comparative-analysis-of-gtm-software-solutions/) launched, and with it came the GPT-3.5 model. And that changed everything. For the first time, there was a low-cost, easily integratable generative AI API that could be dropped into these workflows to produce high-quality outputs. Clay, and tools like it, transformed almost overnight from list-building and enrichment platforms into full go-to-market workflow platforms. Suddenly, you could build a list of contacts, enrich it with data from dozens of sources, run that data through an OpenAI, Claude, or Gemini model to generate personalized research or messaging, and then export the whole thing directly to your CRM or sequencer. End-to-end. Automated. Two things made this resonate so strongly with the market. The first was one-to-one personalization at scale. Before this, go-to-market teams basically had two options: send a small volume of highly personalized messages that required hours of manual research per contact, or send high-volume generic messaging and hope something landed. The emergence of generative AI in these workflows made a third option possible: genuine personalization, at scale, without the manual research burden. The second was the commoditization of [go-to-market](https://www.revenueoperationsalliance.com/analysis-of-go-to-market-for-top-ai-first-products/) tactics. The half-life of any given sales play had been shrinking for years. What gave you a competitive edge for an entire quarter a few years ago was now lasting weeks, sometimes days. The old playbooks were falling flat. Teams needed a way to spin up new campaigns and plays in days, not weeks, and that's exactly what this new generation of tooling made possible. [Defend your margins: Is negotiation training worth it?Negotiation training pays off when it is reinforced, not run as a one-off workshop. Here is the ROI data, when to invest, and how to measure ROI.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-e6b49e96-da2b-4bd4-93fe-80c3e43004e4.png)Sales Enablement CollectiveIvan Nyagatare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Negotiation-training-cc2114d4-9c47-4f28-a630-b5968513d17a.png)](https://www.salesenablementcollective.com/defend-your-margins-is-negotiation-training-worth-it-for-sales-teams/) ## How organizations are restructuring around this role If you look at how a typical go-to-market function was structured before this shift, you'd see something familiar: large SDR teams armed with ten or more tools for research, prospecting, and outreach, all working to book meetings for AEs, with revenue operations or marketing operations serving as the connective tissue holding everything together. That structure is changing. Today, we're seeing smaller groups of go-to-market engineers using a tighter stack, typically something like Clay, a CRM, and a sequencer, to run outbound at scale and feed a leaner sales team. The ratio of engineers to output has shifted dramatically. And the reason is straightforward: in the old model, scaling revenue meant scaling headcount. With go-to-market engineers leveraging AI and [automation](https://www.revenueoperationsalliance.com/20-automation-workflows/), the ceiling on output is largely a function of creativity, not team size. That's a meaningful shift. The only thing stopping you from scaling your go-to-market motion is how many good plays you can think of and execute. That's a very different constraint than "how many SDRs can we afford to hire." ## The two organizational models we're seeing Across the companies adopting go-to-market engineering, two primary models have emerged for where this function lives. ### **Model one: go-to-market engineers inside revenue operations** Companies like Anthropic, Intercom, and Canva have taken this approach. It works well because revenue operations already owns data pipelines and data quality. Embedding a go-to-market engineer there removes the translation layer between identifying a problem and building a solution. There's no "here's what we need" followed by a lengthy back-and-forth before anything gets built. The person who understands the problem is also the person building the fix. ### **Model two: go-to-market engineers inside the growth organization** Companies like Verkada, Rippling, and Ramp have gone this route. The logic here is that embedding technical talent alongside demand generation unlocks ideas that traditional marketers might never attempt. Programmatic landing pages, real-time intent harvesting, dynamic campaign logic: these kinds of outputs become feasible when you have someone who can actually build them sitting in the same room (or Slack channel) as the people thinking about the pipeline. Both models work. The right fit depends on where the biggest bottlenecks are in your organization and where the go-to-market engineer can have the most direct impact. [Over half your losses were avoidableIt’s not price, product, or politics: here’s what actually killed the deal.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-b0652baa-d00f-4964-a2c2-5b742d0af6f4.png)Sales Enablement CollectiveRob Perrilleon![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Greg--2--1d6f3969-60eb-4c1f-a283-1dfccb28e2e7.png)](https://www.salesenablementcollective.com/over-half-your-losses-were-avoidable-3/) ## Who's becoming a go-to-market engineer? The backgrounds are genuinely diverse, and that's one of the more interesting things about this role. You'll find product designers with startup experience and a DIY mindset. You'll find rev ops professionals who already understand the go-to-market context and are learning to build on top of it. You'll find AI engineers who have a genuine interest in sales and marketing and want to apply their technical skills in a commercial context. But across all of those backgrounds, a few common traits show up consistently in the best go-to-market engineers I've seen. They think in systems. They don't approach problems in isolation. When they're solving a prospecting problem, they're thinking about how it connects to the enrichment layer, the messaging layer, the CRM, the sequencer, the feedback loop. Everything is part of a larger system. They have a go-to-market context. Whether they've worked in a customer-facing role, in rev ops, or in marketing operations, they understand what go-to-market actually means in practice. They know what a good lead looks like. They know what makes a message land. And they're creative. This might be the most important trait of all. The ability to bridge raw data and creative ideas, to look at a dataset and imagine a campaign that nobody else has run yet, that's what separates a good go-to-market engineer from a great one. ## What's coming next This is where things get genuinely interesting. These are my views, not certainties, but they're grounded in what I'm already seeing emerge. ### **Distribution is the new moat** AI has dramatically lowered the barrier to entry for building software. Engineers can ship faster, features can be replicated more easily, and the product advantages that used to take years to build are becoming easier to close the gap on. As a result, I think we'll see more companies treat their go-to-market motion itself as their primary competitive differentiator. How you reach your market, with what data, through what channels, and with what level of precision, that becomes the edge. This connects to what I'd call "go-to-market alpha": approaching segmentation and outreach using unique data points that AI can infer, rather than relying solely on static firmographic data. Instead of filtering for "restaurants in a given zip code," you might look for restaurants that have recently launched on DoorDash, or that have a rating above a certain threshold, or that show some other behavioral signal that an AI model can surface. That kind of precision wasn't feasible before. It is now, and it's only going to become more accessible. ### **The shift toward agentic workflows** Right now, most go-to-market engineering work is deterministic: you build a workflow, it runs the same way every time, and you iterate on it manually based on what you observe. I think we'll see a meaningful shift toward agentic workflows, where AI agents handle more of the actual execution within those workflows. But I don't think deterministic workflows disappear. What I expect to see is a hybrid model: agents embedded within deterministic frameworks, so you get the flexibility and intelligence of an agent with the guardrails and structure of a defined workflow. A research agent might handle one stage of a workflow before handing off to a more rigid automated process, for example. ### **Reinforced learning in go-to-market workflows** Today, the feedback loop in any go-to-market workflow runs through the go-to-market engineer. They gather data on what's working, make adjustments, maybe run an A/B test, and iterate. I think we'll see workflows that can capture feedback in real time and incorporate it into their own logic, essentially improving themselves continuously rather than waiting for a human to intervene. That's a significant shift in how these systems operate. ### **AI-driven segmentation** Rather than relying on firmographic data points that exist in databases, we'll see AI agents go out and find data points that don't exist anywhere yet. As the cost of AI continues to fall, the ability to generate unique, inferred signals about individual companies will become a core part of how go-to-market teams think about who to target and when. ### **Go-to-market engineers building rep interfaces** This one is a bit further out, but I think it's coming. Today, the data that reps need and the actions they need to take are spread across multiple tools and platforms. The interfaces themselves are rigid and one-size-fits-all. I think go-to-market engineers will increasingly get involved in building the UI layer that sits in front of their back-end systems, using tools like Replit or Lovable to create custom interfaces that reflect how their specific team actually works. The go-to-market engineer has the business context to build these interfaces efficiently, and the no-code and natural language-to-code tools now make it feasible without a dedicated front-end engineer. [Revenue enablement vs revenue operations (RevOps): What’s the difference?Revenue enablement and revenue operations sound similar, and have aligned goals. But each team has very different responsibilities and tactics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-7040de66-1d89-4e82-983d-4f37e728d2d4.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-enablement-vs-marketing-1bf14f8a-226a-4124-9993-83f41507bc7f.png)](https://www.salesenablementcollective.com/revenue-enablement-vs-revenue-operations-revops-whats-the-difference/) ## The human element isn't going anywhere One thing I want to be clear about, because I think it gets lost in conversations about AI and automation: the human element in go-to-market remains essential. Maybe more so than ever. At Clay, we're actually anticipating that the rise of go-to-market engineering will lead to more emphasis on in-person events, not less. The automation handles the preparation and the follow-up. The human connection happens in the room. Here's a concrete example. For our first user conference in San Francisco, we used Clay to take the attendee list, understand who was coming, whether they were current customers, and what their business objectives were. That meant walking into the event knowing who I wanted to talk to and what mattered to them. After the event, we had a workflow where anyone you met could have their contact information photographed, sent to Clay, extracted, matched against Salesforce, and followed up with automatically if they weren't already in the system. And the human-in-the-loop piece: I'd get a Slack message on Thursday morning saying, "You met this person at the conference, do you want to send them this email?" A simple yes or no. The system does the heavy lifting. The judgment call stays with a person. That matters. CRMs will never capture everything. Business gets done over text messages that aren't logged, in hallway conversations, and over dinner. Without that context, even the best AI model can't tell you whether sending a follow-up email is going to strengthen a relationship or damage it. The human judgment layer isn't a limitation to be engineered away. It's a feature. ## A genuinely new kind of role Go-to-market engineering is the first AI-native career. The role was shaped by AI from the start, not adapted to accommodate it after the fact. And the people who thrive in it are the ones who can hold both sides of the equation: the technical ability to build systems and the creative, commercial instinct to know what those systems should actually do. If you're thinking about where this fits in your organization, start by looking at where your biggest go-to-market bottlenecks are. Is it the quality of your targeting data? The speed at which you can launch new plays? The personalization of your outreach? The coherence of your follow-up across channels? Those are the problems a go-to-market engineer is built to solve. The companies that figure this out early are already pulling ahead. And the gap between them and everyone else is only going to widen. --- ### Want more on this topic? GTM engineers are building the AI workflows. Enablement decides what sellers actually do with them. That conversation runs live in San Francisco, where AI for GTM Summit is co-located with the Sales Enablement Summit. Ashleigh Bilodeaux (GTM AI Engineer, Zoom) opens with "The rise of the GTM AI engineer," and the panel "The operating system for modern sellers" brings in enablement and ops leaders from Meta, AWS, and Vectra AI. San Francisco, September 22 and 23\. [Save your seat](https://events.gotomarketalliance.com/location/engineering/?utm%5Fsource=article&utm%5Fmedium=sec%5Farticle&utm%5Fcampaign=ai-for-gtm-san-fran-2026) ### Over half your losses were avoidable URL: https://www.salesenablementcollective.com/over-half-your-losses-were-avoidable-3/ Last updated: 2026-07-03T15:00:30.000Z There's a question that keeps coming up in [sales enablement](https://www.salesenablementcollective.com/enablement-value-chain/) right now. What should the humans do? What should the [AI](https://www.salesenablementcollective.com/ai-for-sales-enablement-brochure-2/) do? And how do you actually tell the difference? It's the right question to be asking. And I want to walk you through how we've been thinking about it at Corporate Visions, grounded in research and real buyer data, because I think there's a path forward that's more concrete than most people realize. ## The human vs. AI pendulum Let's start with a number from Gartner. Just a couple of months ago, they published a finding that 75% of [B2B buyers](https://www.salesenablementcollective.com/b2b-sales-enablement/) now prefer human interaction at critical decision points in complex, high-stakes transactions. Good news for salespeople. Good news for enablement. But here's what made me pause. A little under three years ago, Gartner published a different finding with the same number. That one said 75% of B2B buyers prefer a rep-free experience. So in roughly three years, the pendulum swung almost completely the other way. What that tells me isn't that one finding was wrong. It's that the industry is genuinely wrestling with this question, and the answer keeps shifting as the technology and [buyer expectations](https://www.salesenablementcollective.com/buyer-enablement/) evolve together. The real insight in that more recent Gartner stat is buried in the context: buyers want human interaction *at critical decision points*. So, the more useful question becomes: what are those critical decision points? What [human behaviors](https://www.salesenablementcollective.com/how-to-handle-changing-attitudes-and-behaviors-in-the-modern-sales-organization/) actually drive better outcomes? And once you know that, how do you figure out who's good at them, and how do you scale it? That's the framework I want to work through with you. ## Starting with what actually drives wins The most common way organizations try to figure out what's driving wins and losses is through CRM dropdown fields. You ask the seller why they won, why they lost, and you build your strategy around those answers. The flaw in that approach is pretty obvious once you say it out loud. Sellers and buyers rarely agree on why a deal went the way it did. When you ask a seller why they won, the answer is usually some version of: me. Everything I did. When you ask a seller why they lost, it's almost always one of what we call the three P's: [**Product**](https://www.salesenablementcollective.com/sales-enablement-vs-product-marketing/) (we didn't have what they needed), [**Price**](https://www.salesenablementcollective.com/price-increase-email-templates-framework/) (we couldn't get there), or **Politics** (beyond my control, nothing I could do). The seller is rarely the reason they lost, at least in their own telling. Buyers see it differently. At Corporate Visions, we acquired a win-loss analysis company a couple of years back. We thought we were acquiring a business, which we were. What we didn't fully anticipate was the [dataset](https://www.salesenablementcollective.com/data-democratization-how-to-flip-sales/) that came with it: 150,000 data points from B2B buyers across more than 50 industries and 500 companies, all explaining why they chose or didn't choose a specific vendor. One finding from that dataset stands out above everything else. Over half the time, a losing vendor could have won. And the reason they didn't win had nothing to do with those three P's. It had everything to do with things entirely within the seller's control. That's a significant finding. Because if you're building your [enablement strategy](https://www.salesenablementcollective.com/sales-enablement-strategy-framework/) around the assumption that losses are mostly driven by [product gaps](https://www.salesenablementcollective.com/from-friction-to-fuel-bridging-product-marketing-and-sales-enablement-gaps/), [pricing constraints](https://www.salesenablementcollective.com/pricing-strategy-policy-slide-deck-framework/), or politics, you're probably focusing on the wrong things. ## The behaviors that actually predict wins So, we did the work on that dataset to identify which specific seller behaviors correlate with better win rates. A few things made this analysis worth paying attention to. First, every behavior on the list is observable, teachable, and coachable. These aren't personality traits or innate talents. They're [skills](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/) that can be developed. Second, they're entirely within the seller's control. No blaming the product team or the pricing committee. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) Third, and most importantly, they're predictive. We used a statistical measure called area under the curve to assess correlation. The way to think about it: if you do that behavior significantly better than your [competitors](https://www.salesenablementcollective.com/competitor-analysis-master-checklist-framework/), you're more likely to win. If you do it significantly worse, you're more likely to lose. The higher the number, the stronger the relationship. One behavior worth highlighting is what we call "align solution to needs," which is essentially your discovery motion. Everyone knows good discovery leads to better outcomes. But the specific unlock here is something called [problem statement alignment](https://www.salesenablementcollective.com/win-with-a-problem-based-vs-project-based-approach-to-enablement/). When a seller plays back their understanding of the customer's problem and explicitly checks for agreement or gaps, asking "what did I get right, what did I miss," something meaningful happens. We did follow-on research with a professor at Florida State, and when we went back after a discovery call and asked the seller and the buyer separately to describe the problem being solved, they often weren't in agreement. And when that alignment isn't there, outcomes suffer. It happens more than it should. _This post is for paying subscribers only._ ### Sales Enablement Summit Seattle | 2026 URL: https://www.salesenablementcollective.com/sales-enablement-summit-seattle-2026/ Last updated: 2026-08-21T15:47:20.000Z Catch up with sessions from Microsoft, OpenAI, Visa and more at Sales Enablement Summit Seattle 2026. _This post is for paying subscribers only._ ### S1 ep 6: How to keep AI-built decks on brand at scale with Ulrik Bo Larsen [Video] URL: https://www.salesenablementcollective.com/how-to-keep-ai-built-decks-on-brand-at-scale-video/ Last updated: 2026-09-07T10:29:58.000Z [Episode 6 - How to keep AI-built decks on brand at scale (with Ulrik Bo Larsen)Podcast Episode · The Enablement Optimization Podcast · 30 June · 51min![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-32-5bb4edd1-8262-475f-b1e1-6d42adb8a497.png)Apple Podcasts![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1200x1200ECA.PESS01-60-a3aa0e83-ec43-44bc-9b9a-a7aa413f93d4.jpg)](https://podcasts.apple.com/gb/podcast/episode-6-how-to-keep-ai-built-decks-on-brand-at-scale/id1888276269?i=1000774780562) ### When 14% of reps carry the number: de-risking your forecast URL: https://www.salesenablementcollective.com/clone-your-best-reps/ Last updated: 2026-08-12T16:53:54.000Z **14% of reps generate 80% of revenue** (Ebsta and Pavilion). When that few people carry the number, one resignation can cost you a quarter. That is a forecasting risk before it is a coaching problem. Your reps have the same tools, the same product, and the same training. The gap between your top performers and everyone else keeps growing anyway. What your best reps do well lives in their heads, and most teams have never written it down or taught it to anyone. Join Julie Thomas, President and CEO of **ValueSelling Associates**, for a working session on how to document what your top reps do instinctively and turn it into a standard the rest of the team can hit. You will leave with a repeatable way to spot skill gaps, build structured learning for the middle 60% of your team, and track the behaviors that show up in the pipeline and quota attainment. That gives you a way to defend enablement spend in terms your CRO and CFO already trust. **Who it's for:** sales and enablement leaders who have added every tool on the market and are now asking a harder question: > Why won't the gap close, and what will it take to move the reps in the middle? ### **Insights you'll walk away with:** - Why more software stopped improving win rates, quota attainment, and cycle times - How to document what your top reps do and define "what good looks like" for the whole team - A repeatable way to turn that definition into a standard every rep can follow - How to get new behaviors to survive the drop-off that follows most training - Which behaviors predict revenue, and how to track them in the CRM you already use ****Turn your best reps into your whole team's standard.** Online | Date: August 11 | Time: 12pm ET / 5pm BST / 9am PT ### **Sign up and solve pain points like:** **Your tech stack keeps growing. Your numbers keep slipping.** You have added tools, platforms, and AI, and win rates, quota attainment, and cycle times have kept sliding. This session covers what changes rep performance when more software doesn't. **Your forecast depends on a few names.** A small group carries the number. Their judgment sits in their heads, and there is no reliable way to pass it to the rest of the team. One departure and the quarter is exposed. Learn how to turn that individual skill into something the whole team can repeat. **Coaching is guesswork without a shared definition of good.** When no one agrees on what top performance looks like, managers coach by instinct, and training doesn't hold. Leave with a framework for naming and scaling the behaviors that produce results. **AI helped your best reps and left the rest further behind.** Only the reps who already had the right habits turned AI into real productivity. Learn what that means for where you spend your enablement budget and how to close the gap before the next tool widens it. **You are under pressure to prove enablement's impact.** Leadership wants enablement to show up in the pipeline and attainment. Learn how to track the behaviors that lead to revenue and connect them to the outcomes your executives already watch. ### **Meet the expert** **Julie Thomas, President and CEO, ValueSelling Associates** Author, speaker, and CEO of ValueSelling Associates, Inc., Julie Thomas works with revenue leaders to help them realize sales results they never thought possible. A longtime industry leader with deep sales leadership and enablement expertise, her company consistently earns top recognition as a leading provider of sales training, coaching services, and toolsets. Julie is passionate about guiding revenue organizations through uncertainty, helping them build resilient, engaged teams that drive predictable, sustainable results. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/julie.jpeg) ### Sales Enablement Festival London 2026 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-festival-london-2026-ondemand/ Last updated: 2026-08-21T15:50:29.000Z _This post is for paying subscribers only._ ### S1 ep5: How to manage capacity and hold the line with stakeholders in enablement with Stephanie White [Video] URL: https://www.salesenablementcollective.com/how-to-manage-capacity-and-hold-the-line-video/ Last updated: 2026-09-07T10:21:55.000Z [Episode 5 - How to manage capacity and hold the line with stakeholders in enablement (with Stephanie White).Podcast Episode · The Enablement Optimization Podcast · 17 June · 45min![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-32-cd57e45c-999a-469d-a785-3c017166ea8c.png)Apple Podcasts![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1200x1200ECA.PESS01-60-7a6f5878-183e-4d79-9fa4-a95265cf32a4.jpg)](https://podcasts.apple.com/gb/podcast/episode-5-how-to-manage-capacity-and-hold-the/id1888276269?i=1000773186566) ### If the leader isn't in the room, cancel the session URL: https://www.salesenablementcollective.com/if-the-leader-isnt-in-the-room-cancel-the-session/ Last updated: 2026-06-19T15:00:45.000Z Before I get into the substance of what I want to share with you today, let me tell you a quick story. This morning at the Postilian Hotel, I was the one who got stuck in the elevator for fifteen minutes. There was another gentleman in there with me, attending a different talk, and at some point one of you always asks the other, "So, why are you here?" I told him I work in sales enablement, and his polite confusion got me thinking again about a question I've asked myself many times over the years. What is [sales enablement](https://www.salesenablementcollective.com/what-is-a-sales-enablement-maturity-model/), really? I used to answer with something like, "We work with sales leaders on developing sales excellence." It's true. It's accurate. But it doesn't resonate. It doesn't tell anyone why they should care, and it certainly doesn't tell a sales leader why they should give you their time, their team, or their trust. So I want to walk you through how I think about field relevance, structured around four pillars that have shaped my approach. The goal of all of this comes down to one thing: being relevant to the people we serve. ## Start by asking the right questions We're in sales, so we should ask questions. That's table stakes. When I sit down with a sales leader, I ask about their key indicators. Almost always, the answer comes back the same: "I need to achieve my numbers." Okay, how do you achieve your numbers? Well, you need pipeline, and you need win rate. Two levers. That's it. So I can help with pipeline. I can help with win rate. That's what we do. But then I push further. What else is getting in your way? And the answers start to spill out. There's friction between sales and pre-sales. The partner organization has its own agenda. Digital sales is doing its own thing. Don't even get them started on professional services, with its own P&L. That friction is real, and it's structural. So the question becomes: how do you build a high-performing team of teams that turns that friction into something productive? You can't erase it. You probably shouldn't try. What you can do is use it to make better decisions. And then the fourth pillar emerges: developing people. From hiring to onboarding to retaining to growing them into the next role. We could spend hours on this alone. These four pillars, taken together, are what earned me my seat at the sales leadership table. I'm proud of it, but I don't say it to brag. I say it because it's the natural result of being relevant to sales leaders. If you're relevant, you get invited in. [The essential guide to sales playsThis comprehensive guide breaks down how to build action-oriented sales plays, drive field adoption, and equip your revenue team with the exact tools they need to win competitive deals, launch new products, and revive stalled pipelines.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-83915226-367c-4673-88a7-9856663f669c.png)Sales Enablement CollectiveIvan Nyagatare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_--1--70a6ecaf-ae23-4812-a769-70d1f24ec8da.png)](https://www.salesenablementcollective.com/sales-plays-what-they-are-how-they-work-and-templates-to-get-started/) ## Pillar one: building a high-performing team of teams When I talk about a team of teams, I'm not talking about the sales team alone. I'm talking about pre-sales, sales, partner management, and digital sales working together. Those four functions are the ones that act on pipeline and win rate, which means they're the ones who need to operate as one unit. The framework we've leaned on is Patrick Lencioni's *Five Dysfunctions of a Team*. If you haven't read it, get the book. It's an easy read, and it'll change how you think about team dynamics. The premise is simple. In the absence of trust, people won't open their mouths. They won't disagree. And in our remote-first world, on Zoom and WebEx, it's even easier to disengage. You disagree, you keep quiet, you hang up the call, and you go right back to doing what you were doing before. Absence of trust leads to fear of conflict, which leads to a lack of commitment, which leads to no accountability, which leads to poor results. Let me give you a scenario that'll feel familiar. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) There's a new RFP. The seller has been chasing this customer for years, finally sees an opening, and wants to respond. Pre-sales pushes back: "This is a stronghold for the competitor, you already asked me to respond to another RFP, you haven't qualified this properly." Partner management chimes in: "This partner wants to work it, that one doesn't, and remember when that partner wasn't friendly to us on the last deal?" That's the kind of friction that plays out every single day. It's not anyone's fault. It's structural. What makes a difference is whether the team can have that conversation openly. Can they disagree out loud? Can they agree to disagree, make a clear decision, and move forward together? When you can, you make a decision with clarity. You know why you're answering or not answering that RFP, because you've genuinely tested the ideas together. And now everyone is more committed, more accountable, more ready to contribute to the outcome. _This post is for paying subscribers only._ ### What are sales enablement tools? URL: https://www.salesenablementcollective.com/what-are-sales-enablement-tools/ Last updated: 2026-06-19T11:34:30.000Z Sales enablement isn’t just a buzzword, it’s booming. According to [the 2025 Impact of Enablement Report](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/), 41.9 % of enablement leaders plan to increase their budgets this year. But what does that mean? That there are a lot of options when it comes to sales enablement tools, as well as a whole lot of confusion. If it’s your first time [exploring tools and tech stacks](https://www.salesenablementcollective.com/tech-stack-checklist-framework/), it can be hard to separate your CMS and CRM from your LMS, or your conversation intelligence from your sales readiness. ## What is a sales enablement tool? A sales enablement tool is software that helps revenue teams sell more effectively by giving sellers the right content, training, coaching, and insights at the right time. Common examples include CRMs like Salesforce or HubSpot, content platforms like Highspot or Seismic, sales readiness tools like Mindtickle, and conversation intelligence tools like Gong or Chorus. These tools help close the gap between what reps need and what they can actually access in the middle of a live deal. They centralize pitch decks, case studies, onboarding resources, call feedback, and buyer engagement data, so sellers spend less time searching and more time advancing deals. [It’s time to make sales enablement your new competitive advantage | SECHighlights from our conversation with Tim Harris, where we discussed AI in sales, how product marketing can work with enablement, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-f0a84074-1e0a-47cf-af56-0ee2defb56bd.png)Sales Enablement CollectiveRichard Bracchi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/john-cameron-BmSm2R9-MY8-unsplash-2-20fccbe1-0a68-4bc5-8a87-89ce4c251b23.jpg)](https://www.salesenablementcollective.com/its-time-to-make-sales-enablement-your-new-competitive-advantage/) The strongest sales enablement software also layers in workflow automation and AI to recommend content, surface coaching opportunities, and guide next best actions across the buyer journey. ### Who uses sales enablement tools? While sales reps are the primary users, these tools serve multiple stakeholders: - **Sales reps**: find content, complete training, and monitor buyer engagement - **Sales managers**: coach teams, review performance, and identify skill gaps - **Enablement teams**: manage programs, distribute resources, and measure impact - **Marketing teams**: keep messaging consistent and track content effectiveness ### Sales enablement tools vs. sales tools The distinction usually comes down to purpose. Sales tools help reps execute daily tasks like prospecting, pipeline management, and forecasting. Sales enablement tools help reps perform those tasks *better* through training, coaching, content access, and performance insight. In practice, the line often overlaps. A CRM might start as a sales tool, but once it supports content usage, training workflows, or buyer engagement tracking, it's also serving an enablement role. That's why most organizations build a [tech stack](https://www.salesenablementcollective.com/5-essential-features-of-your-sales-tech-stack/) where sales tools and enablement tools work together rather than sit in separate lanes. ## Benefits of sales enablement tools Investing in sales enablement tools isn't just about keeping up with technology—it's about transforming how your team sells and directly impacting your bottom line. ### Faster onboarding and time to productivity Most new reps take between six and nine months to hit full productivity, but [structured enablement can shrink that ramp](https://www.salesenablementcollective.com/7-top-tips-for-sales-enablement/) fast. Research for [our onboarding playbook](https://www.salesenablementcollective.com/secs-onboarding-playbook-download-it-today-blog/) showed companies trimming time-to-first-sale from four months to three (a 25% acceleration) simply by layering in the right platform and program. ### Higher win rates and larger deal sizes Need proof that enablement moves the needle? CSO Insights found teams running dynamic coaching programs, powered by enablement tech, post 28% higher win rates than those without. ### Stronger sales and marketing alignment Ever wonder if marketing's beautiful new battlecards are actually being used? [Sales enablement tools provide the answer](https://www.salesenablementcollective.com/what-makes-a-world-class-sales-enablement-tool/). Marketing can see which content drives engagement and closes deals, while sales gets materials that actually address buyer needs. It's alignment that ends the age-old sales/marketing divide. ### Consistent messaging at scale Whether you have 10 reps or 1,000, everyone needs to tell the same story. Sales enablement platforms ensure every rep has access to approved messaging, current pricing, and compliant materials. No more rogue PowerPoints or outdated one-pagers floating around. ### Data-driven coaching and development Instead of generic training programs, managers can [identify exactly where each rep needs help](https://www.salesenablementcollective.com/how-manager-enablement-can-boost-sales-rep-performance/). Conversation intelligence tools highlight specific skills gaps, while content analytics show which materials drive results. This targeted approach makes coaching more effective and reps more receptive to feedback. ## How to choose a sales enablement tool Before adding any piece of [software or technology](https://www.salesenablementcollective.com/sales-enablement-and-technology/) to your sales enablement tech stack, there are some key considerations to take. First and foremost, you need to have a **clearly identified goal or objective**. Why do you need an additional tool, and what do you want to accomplish with it? This will make it easier to compare feature sets, avoid scope creep, and ensure you’re getting a tool that will actually solve the problem your sales or enablement team is facing. Secondly, you need to work with the relevant stakeholders to **understand budget constraints** and how much budget can be allocated towards this tool. You might want the tool with the fanciest features, but if it’s too expensive you likely won’t get approval to purchase it. > *Sometimes, a cheaper tool that has just the essential features you identified in the first part of your deliberations is the right way to go.* Additional factors to consider before choosing any sales enablement software include: - How it integrates with your existing tech stack - The level of scalability the tool possesses - How user-friendly it is for you and your teams to use - Whether the tool follows adequate privacy and compliance requirements for your industry ## Types of sales enablement tool Sales enablement tools usually fall into a handful of core categories. Some organizations build a best-of-breed stack with separate tools for content, training, coaching, and analytics. Others prefer a single sales enablement platform that combines multiple functions in one place. Here are the main tool types to know. ### Customer Relationship Management (CRM) systems A CRM will normally be at the heart of your sales tech stack. At its most simple (as the name suggests), it’s a management tool used to manage your organization’s relationship with potential and existing customers. Let’s imagine a typical sales scenario. A potential customer downloads an eBook of yours, and gives their email address to you in the process. Your sales rep gets in touch, and has a brief exchange of emails before scheduling a phone call. On that call, the sales rep and prospective customer talk for half an hour or so. In that series of events your organization has gone from having nothing but an email address, to a lot of information about this prospect. By keeping track of these interactions and the information shared during them in your [CRM](https://www.salesenablementcollective.com/ama-how-to-track-your-teams-sales-velocity-through-your-crm-with-josh-smith-head-of-sales-enablement-guardian-news-media/) (whether manually or automatically), you’ll have all your key data in one place and will never forget a fact about the prospect’s organization. > *Imagine you were tracking it all on paper - it’d be a nightmare to keep on top of!* With a CRM, you have all your customer data in one convenient location that’s also accessible to everyone. That way, no one is being chased for information as they know it exists in the CRM. Ultimately, a CRM allows you to receive valuable insights and make data-driven decisions on your sales teams’ performance based on the number of prospects within, their levels of interest, and more. #### Popular CRMs As CRMs are a crucial part of the sales tech stack, there’s plenty of options on the market. Each will achieve the same overall goal, but they might do it in different ways, and features and appearances will differ too, so it’s important to explore your options and pick the right one for your organization. Popular options include Salesforce, HubSpot, Freshworks, Sage, Microsoft Dynamics, Pipeline, Oracle Netsuite, and ZenDesk. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/01/Salesforce-Sales_Cloud_SFA_Mulesoft.png) ****An example dashboard from Salesforce.** [****Source**](https://images.tech.co/wp-content/uploads/2019/11/21171222/Salesforce-Sales%5FCloud%5FSFA%5FMulesoft.png) ### Content Management Systems (CMS) Good sales and marketing content is an important part of sales enablement. But even more important than good content is ***accessible*** content. There’s very little point in working with your marketing and product marketing teams on [content creation](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) if sales reps have to trawl through mountains of folders and files to find it. > *At best? They’re wasting time that could be spent selling. At worst? They won’t bother even looking for it, and all that hard work creating the content that should enhance the sales process is wasted instead.* That’s where a CMS comes in.These platforms are designed to allow your sales reps to access vital [sales enablement content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) and collateral on the fly, meaning less time wasted searching and more time spent where it matters - selling. It’s all about accessing the right content at the right time. From whitepapers to case studies, and from battlecards to demo videos, everything can and should be easily accessible to team members. Most CMS include the ability to organize and tag content so that your sales reps know exactly what [content](https://www.salesenablementcollective.com/using-content-to-start-conversations/) to use, at what stage of the sales cycle to use it, and with which buyer persona to use it with. Ultimately, a CMS makes it easier and quicker for your reps to find what they need to sell successfully. #### Popular CMS [Content](https://www.salesenablementcollective.com/using-content-to-start-conversations/) plays a big part in modern sales enablement strategy so making sure it’s all organized and accessible is a major win for enablement teams. As with every addition to your tech stack, it’s important to explore the various features of competing CMS platforms before deciding which to use in your organization. Currently, some of the most popular options include Bigtincan, Brainshark, Highspot, Enablix, Seismic, GTM Buddy, and Showpad. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/01/78b78120-c323-4556-b8e8-e756b96e6642.png.webp) ****An example screenshot of Highspot CMS.** [****Source**](https://gdm-catalog-fmapi-prod.imgix.net/ProductScreenshot/78b78120-c323-4556-b8e8-e756b96e6642.png?auto=format&q=50) ### Learning Management Systems (LMS) and Sales Readiness platforms In recent years, the line between LMS and Sales Readiness platforms has blurred, so we’ve opted to combine the categories for the sake of this article. Both LMS and Sales Readiness platforms are designed to boost [sales coaching](https://www.salesenablementcollective.com/when-coaching-doesnt-work-its-because-organizations-dont-make-it-a-cultural-thing-mark-garrett-hayes/) and training and allow sales leaders to equip their sellers with more knowledge and skills. [Sales Readiness](https://www.salesenablementcollective.com/what-is-sales-readiness/) platforms differ from LMS in that they allow that sales training to be conducted with the practical goal of getting sales reps ready to sell, whereas LMS tend to be more focused on knowledge and information. > *These tools allow for training programs to be administered and tracked, and overall are geared towards the development of the sales team’s skills.* They can also help take some weight off the [sales managers](https://www.salesenablementcollective.com/partnerships-with-sales-managers-require-listening-and-trust-building-gillian-white/)’ shoulders - that way, they can share the responsibility for training alongside the platform. Some platforms may also be able to provide individualized feedback for reps based on their historical results. #### Popular LMS and Sales Readiness platforms As these can vary greatly in features and capabilities, it’s especially important to pay attention to whether a tool’s feature set matches your organization’s requirements. Take your time to research and speak to your peers about what tools work best for them. Popular choices here include Allego, Bigtincan, Brainshark, Lessonly by Seismic, Leveljump, Mindtickle, Saleshood, Showpad Coach, Spekit, and Workramp. ### Conversation Intelligence tools (CI) Conversation Intelligence tools are part of the next generation of sales coaching tools. These [AI-powered](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/#ai-for-coaching-and-training) pieces of technology record your sales team’s calls and pick out the key ‘[coachable](https://www.salesenablementcollective.com/in-other-walks-of-life-people-at-the-top-of-their-game-still-invest-in-coaching-why-not-sales-kate-philpot/)’ moments from each rep’s conversation. Without a CI tool, you need to sit through hours of recordings from each sales rep, hoping to find a moment that you can coach or take a learning from. It’s time-consuming. > *With a* [*CI tool*](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/)*, however, the calls are recorded and analyzed for you!* You instantly know the key moments from each call, saving you and your frontline managers massive amounts of time. You’ll be able to see how reps stack up against each other, and at which part of the call they succeed or fail. Depending on which tool you use, you’ll also have access to features like real-time analysis, the ability to set trigger words and topics that you want to track/highlight, team-wide skills tracking, scoring calls, personalized feedback, and much more - and hopefully you can use these insights to drive better win rates in your team. #### Popular Conversation Intelligence tools As we just mentioned, [different CI platforms](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/) offer different feature sets. It will definitely be worth your time to research which tool will make the ideal addition to your tech stack. Popular choices here include Avoma, Chorus, Gondola, Gong, Mindtickle, Outreach, Allego, Salesloft, Revenue.io, and Showpad. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/01/otujiw1xvhwzlosqpjkl.png) ****An example screenshot from Gong CI.** [****Source**](https://res.cloudinary.com/apideck/image/upload/v1623222571/marketplaces/ckp6oizgbgvm00a49vicntn6d/listings/hubspot-crm/screenshots/otujiw1xvhwzlosqpjkl.png) ### Sales enablement platforms The tools and platforms mentioned thus far can all combine to make up a sales enablement tech stack. However, with the rising popularity of the function, many of these companies offer all-in-one sales enablement solutions. These combine many of the features from the tools listed above into one package, with the aim of supporting [alignment between sales and marketing](https://www.salesenablementcollective.com/how-to-gain-better-alignment-for-your-sales-enablement-program/) teams and facilitating the coaching and continuous development of the sales team. These platforms will combine sales training and coaching, sales content management, and other features such as conversation intelligence into their package. #### Popular sales enablement platforms As with every piece of your tech stack, researching and understanding if it’s the right tool for your organization is important. With a sales enablement platform it might even be more important, as it will fill several roles in your tech stack. Popular options include Seismic, Highspot, Bigtincan, Mindtickle, Allego, and Brainshark. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/01/SeismicUsageReports_1200.png) ****An example screenshot from Seismic.** [****Source**](https://martech.org/wp-content/uploads/2015/12/SeismicUsageReports%5F1200.png) --- ## Ready to add AI to work in your enablement strategy? You've seen what AI can do for sales enablement, from automating content creation to delivering coaching at scale. But knowing what's possible is just the first step. The real challenge? Building the skills actually to lead AI adoption in your organization. That's precisely what AI for Sales Enablement Certified: Advanced Practitioner is built for. Inside, you'll learn how to: - **Apply AI across the full enablement lifecycle**, from rep development and content to coaching and performance - **Design and deploy AI agents** that take real work off your plate (and your reps') - **Lead AI adoption in your org** with a clear rollout strategy your leadership team can get behind - **Prove revenue impact** so your AI initiatives show up in the pipeline, not just in slide decks - **Learn from battle-tested experts** from the world's largest sales enablement community Plus, you'll walk away with templates, frameworks, and an official certification to back it all up. [**Get AI for Sales Enablement Certified**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) and join the enablement pros turning AI hype into measurable revenue impact. [**Enroll now**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) ### Sales plays explained: frameworks, examples, and templates URL: https://www.salesenablementcollective.com/sales-plays-what-they-are-how-they-work-and-templates-to-get-started/ Last updated: 2026-07-10T14:35:18.000Z [A sales play](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/) is a structured, action-oriented guide that tells a seller exactly what to know, say, show, and do in a specific selling situation. It pulls together every resource a seller needs, like messaging, assets, discovery questions, call recordings, and follow-up actions, into a single, digestible format that lives where sellers actually work. Think of it as a precise field guide for a particular scenario: winning a deal against a named competitor, introducing a new product to an existing customer, or recovering a stalled opportunity. [What is a sales playbook?Have you wondered what a sales playbook is? Or how a sales playbook helps your reps? Maybe you want to know how to start creating a playbook. Either way, this article is for you.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-c25b34af-f9ee-40f4-9e57-71f91d9d0e08.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_playbook-64c3107b-8af0-4e8b-b495-05317afc1a5f.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-playbook/) The modern sales play is not a three-ring binder. It is not an 80-page PDF. It is not a general reference document written for management. It is built for the seller, around a specific action, designed to remove guesswork and drive consistent behavior. For a more in-depth look at the full scope of what's covered in this guide, the [Essential Guide to Sales Plays eBook](https://www.salesenablementcollective.com/the-essential-guide-to-sales-plays/) covers additional play types and diagnostic frameworks. ## Sales play vs. sales playbook These two terms are often used interchangeably, but they describe different things and confusing them leads to playbooks nobody reads and plays nobody uses. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/Sales-Play-vs.-Sales-Playbook.png) Old-style playbooks tried to document everything. The problem is that comprehensiveness and usability work against each other. A 100-page playbook describes the theory of how deals should happen; a sales play tells a rep what to actually do before their next call. Sales plays don't replace a playbook. They operationalize it, taking the highest-priority behaviors from your methodology and making them executable. ## Why most sales organizations struggle without plays If you want sellers to do something new or different, you have to be specific about exactly what that looks like. Think of how your organization prepares sellers for an effective first meeting. In many companies, the process looks something like this: - The official slides live in a content management system that sellers can't easily navigate. - Discovery questions are in a separate document that is rarely found when needed. - Peer call examples exist in a recording tool but require significant time to surface. - Marketing has created follow-up assets that sit in a different repository, disconnected from the conversation. Two problems underlie all of this. Sellers don't have one place to find what they need and the organization never communicated what "good" looks like, forcing each rep to invent their own version. A few experienced, talented, or lucky people will find their way. Most will get lost, not because they lack ability, but because no one gave them a map. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/effective-sales-play-2.png) ## Sales play examples by use case ### 1\. New product launch play - **Trigger:** A new offering goes live that the company needs reps to cross-sell to existing accounts. - **Focus:** This play details the product overview, ideal account profiles, and crucially, the opening conversation. While standard product launch kits explain what the product does, an effective product launch sales playbook focuses on what the rep should do first, providing a tactical sequence that managers can easily coach and inspect. [Between the lines: 3 deep sales discovery questionsShun Cheah shares three sales discovery questions that’ll help your sales teams dive deeper into your prospects’ inner pain points and needs.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-f034d70a-2120-4463-8eef-f69f10d3bb66.png)Sales Enablement CollectiveShun Cheah![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---3-deep-sales-discovery-questions--61549efa-86d6-4412-9a8c-a8ae4bf57a96.png)](https://www.salesenablementcollective.com/3-deep-sales-discovery-questions/) ### 2\. Competitive displacement play - **Trigger:** A prospect is currently locked into a competitor’s contract but shows signs of friction. - **Focus:** It highlights known competitor vulnerabilities, advanced trap-setting questions, and contextual differentiators. Instead of linking out to external tools, live competitive intelligence battlecards should be embedded directly within the play for instant access during live calls. ### 3\. Upsell and cross-sell play - **Trigger:** An account approaches a natural expansion point, such as a renewal window, high feature adoption, or a new corporate initiative. - **Focus:** This play defines how to spot expansion-ready accounts, open the conversation without sounding transactional, and pitch a narrative connecting their current success to a broader scope. It also clarifies the internal handoff process when involving a specialized account engineer or customer success manager. Teams can master these motions by deploying a dedicated upsell cross-sell framework. ### 4\. Stalled deal recovery play - **Trigger:** A once-promising opportunity has blown past its close date and gone completely dark. - **Focus:** It delivers diagnostic frameworks to uncover the root cause of the silence (e.g., champion departure, budget freeze, or shifting priorities) alongside re-engagement messaging tailored to each scenario, helping reps rebuild urgency without sounding desperate. [Sales playbook template | Free downloadA structured guide that lays out the objectives, product details, and step-by-step procedures your sales reps should follow.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-be5e85c7-37b6-4e8a-8f46-782891014e38.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Content-Strategy-4-9f27f0f7-29b8-4128-87b8-c293a36fcaef.png)](https://www.salesenablementcollective.com/sales-playbook-template-framework/) ## Types of sales plays ### Sales kits The simplest form. A sales kit gathers all relevant assets on a topic into one place with no specific call to action. Use these for process updates, minor product launches, and anything where the goal is awareness rather than behavior change. Quick to build, low-maintenance. ### Action-based sales plays Built around one specific action, typically one conversation or one moment in the sales cycle. This is the play type that drives real behavior change. It transforms a broad initiative ("cross-sell the new product") into something a rep can practice and a manager can coach. ### Coaching-enabled sales plays The most sophisticated version pairs a seller-facing play with a companion coaching play for managers. The manager's play covers what to inspect, what good looks like, and how to provide feedback on the specific behavior. When both are present, the whole performance system aligns. [Sales play templateStreamline your sales process and close deals faster with a proven sales play template.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-aca8298b-b18d-45e0-ac47-8f75f4259e5a.png)Sales Enablement CollectiveRichard Bracchi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SKO-cb07c0ac-88fb-4d65-a602-8c0179c686ac.png)](https://www.salesenablementcollective.com/sales-play-template-framework/) ## Measuring adoption Publishing a play is not the same as driving change. Tracking read rates tells you almost nothing about whether behavior changed. 💡 A complete adoption plan answers three questions: Who must use this play, and by when? How will sellers build confidence before the real conversation, through role-plays, practice sessions, or recorded self-evaluations? And what will managers look for in the field? The best organizations run the full **Equip — Train — Coach** cycle. The play handles equipping. Training builds confidence. Coaching sustains the behavior. Use this as your starting structure. Decide which outcome you are driving before deciding which play to build. If you want sellers to find content more easily, start with a sales kit and keep it simple. If you need to change a high-impact behavior, build an action-based or [coaching-enabled play](https://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/) and follow through on adoption. Bring together three roles: an audience SME (a respected front-line seller or manager), a topic SME (product marketer, competitive analyst, depending on the play), and an enablement SME to ensure consistency. This trio cuts through [functional silos](https://www.salesenablementcollective.com/creating-a-scalable-sales-enablement-function/) in ways traditional processes rarely manage. [Creating a sales playbook from scratch : Lesson LearnedLearn how to create a sales playbook from scratch with key lessons, insights, and strategies to streamline your sales process and drive success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-7437891e-8c86-4634-b4a6-c211fe9bd48a.png)Sales Enablement CollectiveDarlene Samer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/217-6a9fc9d7-ecc9-4499-ba4c-ef9c2039032a.png)](https://www.salesenablementcollective.com/creating-sales-playbook-from-scratch-video/) --- This article builds on [the original guide published by Highspot](https://www.salesenablementcollective.com/the-essential-guide-to-sales-plays-highspot/). This version expands that foundation with a defined glossary, a sales play vs. playbook comparison, use-case examples, and a ready-to-use template. ### Sales enablement maturity: A practical guide to every stage URL: https://www.salesenablementcollective.com/what-is-a-sales-enablement-maturity-model/ Last updated: 2026-06-17T12:31:22.000Z Sales enablement's footprint is expanding fast. According to [the 2025 Sales Enablement Salary and Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), nearly 39% of enablement teams added headcount in the past twelve months, and 36% of practitioners have only been in their roles for three years or less. Eighty-five percent of companies kept or grew their enablement budgets this year, with 42% actually increasing them. That growth has generated a wave of conversation about sales enablement maturity , what it means, how to measure it, and what separates a reactive function from a strategic one. This article walks through the core maturity stages, how to assess where your team sits today, and what it takes to move forward. ## What is a sales enablement maturity model? A sales enablement maturity model is a [framework](https://www.salesenablementcollective.com/sales-enablement-framework/) that helps you evaluate how developed your enablement function is today and what it needs to look like as it grows. Think of it as a maturity curve for your enablement strategy, one that gives you a shared language for describing where your team is now, where gaps exist, and what "good" looks like at the next level. Most models assess the same core dimensions: - **Strategy and leadership alignment** — is enablement tied to business goals, or driven by ad-hoc requests? - **Training and onboarding** — are programmes reactive or structured by role, tenure, and performance data? - **Content** — are assets scattered across tools or organized in a way reps can actually use? - **Tech stack** — are systems disconnected or integrated around your CRM and workflows? - **Data and analytics** — are decisions based on instinct or measured impact on sales performance? - **Cross-functional collaboration** — is enablement siloed, or aligned with sales, marketing, product, and ops? ### Notable sales enablement maturity frameworks. Across the web you will find maturity models with four stages, five stages, and even six and the stage names often differ. That variation matters less than the underlying logic, which stays consistent: enablement moves from reactive and undefined toward strategic, [data-driven](https://www.salesenablementcollective.com/90-hit-quota-the-data-driven-onboarding-system-behind-it/), and revenue-accountable. Several authoritative frameworks are worth knowing: - **Forrester's Sales Enablement Maturity Model** is one of the most widely referenced. Forrester structures maturity around five disciplines, strategy, content, training, technology, and analytics; and maps progression from "undefined" through "dynamic." Its value lies in how explicitly it ties maturity to revenue impact, rather than internal program quality alone. - **Gartner's approach** frames enablement maturity in terms of its integration with the broader revenue technology stack and its alignment to buyer journey stages. [Gartner research](https://www.gartner.com/en/documents/6384143) consistently flags the gap between how enablement teams perceive their maturity and how their sales stakeholders experience it, a useful diagnostic lens. - **CSO Insights / MHI Global** (now absorbed into [Korn Ferry research](https://www.kornferry.com/institute)) produced influential work tying maturity levels to win rate outcomes. Their finding that teams reaching a "dynamic" coaching stage enjoy win rates 28% higher than peers remains a benchmark figure in the field. More than half of enablement organizations already have or are drafting a [formal enablement charter](https://www.salesenablementcollective.com/what-is-a-sales-enablement-charter/) to guide strategy, evidence that the discipline is steadily moving from ad-hoc to structured and measurable, regardless of which framework a team uses. [Enablement Metrics Certified | Sales Enablement Training CourseBoost your career with our Enablement Metrics Certified: Masters. Learn the art of sales enablement metrics & demonstrate undeniable value.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-46596c82-3449-4c54-b5d8-02b61702192b.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_MASTERS_Enablements_Metrics_Meta--1--4b169433-ddd2-4aec-8b5f-4801432dcb15.jpg)](https://www.salesenablementcollective.com/learning/on-demand/enablement-metrics-certified-masters/) ## Sales enablement maturity stages Now, we’ll look into the stages, remembering that the names and definitions aren’t set in stone and can vary depending on who you ask. ### Stage 1: Ad-hoc/undefined At this early stage, often seen in high-growth startups, enablement has no truly defined roles or responsibilities and usually lacks [a dedicated team](https://www.salesenablementcollective.com/sales-enablement-team-structure/). The goal is to support the sales team, but the structures are not in place to do that effectively. Training is done on a case-by-case basis with little proactive effort, not out of neglect, but because time and resources are not there to implement solid processes. [Sixty-four percent of firms](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) build sales collateral through joint enablement, marketing, and product-marketing efforts, but at this stage that collaboration is informal at best. [The tech stack](https://www.salesenablementcollective.com/building-a-tech-stack-where-to-start-and-how-to-progress/) is minimal. A CRM may exist, but it is not properly aligned to the sales process or configured to support reps. ### Stage 2: Tactical/reactive [Sales leaders](https://www.salesenablementcollective.com/empowering-sales-leaders-driving-adoption/) have a working understanding of what enablement is and what it brings to the table. There is more likely to be a dedicated enablement team, even if it is only one person. Training has some structure, perhaps periodic, but is not supported by data or individualized to sellers' strengths and weaknesses. Onboarding processes are formally set up but lack efficiency. When reps lack a central content management platform, they bounce between three or more locations hunting for content, a time sink that pulls them away from selling. [Metrics](https://www.salesenablementcollective.com/enablement-metrics-101/) tracking begins at this stage, though typically with the aim of proving enablement's value rather than truly understanding rep performance. ### Stage 3: Progressive/integrated This is where sales enablement comes into its own. Enablement starts genuinely driving reps towards their sales objectives and earns a legitimate claim to a seat at the table. Collaboration with marketing and product marketing becomes active and consistent. Training moves beyond reactive and routine pieces; pilot initiatives are explored and backed by data. Repetitive processes like onboarding and [SKOs](https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/) are continuously iterated on. The CRM is integrated with the sales methodology, and the stack expands into content management systems, learning management systems, and conversational intelligence tools. [SKO planning | Sales Enablement LabsThe Sales Enablement Collective is a global gathering of revenue leaders, all striving towards one, shared goal: consistent and predictable revenue growth.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-68cb4cc5-99f3-4f97-84ba-e4bc18086ae7.png)Sales Enablement CollectiveLaurie Barton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Virtual_Workshop_Meta_4-b1fba67d-4397-4e77-bfb6-7c7404e299e0.png)](https://www.salesenablementcollective.com/sko-planning-sales-enablement-labs/) ### Stage 4: Strategic/mature Enablement is an established and trusted strategic partner to the organization. It not only has a seat at the table but is a major player, in some cases reporting directly to the CRO. Companies delivering the right amount of enablement coaching [grow revenue 16.7% faster year over year](https://www.salesenablementcollective.com/sales-coaching-101/). Onboarding and continuous development are seamlessly linked. Content is organized and easily accessible. The tech stack is fully integrated, with a single source of truth for data reporting. ## Cheat sheet Here, you’ll find a quick visual guide with the key points to remember when it comes to sales enablement maturity stages. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/Maturity-stage-comparison-.png) ## How to assess your current sales enablement maturity level Before trying to move forward, you need an honest picture of where you are. Work through the following questions: **On strategy and alignment:** - Does your [enablement team](https://www.salesenablementcollective.com/sales-enablement-team-structure/) have a documented charter or annual strategy? - Can you articulate how enablement priorities map to your company's revenue goals? - Does senior leadership treat enablement as a strategic function or a support service? **On training and onboarding:** - Is your [onboarding program](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) structured by role, or is it the same for everyone? - Do you have any mechanism for identifying individual skill gaps and addressing them? - Are you iterating on training based on performance data or on gut feel? **On content:** - Do reps know where to find the content they need, and can they find it quickly? - Can you tell which content is actually being used in deals? - Is content created reactively in response to requests or planned as part of a strategy? **On technology:** - Is your CRM aligned to how your team actually sells? - Are your enablement tools integrated, or does data sit in separate systems? - Can you pull a coherent performance report without manual data consolidation? **On measurement:** - Can you tie enablement activity to pipeline or revenue outcomes? - Do you have [KPIs](https://www.salesenablementcollective.com/aligning-kpis-to-create-successful-partnerships/) that go beyond completion rates and satisfaction scores? - Is your data trusted by sales leadership? If most of your answers point to informal, reactive, or unclear, you are likely at Stage 1 or 2\. If your processes are structured but not yet data-driven, Stage 3 is your horizon. If you can tie enablement directly to revenue and your stakeholders see you as a strategic partner, Stage 4 is within reach. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/Higher-Sales-Enablement-Maturity.png) ### How to move between maturity stages Knowing your stage is only useful if it informs what you do next. Here are the practical moves that shift teams from one level to the next. #### Stage 1 → Stage 2: from ad-hoc to tactical - Secure at least one dedicated headcount for enablement, even a part-time role - Document your current onboarding process, even informally, a written checklist is a starting point - Identify the three to five questions your sales team asks most often and build repeatable answers - Get your CRM to a baseline level of adoption before expanding the tech stack - Start measuring something, anything; so you have a baseline to improve against #### Stage 2 → Stage 3: from tactical to integrated - Write a formal enablement charter that ties your priorities to sales and revenue goals - Move content from scattered folders into a single, searchable repository - Build a training calendar based on performance data, not just available time in the schedule - Establish a regular cadence with marketing and product marketing, monthly is sufficient to start - Choose two or three [KPIs](https://www.salesenablementcollective.com/sales-enablement-kpis/) that connect enablement activity to rep performance, not just program completion #### Stage 3 → Stage 4: from integrated to strategic - Seek direct alignment with the CRO or VP of Sales on quarterly priorities - Build a content governance process: ownership, review cycles, and deprecation of outdated assets - Implement coaching at scale, group sessions anchored to deal data, and individual sessions anchored to skill gaps - Consolidate your reporting into a single dashboard that sales leadership can read without interpretation - Begin tying enablement ROI to [pipeline velocity](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/) and win rates, not just activity metrics Wrapping up, we can see that a sales enablement maturity model is useful as it allows you to track your team’s sales enablement journey and the progress you’ve made in growing, maturing, and developing. From stage one, where your enablement is very ad-hoc and might not even have a dedicated team, to stage four (or five, depending on who you ask!), a mature, strategic enablement team that has a seat at the table and is a major player in your organization. ### AI for Sales Enablement URL: https://www.salesenablementcollective.com/ai-for-sales-enablement-brochure-2/ Last updated: 2026-06-16T11:23:40.000Z Grab your brochure for everything you need to know: [If you order today](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/), you'll save $100 off the price before June 24\. ### How to use models like ChatGPT in sales enablement URL: https://www.salesenablementcollective.com/chatgpt-for-sales-enablement/ Last updated: 2026-06-16T09:48:02.000Z ## What is ChatGPT? ChatGPT is a generative AI tool built on a large language model, developed by OpenAI. You give it a prompt, it gives you a response. The more specific your prompt, the better the output. For sales teams, that's a big deal. This [AI tool](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) can draft emails, summarize calls, research prospects, and roleplay tough conversations, all in seconds. According to SEC’s *AI and Sales: A Winning Combination* eBook, reps who lean on generative AI reclaim an average of 4.8 hours every week, time they’d otherwise sink into admin and research. One quick caveat: ChatGPT can get things wrong, and its knowledge has cutoff dates. Always sense-check what it produces before it reaches a prospect. So, how do you use ChatGPT in your sales process in a way that actually moves the needle? Let's get into it. ## Using ChatGPT for sales emails Writing [sales emails](https://www.salesenablementcollective.com/email-tips-for-sales-representatives-2/) is time-consuming, especially when you'd rather be on the phone closing deals. Subject lines, body copy, follow-up emails - it all adds up fast. > *How can ChatGPT help?* At minimum, it gives you a starting point. At best, it drafts an almost-perfect cold email in seconds. The trick is in the prompt. Ask "*Help me write a sales email aimed at CFOs*" and you'll get something generic. Compare that with this example from Thomas's New York session: "*I need help writing an email in 200 words or less. I'm an account executive at Salesforce. I'll be sending this email to CFOs in the manufacturing sector in New York, who are not currently doing business with us. My goal is to have them respond back to me with the intent of scheduling a time for a discovery or demo call. Please also include a compelling subject line.*" That level of detail - persona, industry, location, goal, length - gives ChatGPT what it needs to produce a targeted email. Not happy with the first draft? Iterate: - "*Can you shorten the email and make it more compelling?*" - "*Rewrite the email but make it more casual and conversational.*" - "*Now write a three-step follow-up sequence based on this email, addressing the prospect's likely pain points.*" You'll end up with several versions to pick from, and you can extend the same logic to build full multi-step sequences across email and LinkedIn. More time saved means more time to sell. ![An image of Thomas Cheriyan presenting at the Sales Enablement Summit in New York (2023), speaking about the use of ChatGPT for sales. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/03/qfrWFmac.jpeg) ****Thomas Cheriyan presenting at the Sales Enablement Summit in New York (2023)** --- [The core pillars of sales enablement: SEC eBookOur free eBook lets you dip your toes into an ocean of enablement knowledge to help you kickstart your career.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/08/SEC_The_core_pillars_of_sales_enablement_eBook_meta_.png)](https://www.salesenablementcollective.com/the-core-pillars-of-sales-enablement-ebook/) --- ## Using ChatGPT for sales content Sales enablement pros are often responsible for [creating content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/). > *How can ChatGPT help here?* If you’ve ever suffered from writer’s block when trying to write a script for a training video or a one-pager for sales reps on whatever piece of training you’ve been trying to reinforce, then ChatGPT is here to help. Here’s a very basic example, just for the purpose of this article: Prompt: “*Write a script for a one-minute sales training video, teaching sales development representatives the basics of the MEDDIC methodology.*” ChatGPT’s response: #### Title: MEDDIC Methodology Basics for Sales Development Representatives \[INTRO: Exciting upbeat music and visuals of a team of sales representatives\] Narrator: "Welcome, future sales champions! Today, we'll introduce you to the powerful MEDDIC methodology. In just one minute, you'll learn the basics to help you qualify leads and close deals more effectively." \[Scene 1: Animated visuals of the MEDDIC acronym, with each letter highlighted as it's explained\] Narrator: "MEDDIC stands for Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, and Champion. Let's break it down." \[Scene 2: Metrics\] Narrator: "Metrics - Understand the quantifiable results your solution can deliver. Show your prospects the potential return on investment." \[Scene 3: Economic Buyer\] Narrator: "Economic Buyer - Identify the person with the purchasing authority. Ensure they recognize the value of your solution." \[Scene 4: Decision Criteria\] Narrator: "Decision Criteria - Learn what factors your prospect uses to evaluate solutions. Align your offering with their priorities." \[Scene 5: Decision Process\] Narrator: "Decision Process - Determine the steps your prospect takes to finalize a decision. Adapt your sales process accordingly." \[Scene 6: Identify Pain\] Narrator: "Identify Pain - Uncover your prospect's pain points. Highlight how your solution can address their challenges." \[Scene 7: Champion\] Narrator: "Champion - Find a strong internal advocate within the prospect's organization. They'll help you navigate roadblocks and influence decision-makers." \[OUTRO: Exciting music, with visuals of sales representatives celebrating a closed deal\] Narrator: "And there you have it! With the MEDDIC methodology, you're ready to conquer the sales world. Apply these principles, and watch your success skyrocket!" \[End screen: Company logo and contact information\] It’s certainly not perfect (and neither was our example prompt), but immediately you can see the advantage of working from *this* script rather than a blank page - you have a springboard for your work. You could refine this further through the iterative prompts we explained earlier. Ask the AI to make the script more formal, more concise, more fun, longer, or shorter. **The possibilities are almost endless - and more importantly they’re much more time-efficient than writing four or five script versions yourself.** ChatGPT doesn’t have to have any influence on the end product, either. You can use it just to generate ideas. Prompts such as: “*Give me five creative ideas for sales training sessions that will be fun and keep reps engaged*” will return five answers in a matter of seconds. Even if you don’t use one of ChatGPT’s ideas, it might act as a spark of inspiration. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-6.png) ](https://www.salesenablementcollective.com/stay-inspired-sign-up-to-our-newsletter/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Reports%20Ad) --- ## Using ChatGPT for competitive intelligence Competitive intelligence is key - your sales reps need to know how you match up to your competitors. More importantly, they need to put themselves in a prospect’s shoes to truly understand why a prospect would (or wouldn’t) choose a competitor over your product or service. This requires one of two things: experience in the role and hearing from prospects why they’re choosing competitors. Or, it requires time spent researching across your own sales content, the competitor’s websites, and more. **However, as Thomas demonstrated in New York, you can expedite this process by using the correct prompts in ChatGPT.** Here’s his example, looking at two popular CRM tools: “*How would you convince a CFO that they should consider buying Salesforce versus Zoho, even though Salesforce is more expensive?*” Thomas notes that this prompt includes a specific persona, a specific tool pitted against another, and focuses on the specific element of price. This is all part of the fine-tuning process - the more detail you include, the better. #### Here’s what ChatGPT answers with when we put in that prompt: When presenting the case for Salesforce to a CFO, focus on the long-term value, scalability, and customization capabilities that can outweigh the initial cost difference compared to Zoho. Consider these points to build a persuasive argument: 1. Comprehensive Feature Set: Highlight Salesforce's extensive range of features and tools that cater to various business functions like sales, marketing, and customer support. Emphasize the platform's ability to provide a unified solution for the entire organization, streamlining processes and improving efficiency. 2. Scalability: Explain that Salesforce is designed to grow alongside the company. As the organization expands and evolves, Salesforce can be easily scaled up to accommodate increasing demands, making it a long-term solution that can save resources in the future. 3. Customization and Integration: Point out that Salesforce offers extensive customization options and a vast ecosystem of third-party applications through the AppExchange. This allows the company to tailor the platform to their specific needs, creating a seamless experience that enhances productivity. 4. Advanced Analytics and Reporting: Stress the importance of Salesforce's robust analytics and reporting capabilities, which can provide valuable insights into business performance, customer behavior, and sales trends. These insights can drive better decision-making and contribute to the company's overall success. 5. Customer Success and Support: Mention Salesforce's strong reputation for providing top-notch customer support and success resources, including a dedicated account manager, extensive documentation, and a large community of users. This ensures that the company will have access to the guidance and assistance needed to maximize their investment. 6. Proven Track Record: Share case studies and testimonials of other organizations that have successfully adopted Salesforce and experienced significant improvements in their sales processes, customer relationships, and overall business performance. These real-world examples can help the CFO visualize the potential benefits for their own company. By emphasizing these points, you can make a compelling case for Salesforce as a strategic investment that delivers long-term value and supports the company's growth, even if it comes with a higher initial price tag than Zoho. That's a solid starting point for any new [rep](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/). It's much quicker to supplement this initial overview with additional information than to build it all from scratch. As with all these prompts, ChatGPT isn't perfect. Verify outputs against current public sources before using them in battlecards or sharing them with your team. --- ## Using ChatGPT for sales prospecting and research SEC research shows sellers spend only 25–40 percent of their day in live selling; the rest goes to prospecting prep, admin, and hunting for information. Researching companies, identifying pain points, and figuring out who to target can take hours per account. One enablement team even cut SDR ramp from about eight weeks to just four to five after rolling out an AI assistant, proof that ChatGPT can slash timelines when you’re prospecting. Here are three ways to put it to work: ### Researching a prospect or account Paste in a company's website content, LinkedIn page, or 10-K filing and ask ChatGPT to summarize key business priorities, recent changes, and likely challenges. You'll get a structured brief in seconds. Try: "*Summarize the top three strategic priorities and likely pain points for \[company\] based on this 10-K filing. Focus on areas where a CRM platform could add value.*" ### Identifying pain points and decision triggers Once you've got the basics, dig into what the buyer actually cares about. ChatGPT can help you map likely pain points to your value props and surface decision triggers worth referencing in outreach. Try: "*Based on this job posting for a VP of Revenue Operations, list the top three pain points they're likely hiring to solve and how I could address each in a cold email.*" ### Building lookalike account lists Closed a great deal? Ask ChatGPT to describe the ideal customer profile based on that win, then generate a list of similar companies in your target verticals. You won't get a perfect prospecting list, but you'll get directional ideas to validate in your sales tools. The output is a powerful head start for building account plans. Always verify before reaching out. ![An image advertising Thomas Cheryian's Cooking with ChatGPT webinar on May 3. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/03/1680009806611.png) ****Click** [****here**](https://www.salesenablementcollective.com/cooking-with-chatgpt/) **to catch the replay of Thomas' webinar for free!** ## Using ChatGPT to coach your sales team ## Using ChatGPT to coach your sales team So far, these examples have largely involved ChatGPT creating text to save you and your sales team time. But what about its conversational abilities? Can ChatGPT help reps prepare for real buyer conversations? **It can. As Thomas demonstrated in New York, ChatGPT makes for a surprisingly effective sales coaching tool -- acting as a roleplay partner for practicing tricky objection handling scenarios.** In his example, Thomas sets up an 'unwinnable' scenario involving a CFO who will *not* budge or show any interest during a discovery or demo call. We learn more from our failures than our victories, so watching how reps handle a prospect who'll never book a follow-up call can be genuinely enlightening. Here's the example prompt from Thomas: "*I am an enterprise sales rep at Salesforce trying to sell their core CRM platform. You are the CFO of Delta Airlines. You're currently using a CRM solution from Oracle. I will cold call you and try to convince you why you should take a discovery or demo meeting with me. You should be as hostile as possible and essentially be uninterested in learning more about Salesforce and try to give as many objections as possible. Are you ready to go?*" **From there, you can observe your reps as they work through the scenario -- testing how they handle pressure, pushback, and persistent objection handling in real time.** It won't replace live roleplays with peers or structured sales coaching sessions, but it's a practical way to supplement rep practice and build confidence before the real thing. ## Using ChatGPT to summarize call recordings In fact, 50 percent of enablement teams now use AI for call analysis and conversation intelligence, meaning recording is firmly mainstream. But going through them to pull out follow-up actions, decisions, and key takeaways is a slog. Feed ChatGPT the call transcript and it can summarize the conversation into bullet points, generate CRM notes, or draft a follow-up email based on what was discussed. Even better, you can apply a framework. Thomas suggests prompts like: - "*Recap the action items from this meeting and draft a follow-up email to the prospect with clear next steps.*" - "*From this call transcript, what did we capture against the* [*MEDDIC framework*](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/)*, and what's missing?*" You can apply the same logic to any long-form content you want to condense. Big time-saver when used well. A few rules to get the most out of it: **Be specific with prompt structure.** Include the persona, context, goal, and desired format. The more detail you give, the sharper the output. **Always verify.** ChatGPT can produce AI hallucinations, especially around recent events, pricing, or competitor details. Treat every output as a first draft, not a final answer. **Protect customer data.** Never paste sensitive customer information, contract terms, or proprietary data into a public model. Use enterprise plans with data privacy protections, or strip identifying details before pasting. Used responsibly, ChatGPT can shave hours off your week. Used carelessly, it can create serious problems for you and your team. --- ## Ready to put AI to work in your enablement strategy? You've seen what AI can do for sales enablement, from automating content creation to delivering coaching at scale. But knowing what's possible is just the first step. The real challenge? Building the skills actually to lead AI adoption in your organization. That's precisely what AI for Sales Enablement Certified: Advanced Practitioner is built for. Inside, you'll learn how to: - **Apply AI across the full enablement lifecycle**, from rep development and content to coaching and performance - **Design and deploy AI agents** that take real work off your plate (and your reps') - **Lead AI adoption in your org** with a clear rollout strategy your leadership team can get behind - **Prove revenue impact** so your AI initiatives show up in the pipeline, not just in slide decks - **Learn from battle-tested experts** from the world's largest sales enablement community Plus, you'll walk away with templates, frameworks, and an official certification to back it all up. [**Get AI for Sales Enablement Certified**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) and join the enablement pros turning AI hype into measurable revenue impact. :rocket: [**Enroll now**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) ### Sales Enablement Summit Atlanta, June 2026 URL: https://www.salesenablementcollective.com/sales-enablement-summit-atlanta-june-2026/ Last updated: 2026-08-18T05:41:26.000Z Catch up on every session from Sales Enablement Summit Atlanta with sessions from the likes of Oracle Netsuite, Jumpcloud, Zscaler and more. _This post is for paying subscribers only._ ### AI strategic plan URL: https://www.salesenablementcollective.com/ai-strategic-plan/ Last updated: 2026-08-26T13:51:27.000Z A blueprint for becoming an "AI-first" organization, aiming to cut operating costs \~20% over three years and grow revenue 15-20%, while positioning the company as a leader in ethical AI. The driver is competitive urgency; rivals are investing heavily, only about five of nine prior initiatives were completed, and market share has crept from 6% to 8% while the top three players still hold 45%. The bulk of the deck is analysis using standard frameworks (SWOT, VRIO, 7S, PESTLE, stakeholder mapping, competitor benchmarking), landing on proprietary data analytics as the key advantage. This feeds a strategy built on three priorities — AI-first innovation, predictive customer engagement, and scalable market expansion — tracked through a balanced scorecard of KPIs. Execution is laid out via a three-year quarterly timeline, an ROI model, a risk register (AI failure and cybersecurity as top threats), and a \~$250M resource plan, plus a dashboard and scenario-planning matrix for annual review. ## Download your template ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/image.png) [AI strategic planAI strategic plan Our blueprint for sustained innovation, agility, and industry leadership![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-2026-v2-fa9f6206-7f88-438e-a892-1eff382bed13.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyIfANEPo3jIhY0uRQz0kSBF5K8qBFxWq1W1TPMRU1dHMDZlWTFW6b1FpD9WfFLd7W1yJJv2gh4eKywVjETszEYhzXWy4CY_gjHTXSSujHju-KCUI-N3-w1200-h630-p-1d8c8d2c-3ecc-4ab0-a652-9d89e078f1b1)](https://docs.google.com/presentation/d/1PDDi4UtPm68CktleyI3oRZs8o5F-m3KFjLe%5FPXpCAIE/edit?usp=sharing) [AI strategic planAI strategic plan.pptx3 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/08/AI-strategic-plan.pptx "Download") _This post is for paying subscribers only._ ### AI for sales enablement: 7 time-saving use cases that actually work URL: https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/ Last updated: 2026-06-11T15:52:33.000Z At its core, sales enablement is about getting the best out of your sales reps. It’s about continuously supporting teams [of reps in their revenue-generating tasks](https://www.salesenablementcollective.com/what-is-sales-enablement/). There’s no real “end” point. Once a rep’s onboarded? Say hello to coaching and training. There are always new sales methodologies, techniques, and processes to share with your sales teams. It’s a tough task. We all know it. Many organizations have small teams with big goals, so the [sales enablement team sheet framework](https://www.salesenablementcollective.com/sales-enablement-team-sheet-framework/) offers those enablement teams the extra help they need. Enter artificial intelligence (AI). [Master AI for Sales Enablement: The Advanced Practitioner certificateApply AI across rep development, content, and coaching. Build the skills to lead AI adoption, design agents, and prove revenue impact.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-736e2b0f-6bd9-412d-a122-15619c20dd13.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Certified_Meta_AI_SE_Advanced_-507a411f-e648-4610-a57e-db9897345ccb.jpg)](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) ## What is AI sales enablement? AI sales enablement is the use of artificial intelligence to train, coach, and equip sellers throughout the sales cycle, blending machine learning, natural language processing, predictive analytics, and generative AI with traditional enablement practices to help your team work smarter. > “You hear from enablement all the time that they don’t have the data. AI *gives you* the data to make good decisions.” – Jonathan Kvarfordt, Founder & Chief AI Officer, GTM AI Academy Traditional enablement is mostly pull-based. Reps go searching for content, call recordings, and battle cards on their own. AI sales enablement is more proactive, surfacing the right insight or asset based on context, including real-time coaching during live interactions. The technology includes several key components: - **Machine learning algorithms** that identify patterns in successful sales interactions. - **Natural language processing** that understands context in emails and calls. - **Predictive analytics** that forecast deal outcomes and suggest next best actions. - **Generative AI** that creates personalized content and coaching materials. AI has strong potential in a sales environment, and by [leveraging AI to accelerate sales effectiveness](https://www.salesenablementcollective.com/leveraging-ai-to-accelerate-sales-effectiveness/) it can support far more than one task or workflow. There's more to AI in sales enablement than that, but for now we'll focus on these key areas. ## 7+ ways enablers can use AI to save time AI isn't just shiny tech; it buys you back real hours. Teams that use AI-powered knowledge management [reclaim an average of 4.8 hours every week](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination/). Here are seven concrete ways you can use today’s AI tools to save you time as an enabler: ### 1) Automated content creation This is a use case you’re probably familiar with. You can use generative AI tools like ChatGPT, Claude, or Gemini to create text content for reps. You feed it the information, and it spits out rep-ready content. Sure, you might have to tweak it here and there, but this is usually much faster than typing and formatting a first draft yourself. But now, things are even better. The surge of new, dedicated AI-powered tools makes things even easier. It’s easier and easier to automate the entire content creation process end-to-end. AI sales tools automatically gather competitive intelligence and format that intel into [competitive battle cards and cheat sheets](https://www.salesenablementcollective.com/the-abc-guide-to-competitive-sales-enablement/) for reps. ### 2) Content recommendations > “Most people need help *at the moment they need it*, which means “Just in time” enablement. And AI is perfect for that.” – Jonathan Kvarfordt, Founder & Chief AI Officer, GTM AI Academy We’ve all struggled with it. A low content adoption rate is one of the most frustrating things you’ll see as an enabler. You’ve gone to the hard work of: - Surveying and speaking with reps to understand their needs. - Producing content tailored to those needs. - Organizing that content to make it easily available. But they’re still not using it. But your best sales enablement content *can* change the course of a sales conversation. It can have an impact at the most critical moments in the revenue cycle. Unfortunately, if reps have to scramble around, manually searching when the stakes are high, their performance won’t peak; it’ll drop. AI tools can analyze conversations and make smart, on-the-fly content recommendations. Reps don’t have to search at all. AI understands the content and the conversation and acts as a copilot, serving your reps exactly what they require, right when they need it. ### 3) AI-guided selling AI-guided selling is, quite simply, selling guided by artificial intelligence. AI solutions extract sales-related information and use it to provide focused advice to sellers as they sell. As we’ve discussed, this can take the form of content suggestions, for example, when the prospect mentions a particular competitor. Back in 2022, our [Sales Enablement Forecast 2022](https://www.salesenablementcollective.com/sales-enablement-forecast-2022-download-the-report/) report found that **10.7%** of respondents believed that AI-guided selling would be a trend in the coming years, with many stating that AI would be “huge” in 2024 and beyond. They weren’t wrong. In 2025, our [Sales Enablement Salary and Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) found that **81%** of respondents’ enablement or sales teams use AI at least occasionally in their day-to-day roles. A solid quarter of respondents (**25%**) use AI tools regularly in their day-to-day roles. As the [AI-driven sales approach](https://www.salesenablementcollective.com/the-next-era-of-sales-ai-guided-selling/) becomes more popular, sellers will find key information landing in their laps rather than having to spend time searching for it. This means sellers get more value from content so they can spend more time selling and ultimately close more deals. From a sales enablement perspective, this saves you time because the AI handles content delivery. It also makes intelligent decisions about what content to supply, meaning you don’t have to. ### 4) Lead tracking, scoring, and prioritization Nothing wastes time like going after the wrong leads. [A poorly prioritized lead set](https://www.salesenablementcollective.com/sales-and-marketing-lead-optimization/) forces sellers to pursue low-probability opportunities. These poorly qualified leads are unlikely to buy and might not even be ready for a call. At best? Reps waste time. At worst? They come across as pushy and put off buyers who, if better qualified, would be more than ready to talk. AI can track leads as they enter and move along your sales funnel. It can quickly track, consolidate, and analyze all data related to each lead. It’ll use things like: - Conversation sentiment analysis, - Number of touchpoints, - What content they’ve consumed... It can even draw on past data from other leads to more accurately predict conversions over time. Better, more qualified leads and more data on those leads give reps the best chance possible to win those deals. [Master AI for Sales Enablement: The Advanced Practitioner certificateApply AI across rep development, content, and coaching. Build the skills to lead AI adoption, design agents, and prove revenue impact.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-695d3b31-a4c2-4294-99c1-787ced606308.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Certified_Meta_AI_SE_Advanced_-9bf04a3f-c8a3-49d2-b728-b087b25c1bf2.jpg)](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) ### 5) Lead gathering and segmentation AI can help you capture more and better leads, too. Scaling sustainably is hard. In a world where optimizing customer interactions for the best possible experience at every touchpoint is the only way to ensure you’re capitalizing on your opportunities, putting your best foot forward from the very first interaction is a must. Today's autonomous AI sales agents handle the heavy lifting: research published in [IEEE Computer](https://www.computer.org/csdl/magazine/co/2025/04/10938023/25mYFePfg6k) reports that these agentic tools can fully automate the lead-to-opportunity journey, freeing human reps from manual configuration to focus on closing deep-funnel deals. For quick answers, buyer behavior has shifted rapidly; data published in [MDPI](https://www.mdpi.com/0718-1876/20/2/101) highlights that 61% of consumers now actively prefer interacting with AI customer service for instant replies, eliminating initial friction. Even after making that first impression, the AI keeps working. Instead of relying on static, manual lead scoring, modern predictive analytics tools use machine learning to capture conversational data in real time and segment leads based on historical data. ### 6) More personalized onboarding If you’re stretched thin, you’ll rarely have time to audit your programs repeatedly. Even so, audits are necessary, especially for your onboarding program. Time to first sale (TTFS) is a metric your bosses will be watching. And for good reason. Until your reps start making your org money, they’re *costing* it money. As an enabler, it’s your job to keep TTFS as low as possible. You do this, in part, by making your onboarding program the best it can be. AI can help. It can analyze existing onboarding practices and [tie them to success metrics](https://www.salesenablementcollective.com/most-important-sales-enablement-metrics/). It’ll suggest ways you can improve the program in the short term. More sophisticated tools can actually edit and improve the program itself, tailoring upcoming sessions to each new rep’s needs based on their developing performance data. ### 7) Personalized sales training and coaching > “As an enabler, I don’t have the bandwidth to go to every sales rep, have them practice with me, give them feedback, then go and review their calls, then go back to them again… Even with a small team of 10, I don’t have time for that. You don’t have time for that.” – Jonathan Kvarfordt, Founder & Chief AI Officer, GTM AI Academy Collecting data manually is time-consuming. Incredibly so. Imagine grading every rep’s performance manually according to best practice. An AI role-playing tool can track all of this automatically. Today, sales enablement departments use virtual AI sales coaches. They allow reps to role-play sales scenarios in a safe environment as many times as they like. So reps can get comfortable with their pitch and delivery and move on to a human coach for feedback and final sign-off when they feel ready. An AI can also grade reps quickly across multiple metrics. It can use predictive analytics to identify where reps are likely to bomb and tailor a coaching and training program for each rep to address the areas where they’re most likely to lose opportunities. Trying to do this yourself? You’d never finish. You lack the time and the bandwidth. Especially if you’re part of a small revenue enablement team trying to help CS, sales, and other teams. But AI’s applications in sales go beyond just coaching. There’s a wealth of opportunities for reps to incorporate AI into their day-to-day selling, all of which increase the effectiveness of their sales methods. ### AI sales enablement platforms and tools Choosing the right AI sales enablement platform can feel overwhelming, so refer to a [sales enablement tech stack checklist](https://www.salesenablementcollective.com/tech-stack-checklist-framework/) before making your decision—the market's flooded with options, each promising to transform your sales process. Leading AI sales enablement platforms like Mindtickle, Highspot, and Seismic offer comprehensive features that go beyond basic automation. Mindtickle's Copilot analyzes role-play sessions and provides instant feedback. Highspot's unified AI creates atomic insights from your entire content library. Seismic uses AI to track content performance and tie it directly to revenue impact. [When evaluating AI sales enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/), consider these factors: - **Integration capabilities**: Does it work with your existing CRM and sales tools? - **AI sophistication**: Look for platforms using advanced NLP and machine learning, not just basic automation. - **Scalability**: Can it grow with your team and handle increasing data volumes? - **User adoption**: Choose intuitive interfaces that reps will actually use. Because 79.7% of enablement leaders say reps leave [at least 40% of stand-alone tool features untouched](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/), surfacing guidance directly within their workflow drives far higher adoption. Don't forget to pilot before you commit. Most vendors offer trials or proof-of-concept periods. Use this time to measure actual time savings and rep feedback, not just feature lists. The right sales enablement software should feel like an extension of your team's workflow, not another system to manage. --- ## Getting started with AI sales enablement Ready to implement AI in your sales enablement strategy? Here's your roadmap to success. Start small. Pick one high-impact use case. Maybe it's automating follow-up emails or providing real-time coaching feedback. Pilot with a small group of tech-savvy reps who can provide honest feedback. Your implementation timeline might look like this: - **Weeks 1-2**: Audit current processes and identify automation opportunities. - **Weeks 3-4**: Select and configure your AI platform. - **Weeks 5-8**: Run pilot program with five to 10 reps. - **Weeks 9-12**: Refine based on feedback and roll out to the entire team. [Change management](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) is crucial. Your reps might worry AI will replace them or add complexity to their workflow. Address these concerns head-on. Show them how AI handles the boring stuff so they can focus on building relationships. [Track these metrics to prove ROI](https://www.salesenablementcollective.com/sales-metrics/): - Time saved per rep per day - Content adoption rates - Average deal cycle reduction - Increase in qualified opportunities - Rep satisfaction scores Common pitfalls to avoid? Don't try to automate everything at once. And don't skimp on training. Even the best AI tool fails if your team doesn't know how to use it effectively. 💡 Remember: AI sales enablement isn't about replacing human intelligence. It's about amplifying it. --- ## Ready to put AI to work in your enablement strategy? You've seen what AI can do for sales enablement, from automating content creation to delivering coaching at scale. But knowing what's possible is just the first step. The real challenge? Building the skills actually to lead AI adoption in your organization. That's precisely what AI for Sales Enablement Certified: Advanced Practitioner is built for. Inside, you'll learn how to: - **Apply AI across the full enablement lifecycle**, from rep development and content to coaching and performance - **Design and deploy AI agents** that take real work off your plate (and your reps') - **Lead AI adoption in your org** with a clear rollout strategy your leadership team can get behind - **Prove revenue impact** so your AI initiatives show up in the pipeline, not just in slide decks - **Learn from battle-tested experts** from the world's largest sales enablement community Plus, you'll walk away with templates, frameworks, and an official certification to back it all up. [**Get AI for Sales Enablement Certified**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) and join the enablement pros turning AI hype into measurable revenue impact. :rocket: [**Enroll now**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) ### Why sales reps need to experience customer onboarding (and close the empathy gap) URL: https://www.salesenablementcollective.com/why-sales-reps-need-to-experience-customer-onboarding-and-close-the-empathy-gap/ Last updated: 2026-06-10T14:03:55.000Z We've all seen it where a sales rep paints a vision of seamless, AI-driven transformation during the demo. The deal closes. Two weeks later, the customer success manager is staring at a frustrated client who just discovered the “utopia” requires a 14-step manual data upload they were never told about. This isn't a talent problem. It's a shared-reality problem. The fix is deceptively simple: require your sales teams to go through the same onboarding and training as your customers. [Sales to customer success handover templateA set of email templates to help you implement a seamless handover from sales to customer success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-09df4c5c-495d-4e9e-b2d6-96c568dab59b.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement--4--1-c6d8f0d7-8934-48a0-aeff-ab2a338f9948.png)](https://www.salesenablementcollective.com/sales-to-customer-success-handover-template-framework/) ## How the "how" proves the "why." Sales enablement has a persistent fear: train reps too deeply on the product, and they become feature clerks, reciting menus and pointing at buttons. So we overcorrect. We focus entirely on value and vision, trusting that the customer will fill in the gaps. The problem is that if a rep doesn't understand the how, they can't defend the why. Vague value propositions are easy to dismiss. Specific, evidence-based solutions aren't. [Knowledge doesn't limit strategic thinking; it enhances it.](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/) When [reps](https://www.salesenablementcollective.com/from-sales-reps-to-thought-leaders/) complete the same onboarding their customers do, their discovery conversations shift entirely. They stop asking generic questions about pain points and start asking architectural ones, questions that prove they understand both the friction of the old way and the specific milestones of the new one: > *"How much of your month-end process is spent manually reconciling data before you even hit generate? If we automate that ingestion step in your first 30 days, what does that free your team to do by day 31?"* ## The translation tax When sales teams skip customer training, they speak *marketing-ese*. When customers start onboarding, they encounter *product-ese.* The gap between those two languages is where deals stall, trust erodes, and churn quietly begins. A rep without [onboarding experience](https://www.salesenablementcollective.com/onboarding-101/) says, "Our platform streamlines your processes." The customer is left to imagine what that means in the context of their actual week. A rep who has been through it says, "In week two, you'll set up automated data ingestion rules. Instead of uploading files manually every Monday, your team gets straight to analyzing the insights that are already waiting for them." One requires imagination, and the other provides a clear picture of what's coming. This misalignment doesn't just affect the first conversation; it compounds throughout the customer lifecycle. When sales sets expectations in one vocabulary, and the product speaks another, customers feel misled even when no one intended to mislead them. [Mapping where those two vocabularies diverge](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) is one of the most structurally useful things an enablement team can do. Standardizing language across sales and customer experience isn't cosmetic. It's foundational. ## The field team is the first customer. This doesn't mean building a separate training deck for sales. It means the opposite. Field teams should go through the same modules, [certifications](https://www.salesenablementcollective.com/internal-certifications-enablements-most-underrated-tool/), and getting-started guides that customers use, no shortcuts, no slide-deck substitutes. When reps sit in the same digital seat as the user, they stop seeing the product as a collection of slides and start seeing it as a journey with a beginning, a frustrating middle, and a genuinely satisfying end. That shift is what allows them to connect a high-level business problem to a specific, tangible moment in the implementation process. It also changes how they collaborate internally. Sales teams who understand the onboarding journey can provide more useful handoffs to customer success, flag friction points product teams may have stopped noticing, and offer feedback grounded in the same experience customers are having. [Designing that program well](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) with scenario-based exercises, win/loss reviews, and real customer case studies is what turns this principle into something repeatable. This creates a virtuous cycle: sales insight improves onboarding, and better onboarding makes future sales conversations more credible. ### The confidence to pivot There's a counterintuitive truth here. You need to learn the product so well that you can afford to stop talking about it. When an unprepared rep faces a technical question, they panic. They dive into a ten-minute feature walkthrough to prove the tool works. They get stuck in the weeds at exactly the wrong moment. An enabled rep is different. They understand the technical answer well enough to give a ten-second confirmation, then pivot cleanly back to the business conversation. High-level value discussions are built on low-level product mastery and [sustaining that mastery beyond the first 90 days](https://www.salesenablementcollective.com/designing-a-sales-competency-program/) requires a competency framework, not just an onboarding programme. Think of when the CFO asks about integration with existing financial systems. The uninformed rep launches into APIs and data formats. The informed rep says, "That integration happens in week three of implementation. Most clients have it running within two days. Let's talk about what you'll be able to do with that unified data." One pulls the conversation into the weeds whilst the other keeps it in the boardroom. The difference isn't confidence borrowed from a script; it's confidence earned from experience. ### Measuring the return The benefits show up across multiple dimensions. Deal velocity improves when reps can address implementation concerns proactively rather than deferring them to a call they're not on. Close rates improve when authentic expertise replaces memorized talking points; prospects can sense the difference. Customer satisfaction in the first 90 days improves when expectations are set accurately rather than aspirationally, leaving fewer surprises for the onboarding team to manage. There are also longer-term gains. Reps who understand the full customer journey can identify upsell and cross-sell opportunities more naturally by planting the right seeds during the initial sales conversation, rather than leaving them to chance. [That's the argument for revenue enablement](https://www.salesenablementcollective.com/the-rise-of-revenue-enablement/) as a discipline: the full-funnel view, from first touch to renewal, produces better numbers than any single-stage intervention. The investment is modest, but the cost of not making it, stalled deals, [poor handoffs](https://www.salesenablementcollective.com/sales-to-customer-success-handover-template-framework/), and early churn is not. ### **The path forward** The disconnect between sales promises and customer reality is one of the defining challenges in SaaS today. The answer isn't better handoff templates, additional sales training, or a new slide deck that better explains the product vision. It requires sales teams to walk the same journey as their customers, with the same friction, milestones, and moments of genuine understanding. Ask yourself one question: have your reps experienced what your customers experience? If the answer is no, you know exactly where to start. ### How AI-powered practice delivered a $1M+ return URL: https://www.salesenablementcollective.com/ai-powered-practice/ Last updated: 2026-08-06T07:10:27.000Z By embedding **Degreed Maestro** into its sales onboarding program, **TEKsystems** created targeted practice experiences focused on elevator pitches, objection handling, discovery conversations, and full prospecting role plays. The result? Seller readiness accelerated to six months, faster meeting conversion for global services, and two closed-won deals totalling more than **$1 million** combined. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/3651ca64-cce9-4a87-a235-1312d845652d) Join Chris Harry and Stefanie Kuehn from **TEKsystems** as they share how AI-powered practice helped sellers build confidence before customer conversations, shortened the path to performance, and delivered measurable business impact. Plus, learn how the program has since expanded beyond sales onboarding into recruiter and leadership development initiatives. ## In this free session, you'll learn: - How **TEKsystems** integrated AI role plays into sales onboarding - The four critical selling skills reinforced through **Degreed Maestro** - How practice accelerated seller readiness and meeting conversion - The connection between skill development and closed business outcomes - Lessons learned from expanding AI coaching across the organisation ## Hosted by: ### Chris Harry, Chief Talent and Learning Officer at **TEKsystems** Chris Harry leads organizational development and learning strategies that connect talent, technology, and client outcomes. He's known for his forward-thinking approach to integrating AI and innovation into sales and workforce development. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/Chris-Harry-1.jpeg) ### Stefanie Kuehn, Senior Manager of Organizational Development at **TEKsystems** Stefanie Kuehn leads learning strategy and professional development initiatives. She specialises in designing scalable learning experiences that align to business outcomes, and partners closely with sales enablement and technology teams to integrate tools like Degreed and accelerate skill development. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/Screenshot-2026-06-03-at-12.45.27-1.png) ### Todd Tauber, Principal Value Engineer at **Degreed** Todd Tauber is a workforce learning and development leader whose thought leadership has been featured in The Wall Street Journal, Quartz, The Atlantic, CLO, and SHRM. Previously, he led the enterprise learning practice at Bersin by Deloitte, helped bring Nomadic Learning to market, and launched a corporate learning offering at The Economist. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/06/LENS-2025_Todd-Tauber_Headshot-1.jpeg) ### Sales Enablement Summit Amsterdam, May 2026 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-amsterdam-may-2026-ondemand/ Last updated: 2026-06-04T17:38:14.000Z Catch up on every session from Sales Enablement Summit Amsterdam, including sessions from SAP, Uber, Puzzel, Ford and more. _This post is for paying subscribers only._ ### AI for Sales Enablement URL: https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/ Last updated: 2026-06-04T13:32:19.000Z _No content available._ ### Sales Enablement Labs 2026 | December URL: https://www.salesenablementcollective.com/sales-enablement-labs-2026-december/ Last updated: 2026-05-29T07:46:03.000Z _No content available._ ### SKO planning | Sales Enablement Labs URL: https://www.salesenablementcollective.com/sko-planning-sales-enablement-labs/ Last updated: 2026-05-29T07:45:45.000Z _No content available._ ### December | GTM Labs URL: https://www.salesenablementcollective.com/december-gtm-labs/ Last updated: 2026-05-28T08:58:45.000Z _No content available._ ### October | GTM Labs URL: https://www.salesenablementcollective.com/october-gtm-labs/ Last updated: 2026-05-28T08:58:39.000Z _No content available._ ### November | GTM Labs URL: https://www.salesenablementcollective.com/november-gtm-labs/ Last updated: 2026-05-28T08:57:48.000Z _No content available._ ### Why hiring more AEs is the wrong way to meet your revenue goals URL: https://www.salesenablementcollective.com/why-hiring-more-aes-is-the-wrong-way-to-meet-your-revenue-goals-2/ Last updated: 2026-05-27T15:19:05.000Z Your board is probably asking you to headcount your way to next year's number. More AEs, more pipeline, more revenue. It's the playbook that's worked for decades. But what if the math is broken? Mark Roberge scaled HubSpot from $0 to $100M and wrote the book on revenue science. Now he's saying the model needs to change, and fast. When AI pushes a rep's selling time from 25% to 75% of their week, headcount stops being the lever it was. Territories, comp plans, quotas, manager ratios, org structure - none of it works the same way. Join us and Von in this fireside chat, where Sahil Aggarwal, CEO & co-founder at Von, sits down with Mark Roberge the founding CRO at HubSpot to get into the questions sales leaders are genuinely wrestling with right now. **The first 50 attendees receive a free copy of Mark's new book, The Science of Scaling.** ### **Why attend?** AI isn't just changing how reps sell. It's changing what managers do, how teams are structured, and what your org should even look like. This session cuts through the noise with real answers from someone who's seen the data from both sides: the boardroom and the cap table. - Why piling on headcount might be the fastest way to fail your revenue target - Get a framework for evaluating AI tools that will actually survive - What a sales org built for 3x rep output actually looks like - How to position yourself at the center of your company's AI strategy before someone else does ### **You'll walk away with…** **A new way to make the headcount argument** When AI can triple rep productivity, "hire 10 more AEs" is a hard sell - or it should be. Mark and Sahil break down how to reframe that conversation with your board and what you need to back it up. **A clearer picture of what's actually changing in org design** Comp plans, territories, quotas, manager ratios - all of it is shifting. You'll hear a concrete breakdown of what the sales org looks like when a rep can produce $3M instead of $1M, and what that means for the way you build and lead your team. **The skills and positioning to step into an expanded role** As AI compresses management layers and makes data the strategic asset, sales leaders who own the frameworks win. You'll leave knowing which capabilities to build now and how to drive how fast your company scales. ### **Meet the experts** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/1687215625496--1-.jpeg) **Mark Roberge, Founding CRO at HubSpot** Mark Roberge built HubSpot's sales org from the ground up, scaling revenue from $0 to $100M and creating one of the most widely used GTM frameworks in SaaS. He now teaches at Harvard Business School and invests in the next generation of revenue-focused startups at Stage 2 Capital. His new book, The Science of Scaling, pulls together everything he's learned along the way. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/1769812393972--1-.png) **Sahil Aggarwal, CEO & Co-Founder, Von** Sahil is the CEO of Von, a company built to help revenue teams operate with more precision and less noise. As a practitioner turned founder, he brings a ground-level perspective on what AI adoption actually looks like inside a sales org and what it takes to move from theory to execution. ### Market sizing URL: https://www.salesenablementcollective.com/market-sizing/ Last updated: 2026-05-27T14:20:27.000Z This document explains market sizing: the process of estimating the total number of potential buyers in a market and the revenue they could generate. It's a tool for C-suite decision-making, helping leaders assess whether to invest in a new product or service, and for informing marketing strategy and resource planning. Two core methods are outlined: top-down, which takes a broad market figure and calculates a company's potential share, and bottom-up, which relies on actual primary research for a more grounded estimate. ## Download your template ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/image-2.png) [Market sizing templateMarket sizing Market sizing is the act of estimating the potential of a market, including the total number of potential buyers and the total revenue they may generate. It can be used to estimate how much profit a new product or service could make, and help those in the C-suite decide whether or…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/docs_2026_256dp-7959eb8ea32482c482f1642da445355bb5ab5b1e23801ecbd636ff8c7f7d9d85.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyK3K3MziyNsaP3JZwZxqDkA1qNq9FpA7pQ8D56a_R255DN30Fe5hNxezHWfhVL9qU1-46xri90vTDtCZX7-f8nFF4o6AZTI0pImMH-0AsxsxG4M_yY5-w1200-h630-p-612eb6ec9ca15753958aef319de8a4b35dbe3b5a0ba0c1fc7b0e8f271dcdc512)](https://docs.google.com/document/d/1aHiDL%5Fbvc26uS8gMYPyL5L6e4yasHXRLQGZ1cGt6B1g/edit?usp=sharing) [Market sizing templateMarket sizing template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/05/Market-sizing-template.docx "Download") _This post is for paying subscribers only._ ### How to deliver just-in-time sales enablement that works URL: https://www.salesenablementcollective.com/why-the-4p-framework-is-changing-sales-enablement/ Last updated: 2026-05-22T11:00:42.000Z Looking at my background in the sales training and technology space, I see an industry that has made many well-intentioned promises over the years. We’ve talked about delivering learning in the flow of work, the 70-20-10 model, experiential learning, and just-in-time support. We've used all the buzz phrases. But if we're being honest, I don't think we've exactly lived up to those promises. It’s not a lack of trying; there have been genuine limitations that stopped us from achieving these goals. The good news is that we're at a really exciting time now because many of those prior barriers are being lowered. For someone like me, who is in product, this is a thrilling moment. We’re finally able to fulfill those promises, and there's a lot of enthusiasm for the future. I see a convergence of several factors that have brought us to this meeting point. It’s a combination of technology, culture, and even legislation that’s creating this perfect storm of opportunity. ### The convergence of tech, culture, and legislation Technology is the most obvious one, and it’s more than just AI. The proliferation of APIs and advancements in voice-to-text transcription are all coming together. Culturally, the way we embrace tech has shifted. People were once scared of AI, but now they're embracing it. Even call recording, which used to make people uneasy, is now commonplace, especially after COVID made us all accustomed to being on camera. Legislative changes around data and AI have also played a part. All these different factors have finally aligned. This means we can build more powerful things quicker, more cheaply, and better than ever before. The world is simply more receptive to them. Of course, there's a risk of overload. I feel for the enablement leaders who have to make buying decisions because there's so much to sift through in this AI frenzy. But for me, all of this equals tremendous potential. [AI sales enablement: Save time, automate, and empower repsAI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_sales_automation.jpg)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ## Overcoming the fear of another failed implementation You’ve likely had conversations with stakeholders where you promised learning in the flow of work, only to deliver a fragmented solution that didn't show a clear return on investment. Many platforms, from CRMs to sales enablement content management systems, are great if they’re used to their full capacity. The problem is when people don't use them. This creates a legitimate fear for any enablement leader on a buying committee. You stick your neck out, advocate for a new tool, implement it, and then… nothing happens. Your reputation and budget are on the line. ### Start with a crawl, walk, run strategy When I work with clients, the first thing I try to do is alleviate that fear. My approach is to encourage them to take small bites. We use a crawl, walk, run strategy. For phase one, let's just focus on achieving time-to-first-value for an individual rep. Let's focus on them and bring them into the process. We might start with just one team, one part of the sales process, or one product line. By narrowing the focus and doing a "nail it and scale it" pilot, you can prove the value before you go big. Breaking it down this way makes everyone much more comfortable. [Enablement 2.0: From Training Function to System of MotionErdem Gelal offers a deep dive into the ongoing shift in enablement, and maps out what the next era of the function will look like.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveErdem Gelal![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/SEC_Website_Article_Images_Author_Highlight--2--1.png)](https://www.salesenablementcollective.com/evolution-of-enablement/) ### Demand service, not just software The industry is maturing. We've moved past the era of VC-backed tech companies just wanting to lob seats over a fence to keep their investors happy. There’s now an expectation that "as a service" actually means something and includes real service. Showing that we're in it for the long haul and will help prove that value before scaling is key. This partnership approach helps build trust and gets around the anxiety of past broken promises. [Sales enablement vs sales training: 5 key differencesDiscover the nuances between enablement and training in the sales world. We highlight 5 differences, and how these initiatives work together. Learn more.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/social---sales-enablement-vs-sales-training.png)](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/) ## The urgent need to rebuild foundational sales skills The remote environment has entirely changed how we work and learn. It wasn't long ago that you could get everyone in a conference room for an hour a week for training. You could remove distractions and give them physical takeaways. That world is gone. Sellers' expectations have also changed. They're trying to get more done, and asking them to spend an hour on a training call is a lot. This has led us to a point where we still have the same goals for enablement, but the methods for learning and reinforcement are struggling to keep up. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/Greg-Smith.png) ### The problem with asynchronous learning The first phase of this shift was to build an asynchronous learning management system (LMS) and use video calls but now we're realizing that doesn't really work either. It’s a "lead a horse to water" situation. [An LMS](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) packed with courses is great, but if I'm a salesperson, logging in to see a list of required courses doesn't feel productive. It feels like busy work. In our rush to find scalable solutions, we've gotten away from true skill development. It's crazy; we have more tech and resources than ever, but we're neglecting skills. ### A market flooded with order-takers For years, many companies were pumped up with capital, driving product-led or marketing-led growth. Salespeople were often just taking orders. When that came crashing down, the market was flooded with people who were paid very well but hadn't ever really developed core selling skills. Now, those skills are required again. I’m supposed to be the tech guy, but I'm skeptical that tech can do it all. I believe there's just as much need for involvement from actual humans as ever. Tech can, however, enhance and scale that human involvement. ## Embracing self-enablement with the right guardrails The concept of [self-enablement ](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/)came out of observing what reps were already doing. When formal training wasn't providing what they needed, I'd see people reading a Jeffrey Gitomer book, watching Zig Ziglar on YouTube, or leaning over to ask a deskmate for advice. They were already finding their own ways to get better. I think people use what they choose. Our job as enablers is to create an environment with some guardrails but also let people figure things out. When you choose to learn something yourself, you're much more likely to remember and adopt it. Usually, the catalyst is getting burned in a real situation, which is a far more powerful motivator than being told to complete a course. ### How AI can provide structure without stifling individuality This idea might send some enablers into a tailspin. "You can use whatever methodology you want?" That sounds like a recipe for chaos and it would be if you just gave everyone a ChatGPT license and let them go. The way I interact with a public AI is different from how you would, and our approaches would diverge exponentially. That’s where guardrails become critical. In our world, the AI madness happens within walls we put up. We use AI, but it's taught the skills and methodologies we provide, and the client provides all the product information and relevant context. You're letting reps use these tools to explore and express themselves, but the system is designed to keep them on track. A decent system should also be able to code the unstructured mess back to a common framework. It should be smart enough to identify that while you and a colleague might say something differently, you're both demonstrating the same core skill. This allows a manager to coach both of you effectively. The tech is finally at a place where we can do this. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/Greg-Smith--2--1.png) ## A tactical framework for just-in-time enablement So what does this look like in practice? At [Janek](https://www.janek.com/), we have a legacy as a training company. We used to teach salespeople how to use tools like negotiation worksheets and call planners on paper. They’d get left in the workshop and never be seen again. Then we built them as digital assets in Salesforce, which was a good intention but just ended up being more form-filling. Now, we can turn what would be a paper asset into a coaching experience. We provide these tools as agents that live in the place of work, like Salesforce. We use a simple concept we call the 4Ps. - **Prepare:** Let’s say a rep has a call coming up. The system is smart enough to trigger a call planner. It's proactive. It looks at Salesforce and everything it knows about the situation and pre-fills the planner for you. The rep is then guided through planning everything from the opening to building rapport and anticipating objections. They are relearning concepts without even realizing it’s a learning experience. - **Practice:** With one button, a rep can turn that call planner into a role-play experience. It could be with a voice or video avatar, which are getting scarily realistic. This allows them to practice the call in a safe environment where they can screw up without losing a deal. It's about having an actual practice session, not a graded assignment. - **Perform:** Armed with the plan and the practice, the rep goes and does their job. They're encouraged to take that learning into the actual call. If the call is recorded, we can feed that into a call evaluation tool that’s connected to a platform like Gong. - **Progress:** This involves debriefing from the call, planning next steps, and actioning the things that were agreed upon. This 4P model is a simple cycle that salespeople can do multiple times a day. The learning and the doing are no longer separate; they are the same thing. To sell is to learn. [Sales Enablement FrameworkSales Enablement is an enthralling yet complicated area, with a whole host of different concepts you need to master inside and out to support your sales teams. Enter our Sales Enablement Framework.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Meta_Images_Framework--1--1.jpg)](https://www.salesenablementcollective.com/sales-enablement-framework/) A common question is whether this technology will reduce the need for enablement headcount. I've seen many enablers laid off lately, so I understand the concern. Our goal is not to get people out of a job. If anything, a tool like our [Jenius platform](https://www.janek.com/jenius/) would most closely augment a sales manager, but the ambition is to scale the manager, not replace them. Role-play is a great example. It's very difficult to do at scale, and you have to be good at playing the buyer. Our tech helps with that. I don't think this will shrink teams; I think it will allow you to do more. ### From trainer to orchestrator The role of the enabler may change. We might see a merging of the RevOps and Sales Ops functions. Much like the SDR role is evolving into a "sales development operator" who orchestrates tools from a command center, the requirements for enablers will shift. You'll need to master these AI tools and become the orchestrator of the entire system. This is an opportunity for enablers to upskill and offer more strategic value to the company. You become the leader of this performance enhancement function, driving more impact than ever before. It's about leaning into the fact that reps don't need to remember everything from a three-day workshop. You can provide the resources and let them relearn and apply concepts exactly when they need them most. The anxiety of "What if they forget?" is gone, replaced by a system of continuous, just-in-time reinforcement. ### What is the SPIN selling sales methodology? URL: https://www.salesenablementcollective.com/spin-sales-methodology/ Last updated: 2026-05-20T11:16:03.000Z The SPIN sales methodology comes from Neil Rackham’s 1988 bestseller, “SPIN Selling” . It’s a research-based selling process, created from the study of 35,000 sales calls. SPIN selling guides sellers through the sales process from discovery to close. It does so by giving them the right *types* of questions to ask. SPIN selling is very effective during high-price, complex sales processes. So sales reps need to be both trustworthy consultants *and* B2B salespeople. > Reps find success by building trust with decision-makers. Asking the right types of questions helps them build that trust. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/rackham.jpeg) **Neil Rackham's SPIN selling approach was first published in 1988, but has stood the test of time and is still widely applied today. Source: LinkedIn* There’s a reason SPIN selling is a popular sales strategy. It's structured and outlines each step a sales rep needs to take in sequence. ## What is SPIN selling? The SPIN sales methodology has reps ask four types of questions on their sales calls. These give them a good understanding of a prospect’s pain points. SPIN selling stops sales reps from focusing on closing alone. Instead, it puts them into a consultative selling role. In this role, they'll try to uncover the potential customer’s needs. This allows reps to build trust as the sales cycle goes on. They'll build a relationship with the prospect that pays off down the line and results in sales success. B2B sales deals are at their most complex right now. So reps have to help prospects navigate that complicated landscape. Throwing a product pitch at them isn't enough. ## What are the four types of SPIN selling questions? SPIN selling helps reps become understanding consultants. It does so by giving them a framework of questions to ask. These fall under the four SPIN categories. **SPIN stands for:** - Situation - Problem - Implication - Need-Payoff The key with all these categories is to keep questions open-ended. This gets your prospect talking frankly about their organization and needs. Generally, the SPIN methodology calls for reps to ask questions from each category in sequence. Start with situation questions, move to problem questions, then to implication questions, before capping off with need-payoff questions. Let’s take a closer look at each letter of the SPIN acronym. We'll analyze each one for how it helps sales teams ask the right questions. We’ll also run through some examples of each type of question. --- [What is a sales methodology? | SECLearn what a sales methodology is, and why Sandler, Miller Heiman, MEDDIC, Challenger, and SPIN remain popular sales methodologies across the world.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/10/pauline-gVQoO06akFc-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) --- ## 23 examples of SPIN selling questions ### Situation questions examples **Situation questions** are aimed at helping the sales rep understand the prospect’s current situation. While asking these types of sales questions, a rep will look to understand the organization’s current processes and how things actually work in that company. Essentially, a rep is gathering context. **Examples of situation questions include:** - What’s your approach to \[your product’s use case\]? - What does your role in the company involve? - What tool are you currently using for \[use case\]? - What’s your org’s budget for \[problem\]? - What’s your top priority for this quarter/half/year? - Who in the business is responsible for \[use case\]? ### Problem questions examples **Problem questions** are pretty self-explanatory, they're all about discovering the prospect’s problem. By asking these questions, a rep can find out whether your product or service could solve those pain points. **Examples of problem questions include:** - Are you happy with \[process\]? - What’s your biggest pain point on a day-to-day basis? - What gets in the way of you achieving \[important business goal\]? - Do you think \[pain point\] is solvable? - What are your biggest challenges in dealing with \[problem\]? ### Implication questions examples With your salesperson now acutely aware of the issues the prospect is facing, the SPIN sales model turns its focus to asking **implication questions.** Implication questions aim to make the prospect realize how serious the effects from their problem are. By asking these questions, reps drive a sense of urgency and help encourage the potential customer to decide quickly. **Examples of implication questions include:** - How does \[pain point\] impact your ability to hit KPIs? - Does \[pain point\] hurt your customer’s experience as well? - What’s at stake if you fail to solve \[pain point\]? - How much time/money is \[issue\] costing your company? - What goals or successes is \[issue\] blocking you from achieving? - How is \[problem\] affecting you and your team’s work? ### Need-payoff questions examples The final part of the SPIN sales method acronym is the need-payoff questions. These build on everything the sales rep discovered by asking the right questions in the previous categories. Need-payoff questions are geared towards helping the prospective customer see the advantages of solving their pain points now (with your product or service, of course!) > If you’ve done the rest of the process correctly, the lead should naturally come to the conclusion that your product or service is going to solve their problem and make their life easier. **Examples of need-payoff questions include:** - What would change if you did \[process\] differently? - Would it be easier to achieve your goals with \[solution\]? - How much value would solving \[pain point\] bring to your business? - How would \[solution\] help your team perform its day-to-day work? - What would you do with the time/money \[issue\] is costing you if it went away? - What would your work day look like if you didn’t have \[issue\]? ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Spin-selling.png) ### Implication vs. Need-payoff questions: Key differences Understanding the distinction between implication and need-payoff questions is crucial for effective SPIN selling. Implication questions are designed to help prospects recognize the consequences of their current challenges. They highlight the risks, costs, and missed opportunities that arise from leaving problems unresolved. In contrast, Need-Payoff questions shift the focus to the benefits and positive outcomes of solving those problems, encouraging the prospect to envision a better future with your solution. Here’s a quick comparison for reference: - **Purpose:** Implication questions explore negative impacts of the status quo; Need-Payoff questions highlight the value of change. - **Timing:** Use Implication questions after identifying a problem but before discussing solutions. Transition to Need-Payoff questions once urgency is established. - **Outcome:** Implication questions create discomfort and urgency; Need-Payoff questions inspire motivation and buy-in. Example: - **Implication:** "How does this integration issue affect your team’s ability to deliver projects on time?" - **Need-Payoff:** "What would it mean for your team if integrations worked seamlessly and deadlines were always met?" By sequencing these questions thoughtfully, you guide prospects from recognizing pain to actively seeking a solution. This approach helps you build momentum in the sales conversation and ensures that the value of your offering is clear and compelling. ### Quick summary of the SPIN selling questions To sum up, the SPIN selling questions are **situation, problem, implication,** and **need-payoff** questions. Your sales reps should ask them in order. This prepares the prospect for the need-payoff questions at the end, which help the prospect see that your service is the solution to their frustration. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/dig.webp) **With the SPIN selling method, reps continue digging for context until they have enough to effectively anticipate and handle the prospect's objections.* --- ## SPIN selling question examples for B2B SaaS B2B SaaS sales cycles often involve multiple stakeholders, complex integrations, and evolving business needs. Tailoring SPIN questions to this environment helps you uncover not just surface-level pain points but also the deeper operational and strategic challenges your prospects face. Here are practical examples for each SPIN stage, designed specifically for SaaS: ### Situation questions: - What tools does your team currently use to manage \[specific workflow\]? - How do you handle onboarding for new users in your current system? - Who is responsible for evaluating new software solutions in your organization? ### Problem questions: - Are you experiencing any challenges with user adoption or engagement on your current platform? - What limitations have you noticed with your existing solution as your team has grown? - How do integration issues impact your daily operations? ### Implication questions: - How does low adoption affect your team's productivity or morale? - What happens when your current system can’t scale with your business needs? - How much time does your team spend troubleshooting or managing workarounds? ### Need-Payoff questions: - What would it mean for your business if onboarding was fully automated and seamless? - How would a unified platform that integrates with your existing tools change your team's workflow? - What impact would solving these issues have on your customer satisfaction scores? These questions work in SaaS because they address the recurring realities of software buying: shifting requirements, integration complexity, and the need for scalable solutions. By focusing on the prospect’s processes, blockers, and desired outcomes, you position yourself as a partner invested in their long-term success, not just a vendor pushing features. This consultative approach builds trust and helps you guide the conversation toward value and partnership. But SPIN isn’t just about asking the right questions. There’s also a selling process to it. Let’s run through the four stages of that process. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Spin-Selling--1-.png) ## The SPIN selling stages So, now you’re familiar with the SPIN questions that sales professionals are using, but it doesn’t stop there. Just as there are four sets of questions, there are four stages to the SPIN sales method. So, as you read these, think about how they line up with the sequential order you should ask your questions in. There’s no necessary timeline, either. Sometimes, you might get through two stages in one call, other times it might take multiple calls over a series of weeks or months to reach the final stage. Especially in more complex deals that require more depth than a simple sales pitch. ### Stage 1: Opening The **opening stage** isn’t about pushing your product or making your sales pitch. Like some of the other methodologies we’ve looked at (such as the [Sandler selling system](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/), for example), this first stage is about building rapport and creating a relationship with the prospect. Don’t bombard your newfound lead with talk about how great your product or service is and how much more efficient it will make their team. Instead, get high-level information that’s relevant to closing the sale further down the line. **These are your situation questions.** If you’re selling a conversational intelligence tool, then try to find out whether the lead’s organization is currently using one, who uses it, who’s a stakeholder in that sort of software, who’s responsible for coaching and analyzing sales calls, how sales training and coaching works at the company, and so on. A good test for each stage is to imagine you’re selling various products or services, and think about what questions you’d ask. If you were selling CRM software, for example, what would you need to know? ### Stage 2: Investigating Stage two of conducting a successful sales process with SPIN is the **investigation stage**. Once you’ve created that relationship with the prospect, you build on that trust and integrity by asking your problem questions. Working to understand your prospect’s pain points will build your credibility further, help you uncover valuable information and context, and qualify the appropriateness of your solution for this prospect. > Sometimes, the prospect won’t just outright tell you their explicit needs, so your reps may have to infer and read between the lines to fully understand the true issues in the organization. You have to know what roadblocks your prospect and the prospect’s organization are facing before you can start touting your product or service as the solution. --- [The SPICED Sales Methodology: What It Is, How to Use ItThe SPICED selling method consists of five elements designed to help salespeople identify customer needs, and position their product or service as the solution to those needs.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/SEC_Website_Article_Images_Doodles--1-.png)](https://www.salesenablementcollective.com/spiced-sales-methodology/) --- ### Stage 3: Demonstrating capability Moving onto stage three of four in the SPIN selling method: **Demonstrating capability**. At this point, you’ve built a credible relationship with the prospect and understand their pain points. Now, it’s time to start talking about your product or service and how it can benefit their organization and help solve those pesky problems. Remember the old saying of "benefits over features"here. While fast processing times might be a feature of your software, the benefit is that you can get more work done faster. Your prospect wants to know how it’ll benefit them in their day-to-day work. > In this stage, you’re demonstrating to the prospective customer that your solution can solve the problems you uncovered earlier. It’s important you don’t rush the previous two stages. A prospect is more likely to view your sales pitch favorably if they have a good relationship with you. Especially if they believe you have their best interests at heart. This is where both your implication and need-payoff questions can be relevant. ### Stage 4: Obtaining commitment Finally, stage 4 is about **obtaining commitment** from the prospect (soon to be a customer!). Request a final call with all the relevant stakeholders. Set up a trial period, if you have to, to seal the buy-in from the organization. To make sure this stage goes smoothly, you have to understand the prospect’s buying process and what’s involved in purchasing a product or service on their end. > Even with all your convincing in steps one to three, a prospect may hesitate to say ‘yes,’ so be prepared to handle all the classic sales objections (more on this in a bit). If you’ve done it all correctly, you’ll hopefully leave this stage ready to send over contracts, invoices, and all those other important details. ## **How and why the SPIN selling method works** Okay, we’re familiar with what the SPIN selling methodology involves. But how does it work? What makes it more persuasive than other selling methods? First, SPIN selling is research-backed. Neil Rackham and Huthwaite International studied 35,000 sales calls to see what tied the most successful of them together. They also performed a behavioral analysis on the salespeople they studied. They found they could model the success of top-performing salespeople. The SPIN selling methodology is the result of that research. In short, they found that a more personal approach wins. Only with sufficient context, uncovered through careful questioning and active listening, can reps anticipate and fend off objections. This approach also builds rapport with the prospect, making the prospect more patient and amenable to communication. “Always be closing” (ABC) sales approaches rush to the end of the selling process. SPIN selling has sellers explore their prospects’ needs, and collect information and context, so they can sell from an informed position. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/abc.webp) **The classic "Always be closing" approach is aggressive, and less exploratory than the approach SPIN selling advocates.* ## **Pros and cons of the SPIN sales methodology** Nothing is perfect, and that includes the SPIN sales methodology. Before deciding which approach you should take to your sales team, it pays to know its pros and cons. ### **Pros** **It’s customer-focused** With its sequence of four question types, SPIN selling encourages your sales reps to focus on the needs of the customer. This leads to reps exhibiting behaviors that put prospects at ease, and make them feel understood. This rapport pays off not just with higher close rates, but also with stronger retention as a result of the stronger end-to-end customer experience. **It’s explorative and non-aggressive** Some selling techniques emphasize the sale, and the benefit to the business (the sale, and resulting inflow of cash). People can see through these aggressive approaches, and tend to resent them. SPIN selling advocates for a different approach. By building a strong understanding of prospects and their needs, reps are necessarily less aggressive. The aim isn’t to get to the close as fast as possible, it’s to build a real relationship and rapport with the prospect. As a result, close rates are often higher. **It models studied, successful sales behaviors** SPIN selling is a data-backed approach. If you’re in charge of bringing a unified approach to the way your organization sells, choose a methodology with a track record of success. SPIN selling is the result of studying 35,000 sales calls, and behavioral analysis performed on the people behind the most successful of those calls. To boost sales performance, you could do much worse than exposing your sales team to the principles of SPIN selling. --- [The elements of sales enablementWe created a periodic table of elements, detailing everything that a great sales enabler needs to know to reach the top of their game.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/06/ashkan-forouzani-m0l9NBCivuk-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/the-elements-of-sales-enablement/) --- ### **Cons** **It might be more time-consuming than other methods** Close rates can be higher with rapport-based approaches like SPIN selling. But they can also lead to longer sales cycles. Having four sets of questions to move through before you go for the close takes longer than pitching the product to your prospect and pressing them to make a decision on the call. For some businesses, longer sales cycles might be unacceptable, even with higher close rates. **Sales leadership might disagree with the approach** Your sales leaders might not agree with SPIN selling’s less aggressive approach. The “always be closing” approach is so well-known that some sales leaders swear by it. Plus, some salespeople are naturals, and they learned successful selling behaviors without trying. Others, however, need to take a more deliberate approach. If sales leaders don’t understand this, they might become impatient with the behavioral change that SPIN selling requires. What’s more, if a business uses standardized sales scripts, there may be no room for an exploratory approach like SPIN. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/no_sales.webp) **Some sales leaders might not like the slower, more methodical approach SPIN selling advocates, and it might not be as applicable for businesses with lower ticket products.* **Less appropriate for pre-qualified prospects** If you’re already dealing with highly-qualified prospects who are ready to buy (through extensive lead-warming marketing campaigns and strong advertising), you might be wasting time building rapport with a customer who already feels understood and spoken-to by your brand. For lower-priced products and services, especially those with strong marketing and advertising campaigns, you might not need the amount of exploration the SPIN methodology calls for. In fact, since these customers are ready to buy, a more aggressive approach would lead to shorter sales cycles without affecting close rates. ### Common criticisms and limitations of SPIN selling While SPIN selling remains a foundational methodology, it’s important to recognize its limitations in today’s sales landscape. Here are some common criticisms leveled against the SPIN selling approach: 1. **Rigidity:** SPIN’s structured approach can sometimes feel restrictive, especially for experienced sellers who prefer a more fluid, conversational style. Overemphasis on following the sequence may stifle natural dialogue. 2. **Complexity for simple sales:** SPIN is best suited for complex, high-value deals. For transactional or straightforward sales, the full process may be unnecessarily time-consuming. 3. **Adaptation to modern buying:** Digital-first buyers often conduct their own research and expect sellers to add value quickly. SPIN’s stepwise questioning may not always align with these accelerated cycles. 4. **Methodology overload:** Many organizations blend SPIN with other frameworks, which can confuse reps and dilute effectiveness. As Julian Taylor, sales leader and enablement expert, observes, "How on earth are our sellers expected to sell effectively if they're getting confused by methodologies?" 5. **Focus on conversation quality:** Some critics argue that focusing too much on methodology can distract from having genuine, impactful conversations. The ultimate goal is to foster trust and uncover real needs, not just tick boxes. SPIN selling works best when adapted thoughtfully to your team, deal complexity, and buyer expectations. It’s a powerful tool—but not a one-size-fits-all solution. ## Objection handling techniques for the SPIN sales methodology Author of the SPIN sales method, Neil Rackham, says there are two types of objections: 1. Value-based objections 2. Capability-based objections Prospects make **value-based objections** when they’re not convinced the value of your product is high enough to warrant its costs. They make **capability-based objections** when they don’t think it can help them achieve their goals. Performed properly, the SPIN selling method prevents objections before they arise. The only way to deal with objections effectively is to understand what the prospect wants, and what is getting in the way of that. If you know the prospect’s priorities and frustrations, you can position your product as the fix to their frustrations. Rackham argues that many reps try to sell **too soon**. They don’t have the context they need to really frame the product as the solution the prospect needs. So when an objection arises, their responses don’t speak to what the prospect cares about, or the pain they’re feeling. As a result, close rates are lower. Remember, the SPIN sales methodology has reps ask plenty of qualifying questions before they try to sell. This has two main benefits. - First, it helps the prospect realize the value of the solution on their own, before the rep even steps in to persuade. - Second, it gives the rep enough context to handle objections effectively. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Spin-Selling--2-.png) ## Applying SPIN selling to modern sales cycles The SPIN selling methodology was first published in 1988\. Today, consumers have more choices. Plus, they’ve got the power of the internet to help them research and make their own decisions. Therefore, it’s even more important to make a good impression on your prospects. Seeking “first to understand, then to be understood” is part of what makes the SPIN selling methodology work, and can help your brand to stand out among the noise. If you like having a sales methodology that’s simple, structured, and easy to follow, then maybe SPIN is for you. If you’re researching sales methodologies and don’t think SPIN suits your needs, take a look at our guides to the [Miller Heiman](https://www.salesenablementcollective.com/what-is-the-miller-heiman-sales-methodology/), [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/), [Sandler](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/), and [Challenger](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/) methodologies too. --- ## Ready to master sales enablement metrics? You have learned what to measure, now the next step is to prove it. [Enablement Metrics Certified | MastersMaster the metric mindset and propel your sales enablement activities and impact to new heights with Enablement Metrics Certified.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149-7.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1031cd33822338fbff58252dae4bea8d.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) [**Enablement Metrics Certified**](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters): Masters gives you the skills and frameworks to make your impact undeniable: ✅ **A metric mindset that sticks** — Understand not just what to measure, but why it matters and how to connect it to business outcomes ✅ **Practical measurement methods** — Learn how to identify the right metrics for programs like onboarding, product training, and more ✅ **Reporting that resonates** — Master the art of presenting data to cross-functional teams and leadership in a way that drives decisions ✅ **Real-world examples** — See how experienced enablement professionals measure and communicate their value ✅ **Official certification** — Add a credential that signals you're serious about proving enablement's place at the table [**Get Enablement Metrics Certified →**](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) 10 modules. 3 hours. Lifetime access. One-time investment. [See the full curriculum ](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters?%5Fgl=1%2Ac61r7y%2A%5Fgcl%5Fau%2ANDQ3NTcxMjM3LjE3NzE5MzI4NjEuODkyOTk5MzU2LjE3NzQzNjIyOTUuMTc3NDM2MjI5NA..) [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/SEC_Certified_Banners_10.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) ### Go-to-Market Labs Workshops URL: https://www.salesenablementcollective.com/go-to-market-labs-workshops/ Last updated: 2026-07-08T13:39:48.000Z _No content available._ ### Assistant vs. Delegate: How autonomous agents and AI loops are changing Product Marketing | GTM Labs URL: https://www.salesenablementcollective.com/assistant-vs-delegate-how-autonomous-agents-and-ai-loops-are-changing-product-marketing-gtm-labs/ Last updated: 2026-07-15T12:32:34.000Z _No content available._ ### Taking GTM metrics beyond the dashboard | GTM Labs URL: https://www.salesenablementcollective.com/taking-gtm-metrics-beyond-the-dashboard-gtm-labs/ Last updated: 2026-08-13T09:54:45.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### Lifecycle metrics that drive retention & advocacy | GTM Labs URL: https://www.salesenablementcollective.com/lifecycle-metrics-that-drive-retention-advocacy-gtm-labs/ Last updated: 2026-07-09T07:40:24.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### Avoid vanity metrics: evaluating true GTM impact | GTM Labs URL: https://www.salesenablementcollective.com/avoid-vanity-metrics-evaluating-true-gtm-impact-gtm-labs/ Last updated: 2026-06-11T08:12:52.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### GTM on a budget: do more with less | GTM Labs URL: https://www.salesenablementcollective.com/gtm-on-a-budget-do-more-with-less-gtm-labs/ Last updated: 2026-05-28T08:57:42.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### Lead with impact: conversations that shape GTM success | GTM Labs URL: https://www.salesenablementcollective.com/lead-with-impact-conversations-that-shape-gtm-success-gtm-labs/ Last updated: 2026-05-28T08:58:33.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### Winning the narrative when markets move fast | GTM Labs URL: https://www.salesenablementcollective.com/winning-the-narrative-when-markets-move-fast-gtm-labs/ Last updated: 2026-05-28T08:58:53.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### Turning launches into repeatable revenue moments | GTM Labs URL: https://www.salesenablementcollective.com/turning-launches-into-repeatable-revenue-moments-gtm-labs/ Last updated: 2026-05-28T08:58:18.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### What low-stakes dad poker taught me about today’s sales enablement URL: https://www.salesenablementcollective.com/what-low-stakes-dad-poker-taught-me-about-todays-sales-enablement/ Last updated: 2026-05-19T08:36:11.000Z Once a month, ten friends, most of us exhausted dads of small children, descend upon my basement for a game of ultra-low-stakes poker. We wager less than the cost of a single Starbucks latte, fueled by smoked meat from my Big Green Egg and the need for some adult conversation at the end of a long day. Like some sort of suburban miracle, the game concludes promptly at 10 PM because, let’s be honest, it’s a school night and we all have 6 AM wake-up calls, wake-up calls that might involve tantrums or perhaps Paw Patrol. ![](https://media.tenor.com/l2KZKixWdw4AAAAC/father-mulcahy-mulcahy.gif) While there is absolutely nothing formal about this game played on a collapsible table my kids found on Amazon, it’s surprisingly one of the best learning environments I’ve encountered. As it turns out, navigating a low-stakes dad poker game has taught me a great deal about modern sales enablement and the digital-age workplace and over the months of pulled pork and poker in the basement, everyone around the table, slowly but surely, has become a better player - whether they recognize it or not. Here are some lessons picked up along the way: ## You don’t learn by folding You miss 100% of the shots you don’t take. I think Wayne Gretzky said that. Or maybe Michael Scott. Either way, it applies. Early in the night, there’s almost always a hand you shouldn’t play. A weak ace. A couple of suited cards that feel more promising than they are. Something that looks just good enough to convince yourself to stay in. Sometimes it works, and the table lets you hear about it. Most of the time, it doesn’t. But you learn something either way. If you fold every marginal hand, you don’t lose much. You also don’t learn much. You sit back, scroll your phone, catch a few minutes of Monday Night Football, and wait for a better opportunity that may or may not come. When you play the hand, you get feedback. You see how others react. You experience the consequences of your decision in real time. That feedback, even when it stings a little, is what actually teaches you how to play. No one at the table is running a formal retrospective, but over time you start to notice patterns. The hands you chase. The moments you hesitate. The times you knew better and did it anyway. You don’t need a framework to see it. You just need enough hands played to recognize yourself in the pattern. [Sales teams](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/) don’t always give themselves the same benefit. In most organizations, the pace of work leaves very little room to revisit what just happened. A deal is won or lost, and the instinct is to move on to the next one as quickly as possible. There is always another call to make, another pipeline review, another quarter looming in the distance. Reflection gets deferred, or skipped altogether. But without that reflection, experience doesn’t always turn into learning. [Enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) often tries to solve this by increasing preparation. More training. More content. More guidance before the call ever happens. Some of that is necessary, but confidence doesn’t come from knowing what might happen. It comes from having been in the hand, deciding, and living with the results. 💡 The goal is not to eliminate bad hands. It is to create an environment where people can play more of them, reflect on what happened, and carry something forward into the next one. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/You-Miss-100-of-the-shots-you-dont-take-BOS-Media-Group.jpeg) ## Learning is social “Why’d you play that hand?” “Why didn’t you fold your off-suit cards?” “What did you see on that board?” Those are the questions that have made us better players. Maybe not players who could defeat a Chris Moneymaker or Phil Hellmuth, but decent players who are welcome in my basement every month. These types of questions don’t come from an instructor standing at the front of the room or a perfectly structured debrief at the end of the night, but instead emerge in the middle of the game, with chips still on the table and just enough pause between hands for someone to lean in and ask what the rest of us were thinking. Curiosity in a community leads to learning. Over time, our table has become a place where questions are expected, explanations are offered, and decisions are revisited without much ceremony. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Ryan-Panzer--2-.jpg) We talk through why we played the way we did, sometimes with clarity and sometimes while trying to make sense of a decision that didn’t quite hold up. We offer suggestions for the next hand while also giving each other a hard time when someone makes a call that feels, at least to everyone else, a little off. It is not especially polished, and it is certainly not optimized, but it is effective because the learning is tied directly to lived experience rather than abstract principle. The conversation is anchored in something that just happened, which means the feedback carries a different kind of weight, and the insight tends to stick a little longer. [Adult learning theory](https://www.neit.edu/blog/what-is-adult-learning-theory#:~:text=Adult%20Learning%20Theory%20is%20a%20framework%20that%20outlines%20how%20adults,%2C%20relevance%2C%20and%20practical%20application.) has long pointed to this dynamic, suggesting that skill acquisition is not primarily an individual exercise but a social process, shaped through participation in a community of practice where people can observe, question, and refine their thinking. [Achieve sales enablement mastery with our online certificationMaster the art of sales enablement with our sales enablement certification. Optimize your programs and support reps like an expert!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-505.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_MASTERS_Sales_Enablement_Meta--1-.jpg)](https://www.salesenablementcollective.com/learning/on-demand/sales-enablement-certified-masters/) While coaches and managers can guide the process, much of the actual development happens in the space between peers, where people are willing to ask why, to reflect out loud, and to admit when something did not go according to plan. In sales enablement, we do not always design for that kind of environment. We tend to emphasize content and clarity, building decks and frameworks that aim to transfer knowledge efficiently, but we sometimes overlook the conditions that allow that knowledge to take root. 💡 In practice, people learn less from being told what to do and more from seeing how others think, especially when those others are facing similar pressures and making similar tradeoffs. What changes things is not just access to information (we all have ample access to information these days), but the willingness to make thinking visible. When decisions are shared and questioned in the open, they become easier to understand, easier to challenge, and eventually easier to improve. Over time, that kind of shared reflection on our prospecting, discovery, pitching, and negotiating creates a rhythm of learning that no single training session can replicate. ## You win by staying in the game At the end of the night, the winner is seldom the person who won a single big hand, even though that’s the moment everyone remembers. It’s usually the person who accumulated chips over time, winning small pots, avoiding big losses, and staying in the game. That’s not just a quirk of dad poker but how the game actually works. In any given session, the overwhelming majority of hands never turn into dramatic, all-in moments. Most are decided early or played cautiously, with relatively small amounts of money at stake and because those hands make up most of what happens over the course of a night, they end up having an outsized impact on the outcome. [The mathematics of Texas Hold ‘Em](https://probability.infarom.ro/holdempoker.html) reward consistency, not heroics. What looks like a quiet, uneventful night at the table is often the most profitable one. Professional players understand this intuitively, which is why they don’t play for moments, they play for edges. They make hundreds of small decisions, each with a slightly positive expected outcome, and trust that over time those decisions will compound into something meaningful. > The goal isn’t to win the biggest hand. It’s to still be there, steadily ahead, when the night ends. Sales performance works the same way, even if we tend to celebrate it very differently. Most deals are not won in a single breakthrough moment or a perfectly delivered pitch. They’re shaped by dozens of smaller interactions: a well-run discovery call, a timely follow-up, a clear next step, and a disciplined qualification decision. Just like at the poker table, those moments don’t feel dramatic in isolation. The problem is that most enablement efforts are built around the big hand; we train for the big RFP, the C-level objection, and [the tense negotiation](https://www.salesenablementcollective.com/turn-your-b2g-negotiations-into-win-win-situations/), when in reality, outcomes are driven by how consistently reps execute the small ones. The opportunity for enablement isn’t just to [prepare reps](https://www.salesenablementcollective.com/from-sales-reps-to-thought-leaders/) for high-stakes moments but to help them build habits of curiosity and judgment that show up in the low-stakes decisions we make. Don’t bust early. Play to stay in the game. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Ryan-Panzer.jpg) ## Hospitality is under-rated In the end, Dad's poker isn’t about the cards or how the chips fall, but about hospitality. A shared meal, banter about Wisconsin sports and a basement floor that is (mostly) clear of kids' toys. The cards are there. The chips are stacked. There’s a seat for everyone. The game starts on time and, just as importantly, ends on time. No one is wondering what to do or where to sit or whether they should have had dinner beforehand. You just walk downstairs and play. Hospitality is why we keep coming back. Danny Meyer writes in[*Setting the Table*](https://www.amazon.com/Setting-Table-Transforming-Hospitality-Business/dp/0060742763) that hospitality is not just about service but about how people feel because of the environment you’ve created for them. In a restaurant, it’s not the food itself but the experience of being there. It’s not the operation of the restaurant, but the sense that someone thoughtfully considered your experience. When that sense is missing, it shows. You don’t cultivate meaningful connection or authentic conversation without demonstrating a high level of care for your end-user. This is true for Danny Meyer’s Shake Shack, it’s true for card games in the basement, and it’s especially vital for business. ## This is why it matters In the context of sales enablement, this means moving beyond the delivery of content and focusing on the delivery of an experience that respects the salesperson's time, challenges, and professional growth. > When enablement is hospitable, learning stops being a compliance chore and becomes a resource for growth. Hospitality and business outcomes are more connected than we tend to admit. While some organizations attempt to drive short-term revenue by heightening the pressure under which their teams operate, the smartest organizations drive durable, long-term outcomes by creating an environment conducive to growth at multiple levels. This hospitable approach to enablement fosters a culture where employees feel supported in their development, leading to higher engagement, better retention, and ultimately, a more resilient sales force capable of navigating the complexities of the modern digital workplace. Hospitality in sales enablement takes many forms. It might look like fresh coffee at the back of the room, a well-organized agenda, or a Zoom call that starts on time and actually respects people’s attention. None of those things are remarkable on their own, but together they create an environment where people can focus on the work in front of them. Hospitality, in that sense, is less about being warm and more about being prepared. It is the work of making things easier for someone else before they even realize they needed it. In a restaurant, it shows up in the way a table is set. In a basement poker game, it shows up in how the night unfolds without much effort. In sales enablement, it shows up in whether a rep can actually sit down and play. ### S4 ep4: Why your next great enabler might already be sitting on your sales floor with Varun Desai [Video] URL: https://www.salesenablementcollective.com/your-next-great-enabler-might-already-be-sitting-on-your-sales-floor-video/ Last updated: 2026-09-07T10:12:50.000Z [Episode 4 - Why your next great enabler might already be sitting on your sales floor. With Varun DesaiPodcast Episode · The Enablement Optimization Podcast · 14 May · 40min![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-32-69b2f552-061f-432e-a1a1-108b5d4aac08.png)Apple Podcasts![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1200x1200ECA.PESS01-60-757adf48-162e-4e56-9586-d40df585b3c0.jpg)](https://podcasts.apple.com/gb/podcast/episode-4-why-your-next-great-enabler-might-already/id1888276269?i=1000767809753) ### Sales enablement vs sales operations: 9 key differences explained URL: https://www.salesenablementcollective.com/sales-enablement-vs-sales-operations/ Last updated: 2026-05-14T15:46:19.000Z Sales operations and sales enablement are key support pillars within your sales organization, they aim to support sellers and improve their productivity to ultimately increase revenue growth at your organization. But what’s the difference between these teams? And how can they work together to create more impact? ## What is sales operations? Sales operations (sales ops) focus on optimizing sales processes through technology, data management, and process improvement. Essentially, sales ops look to streamline a sales rep's tasks and remove blockers to help them close more deals, thus increasing revenue growth. This could be finding a better tool to demo your product or shortening an approval process. Sales operations also maintain data hygiene within your CRM, leading to more accurate reports. Other responsibilities of a sales ops professional include managing compensation planning, setting sales quotas, and assigning sales territories to sales reps. This management of the sales process allows sales leaders to focus on their teams and overall sales strategy, while ops take on the admin tasks that keep sellers motivated. ## What is sales enablement? [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) supports and empowers sales reps by providing training, coaching, and resources to help them in their roles. This allows sales reps to improve their knowledge and skills, making them equipped to conduct sales activities and more likely to win deals. Enablement teams do this by creating strategic sales training programs to upskill reps, training sales managers on effective sales coaching, and creating effective sales collateral. Other responsibilities of sales enablement teams include onboarding new sales reps, educating the team on product positioning and messaging, creating certifications, and creating guides for new tools. ## 9 ways sales operations and sales enablement differ In case you’re still not sure what *exactly* makes these two functions different, let’s break down nine areas where sales ops and enablement diverge. ### Strategy While these functions share the same broad goals (increasing [sales rep productivity](https://www.salesenablementcollective.com/the-dark-arts-of-data-evolving-from-sales-training-to-sales-productivity-2/) and revenue growth), the way they go about achieving these objectives is quite different. Sales enablement looks to increase sales rep productivity by strengthening their [skills](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/). This may involve creating battlecards and other sales content, training reps on hard and soft skills, and coaching reps to perform at their best. That is, they provide sellers with the resources they need to close more deals. Whereas sales operations looks to increase sales productivity by streamlining the sales process. They do this by removing bottlenecks, implementing better tools, and automating tasks. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Enablement-vs-operations.png) These tasks make the processes and tools a sales rep uses daily easier and quicker to do, leaving them more time to have those valuable conversations with prospects. ### Metrics and KPIs Since these functions have different strategies, it makes sense that they’d have different measures of success. Sales enablement teams tend to track metrics like: - Time to productivity - Available selling time - Content usage - Sales confidence - Win/loss rate - Sales velocity Whereas sales operations teams track their impact with these metrics: - Close rate - Customer acquisition cost - Average sales cycle length - Time to do task - No. of sales qualified leads - Sales velocity [The metrics businesses must track to prove the impact of sales enablementMindtickle’s Nick Salas looks at the four categories of metrics that businesses need to measure to track sales enablement success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveNick Salas![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_track_analysis.jpg)](https://www.salesenablementcollective.com/the-metrics-businesses-must-track-to-prove-the-impact-of-sales-enablement/) ### Hiring Sales enablers are often tasked with hiring new sales reps (alongside sales leadership). This makes sense as enablement works closely with sales and understands the markers of a good sales rep. Enablers also know which skills can be taught to a new seller, and which skills or characteristics would be difficult to teach (such as coachability). These would impact the culture fit for a new candidate and are important factors to consider when hiring. Sales operations teams likely won’t be too closely involved in the hiring of sales reps but they may help to approve the budget for a new hire (by calculating their likely salary and commission) and proving the ROI of additional sales headcount. ### Onboarding Sales enablement teams are tasked with [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) a new sales rep, providing them with all the training they need to succeed in your organization. While your HR team will deal with any company policies, enablement’s role is to educate reps on product information, common objections, sales methodologies, and other important information they’ll need to succeed in your org. This ramp-up period is crucial, as this information will form the foundation of the sellers' product knowledge, and should set them up for success. After this period of intense training, they should be ready to converse with prospects and win deals. Sales ops isn’t really part of this training phase, instead, you’ll find them in the background ensuring everything is set up correctly for the new hire. This includes creating their accounts with the correct permissions, assigning them a territory, and setting their quota. Without this, new reps wouldn’t be able to access the prospect information, know who to target, or what their sales quota is. [“From no onboarding structure to a complete package”, Shannon StoryShannon Story joins us on the podcast to discuss all things onboarding as a solo sales enabler!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/06/Copy-of-SEC_SE_Innovation_Podcast_Youtube_Thumbnail_Template_-16-2.png)](https://www.salesenablementcollective.com/from-no-onboarding-structure-to-a-complete-package-shannon-story/) ### Employee retention Both of these functions want to retain top sales talent, as these talented reps are invaluable to maintaining revenue growth. But enablement and sale ops go about this in different ways. Sales enablement teams focus on [coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) sales reps to improve their career opportunities and increase their pipeline. By increasing sales reps’ skills, they are more likely to get promoted and more likely to hit quota thus receiving a larger commission. Sales operations, on the other hand, make sales reps’ jobs easier by streamlining processes and providing better sales technology. For example, improving the deal approval process, so contracts can be approved and sent to clients quicker. But that’s not all sales ops do to retain sales reps. This function is also responsible for creating and managing the [compensation plan](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/) for reps. This includes building the structure of commissions and helping sales leadership to set quotas. Sales operations managers work to keep compensation plans competitive, so reps are rewarded for their hard work and incentivized to stay. ### Technology It goes without saying that sales enablement and operations teams will utilize different [tools](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/) in their day-to-day roles, but this isn’t the most significant difference between them when it comes to tech. The real big difference is how these functions help other teams utilize tools. Sales enablement teams look to train the sales team on how to use tools within the sales tech stack. This may include showing the benefits of using a tool, creating ‘how-to’ guides, and providing training on new technology. Sales operations teams can also help to train sales reps on some tools and best practices, such as correctly inputting data in your CRM. But really, their main technology responsibility is buying and implementing tools. This function looks to optimize sales processes by vetting new tools that’ll help reps perform tasks faster. They’ll then implement new tech within your organization and ensure it’s integrated with your existing tech stack. Sales ops professionals also use technology to [automate](https://www.salesenablementcollective.com/a-human-approach-to-ai-and-automation/) repetitive sales tasks and further streamline the sales cycle. [Sales enablement and technologyWerner Schmidt discusses the role of new technology in sales enablement and how science, tech, and data can propel the org to new heights![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveWerner Schmidt![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_crm.jpg)](https://www.salesenablementcollective.com/sales-enablement-and-technology/) ### Day-to-day On a day-to-day basis, enablers work with [sales and marketing](https://www.salesenablementcollective.com/30-minutes-to-sales-and-marketing-alignment/) teams to create and deliver effective training, coaching, and resources to support sellers. Some tasks associated with sales enablement are: - Onboarding new sales reps. - Creating sales collateral such as [battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/) and [playbooks](https://www.salesenablementcollective.com/what-is-a-sales-playbook/). - Hosting training workshops or presentations. - Making sales kickoff meetings effective and engaging. - Coaching sales reps and sales leaders to improve their skills. In comparison, sales operations professionals may seem more isolated as they spend a larger portion of their time working on systems and [data analytics](https://www.salesenablementcollective.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) than with other teams. Some day-to-day sales ops tasks include: - Managing compensation planning and quota setting. - Cleaning CRM data and analyzing sales data. - Setting up automations and checking they work properly. - Assessing bottlenecks and improving processes. - Implementing new technology. ### Data usage and management Making data-driven decisions is always important in the world of sales. However, these teams use different insights to inform their next steps. Enablement teams use [conversation intelligence](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) data to understand how best to coach a sales rep. These insights can inform an enabler which skills, sales techniques, methodologies, or objections an individual sales rep is struggling with and allow coaching to be tailored to their needs. Another way sales enablement teams use data is by tracking [sales content usage](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) to understand which resources are valuable to the sales team and which need to be changed. This allows enablers to prioritize creating content sales reps will actually use. On the other hand, sales ops use data to understand where processes could be improved and to forecast revenue for your organization. A [sales forecast](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) can help sales leaders to plan sales strategy and maintain growth. The operations team also manages CRM data, helping to keep your organization’s data clean and accurate. This maintenance allows sales reports to be more accurate and helps sales reps to find the correct contact details for new leads. [The surprising data-backed behaviors of top-performing sellers | Marc Wayshak, Sales Insights LabMarc Wayshak, Founder of Sales Insights Lab, discusses his research into the behavior of top sellers.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/11/CMA_Conversation_Intelligence_Podcast_Assets_11.jpg)](https://www.salesenablementcollective.com/the-surprising-data-backed-behaviors-of-top-performing-sellers-marc-wayshak-founder-sales-insights-lab/) ### Increasing revenue growth To conclude, sales enablement teams increase revenue growth by improving the effectiveness of your organization’s **people**, while sales operations ensure increased revenue growth by improving your organization’s **processes**. > **In short:** people vs process. But both are crucial for ensuring your organization can thrive in the sales environment. ## 5 ways sales operations and sales enablement can collaborate These functions may be different, but there’s still plenty of room for sales enablement and sales operations teams to work together to streamline the sales cycle. ### Training strategy When there’s no obvious shortcoming in sales rep performance but the overall win rate or revenue is dropping, it might be time to look at the data. Sales operations team can look to the CRM and answer questions related to the sales pipeline that might uncover some of the mysteries that enablement are looking at. By analyzing CRM data, sales ops can spot trends that would be difficult to spot just by talking to sales reps, or surface-level analysis. This information can then help to inform sales enablement training strategies. [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/07/SEC_Sharing_Article_Images_Author-Text-2-1.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) ### Coaching Conversation intelligence is a powerful tool for sales enablement success, but it can be complex to integrate into your tech stack. That’s where the sales operations team comes in. Sales ops can swoop in and integrate your new tool with existing software and into your CRM without causing any data hygiene headaches. Allowing the sales enablement team to get the conversation insights they need to effectively coach sales reps on their weak areas. ### Getting buy-in for tools/headcount Both of these teams will have a unique perspective on why a new tool or more sales reps are required to improve sales productivity. So when they combine forces, it can be much easier to gain executive buy-in. That is to say, when sales operations and sales enablement agree a new tool is necessary for improved productivity and revenue growth, this request will hold more weight than if only one team held this opinion. By presenting a shared case encompassing both perspectives, approval looks a lot more likely. [“Sales enablement is a change agent” - Aaron Evans on stakeholder buy-in and moreAaron Evans is constantly evolving and modernizing his enablement techniques and strategies, and he’s always eager to share with the wider community, so read on to find out his thoughts on enablement hot topics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1533073526757-2c8ca1df9f1c?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fGNoYW5nZXxlbnwwfHx8fDE2NDM5MDY1MTc&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/sales-enablement-is-a-change-agent/) ### Process improvement backlog Sales operations teams are always looking for ways to improve sales processes, and sales enablement are in a perfect position to advise on potential improvements. Since enablement teams work closely with sales, they’ll have a good understanding of what could be improved either within the sales team or with enablement processes. As, for example, improving enablement’s content management system would also improve sales efficiency, as content can be found more easily. These suggestions from enablement can help to build sales operations’ backlog of improvements and ensure bottlenecks are flagged early. ### Change management When sales operations need to change a process or implement a new tool, change management is critical to ensure sales team adoption. An important aspect of change management is training, so you can probably see where this is going… By briefing sales enablement on changes before they occur, ops and enablement can work together to communicate and train reps on the change. This allows sales reps to feel confident when the change rolls out and increases adoption rates. [What is change management in sales enablement?Change is at the core of sales enablement, which means it’s critical for sales enablers to understand the key pillars of change management.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_change_management.jpg)](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) ### Beyond the battlecard: why static competitive docs aren't enough URL: https://www.salesenablementcollective.com/beyond-the-battlecard-why-static-competitive-docs-arent-enough/ Last updated: 2026-07-10T12:10:53.000Z You did everything right. You interviewed the SEs. You sat down with the product team. You combed through [win/loss data](https://www.salesenablementcollective.com/win-loss-collecting-input-from-stakeholders-framework/), pulled the sharpest objections from Gong, and distilled all of it into a clean, scannable format. The battlecard went out. Reps said it was helpful. You called it done. Then you listened to a call recording. The prospect asked a pointed question about a competitor's integration capabilities. The rep said, "Let me look that up," and went quiet for twelve seconds. You could hear the clicking. You could picture them scanning the card, trying to find the right section while the conversation stalled. When they came back, the answer was technically accurate and conversationally dead. The momentum they'd built over the previous twenty minutes had vanished. [The battlecard](https://www.salesenablementcollective.com/competitive-battlecard-template-framework/) worked exactly as intended and it still wasn't enough. If you've spent any real time in enablement, you've probably had this exact experience. You've built the thing, you've watched it get adopted, you've heard the positive feedback, and then you've sat with the uncomfortable realization that something is still missing in the live moment when it matters most. That gap is what I want to talk about. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Roi-Talpaz.png) ## The structural problem with static competitive docs Battlecards were a genuine step forward for enablement. They gave reps a reference point. They standardized [messaging](https://www.productmarketingalliance.com/your-guide-to-messaging/?%5F%5Fhstc=89198276.70d3ddc6c188f24770f97fd7b62b54f6.1764152398603.1778676755017.1778699704433.194&%5F%5Fhssc=89198276.7.1778699704433&%5F%5Fhsfp=ebf3bbd8d533f50e410d545b51987f76) across teams. They gave enablement a way to package competitive knowledge at scale and distribute it without losing too much in translation. I'm not here to argue they shouldn't exist. They should, and they do useful work. But there are three structural limitations that no amount of better formatting, smarter tagging, or prettier design can fix. These limitations are baked into the format itself. ### They go stale faster than anyone can maintain them [Competitors](https://www.salesenablementcollective.com/sales-leaders-must-access-undocumentable-knowledge-to-win-more-business-webinar/) ship updates constantly. [Pricing](https://www.salesenablementcollective.com/pricing-strategy-policy-slide-deck-framework/) changes. New integrations launch. A messaging shift on a competitor's homepage can change how your reps need to position against them, and most enablement teams find out weeks or months after the fact. A battlecard that was accurate in October may be quietly misleading by February. Most teams don't have a reliable process for keeping competitive content current. There's no scheduled refresh, no automated trigger, and no system that flags when something has changed and reps who've been burned once or twice by outdated content start to quietly distrust all of it. They'll glance at the card, decide they can't fully rely on what they're reading, and fall back on their own instincts. Without a system that updates automatically, staleness becomes a structural problem rather than a content one. You can hire the best competitive intelligence analyst in the world and still lose this fight, because the speed at which the market moves outpaces the speed at which a human can maintain a document library. ### Keywords are too blunt an instrument When a prospect raises a concern about "security," they could mean any number of things. They could be asking about data residency. They could be asking about SOC 2 compliance. They could be asking about access controls. They could be referencing a specific incident they read about last week and want to know how you'd have handled it differently. Surfacing a card tagged "security objections" gives the rep everything at once, which is effectively nothing. They still have to diagnose what the prospect actually means, find the relevant answer inside the card, and deliver it in a way that feels conversational rather than recited. All of this happens mid-conversation, while the prospect is watching their screen and waiting. [The ARR of Objection Handling: Address, Reframe, RedirectCompetitive intelligence specialists Klue outline the ARR of objection handling: address, reframe, redirect.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-512x512-1-2.png)Product Marketing AllianceLawrence Chapman![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/frame--1-.jpg)](https://www.productmarketingalliance.com/the-arr-of-objection-handling-address-reframe-redirect/?%5F%5Fhstc=89198276.70d3ddc6c188f24770f97fd7b62b54f6.1764152398603.1778676755017.1778699704433.194&%5F%5Fhssc=89198276.7.1778699704433&%5F%5Fhsfp=ebf3bbd8d533f50e410d545b51987f76) The granularity that a real conversation demands is much finer than the granularity that a tagged document library can provide. Keywords are a reasonable starting point for organizing information, but they're a poor mechanism for retrieving the right piece of information at the moment it's needed. ### They add cognitive load at the worst possible moment Reading and speaking are different cognitive tasks. A rep generally can't scan a document and hold a fluid conversation at the same time. What you usually get is one of two things: a rep who ignores the card and wings it from memory, or a rep who pauses to read and loses the room. Neither of those is what you built the card for. The moment of greatest pressure on a sales call is also the moment of greatest cognitive demand. The rep is listening, processing, formulating a response, watching the prospect's reaction, managing the time, and trying to keep the conversation moving forward. Asking them to also scan a document, parse it, and synthesize an answer in real time is asking a lot. It's asking too much, frankly. This isn't a knock on reps. It's just how human attention works. ## What this looks like in the field Here's a scenario most [enablement managers](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) will recognize. A new rep, six weeks in, gets into a call with a strong prospect. The prospect asks how your product compares to a specific competitor they're actively evaluating. The rep has seen the battlecard in training. They've read it. They might have even flagged it in their notes. But seeing something in training and retrieving the right part of it under pressure are not the same cognitive task. The rep stumbles. The answer comes out incomplete, hedged in places it shouldn't be, and vague in places it needs to be sharp. [The prospect](https://www.salesenablementcollective.com/prospect-tracking-sheet-template-framework/), who came into the call skeptical, leaves more skeptical. Maybe they ghost. Maybe they keep evaluating but you've moved down their internal ranking. Either way, something was lost in that moment that you can't get back. Nobody did anything wrong here. The rep studied. You built the card. The product team gave you good input. The system just has a gap, and that gap lives in the space between when a question lands and when a good answer needs to come out of someone's mouth. [Prospect tracking sheet templateKeep track of every interaction and ensure no lead slips through the cracks. Download your prospect tracking template.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-508.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Content-Strategy-2-3.png)](https://www.salesenablementcollective.com/prospect-tracking-sheet-template-framework/) Now consider a different scenario. A more experienced rep, someone who knows the competitive landscape well, gets into a conversation that moves somewhere unexpected. A competitor is named that isn't top of mind. Maybe it's a smaller regional player. Maybe it's a tool the prospect uses in an adjacent workflow that's now creeping into your category. Maybe it's a startup that launched six weeks ago and hasn't made it into your competitive library yet. The rep doesn't know enough to answer confidently. They say "I'll look into that and follow up." The call ends. The follow-up email gets sent a day or two later. By then, the window where that information would have actually moved the deal has closed. The prospect has already formed an impression. They've already had three other conversations. The moment passed. These aren't skill problems. They're system problems. And battlecards weren't designed to solve them. ## The conversation the enablement community needs to have [The competitive enablement](https://www.salesenablementcollective.com/competitive-battlecard-template-framework/) conversation has shifted, and I think it's worth being honest about where it's shifted to. The question is no longer whether to build battlecards. The question is what happens after you build them and they hit their natural ceiling. The next layer of enablement is about closing the gap between what your organization knows and what a rep can actually access in the live moment. That gap exists because static docs require a rep to pull information when they're least equipped to do it: under pressure, mid-conversation, with [a skeptical buyer](https://www.salesenablementcollective.com/ai-ar-for-retail/) on the other end of a Zoom. Think about how much institutional knowledge your organization has accumulated. The product team knows the roadmap in detail. The SEs know the technical edge cases. The customer success team knows how deals actually play out in deployment. [Marketing knows the positioning](https://www.productmarketingalliance.com/your-guide-to-positioning/). Win/loss interviews have surfaced patterns. All of this knowledge exists somewhere in your company, and almost none of it is available to a rep at the moment they need it on a call. The tools addressing this gap are moving toward a real-time layer. AI that reads the conversation as it happens and surfaces the specific answer a rep needs, in the moment they need it, without requiring them to search, scroll, or stop to think about where to look. A few platforms are starting to operate in this space. The direction the field is heading is toward systems that are present during the conversation itself, rather than only before or after it. For enablement leaders, the reframe matters. The question shifts from "did we give reps the information?" to "can reps actually use it, at the moment it counts?" Those are very different questions, and they lead to very different programs. ## Where this leaves enablement teams Battlecards are still worth building. They're useful for training. They're useful for asynchronous reference. They're useful for onboarding, for ramp-up plans, for giving new hires a structured way to learn the competitive landscape before they ever get on a live call. The argument here isn't against battlecards. It's that they shouldn't be the only layer. You can think about enablement as having two distinct surfaces. - The first is the preparation surface, where reps learn, study, practice, and absorb. Battlecards live here, alongside training programs, role-play sessions, certification paths, and competitive briefings. This surface is well-developed in most organizations. It's where enablement has historically focused its energy. - The second surface is the live conversation surface. This is where the rep is actually on a call with a prospect and where the value of all that preparation either translates into a great moment or doesn't. Historically, this surface has been almost entirely dependent on the rep's memory and improvisation. The preparation surface fed into the life surface through the rep's own brain, with all the friction and forgetting that implies. The shift that's happening now is that the live conversation surface is becoming its own enablement layer. Not a replacement for preparation, but an addition to it. The goal isn't to make preparation unnecessary. The goal is to make sure that the gap between what was prepared and what gets retrieved in the moment shrinks toward zero. The hardest moments on a call are usually not the ones reps practiced in training. They're the unexpected ones. The left-field competitor question. [The technical objection](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) that wasn't in the deck. The follow-up that exposes a knowledge gap nobody anticipated. Enablement that only covers expected scenarios covers less than half the territory. ## A few questions worth asking your team If you're sitting with all of this and wondering what to actually do with it, here are a few questions that might be useful to bring to your next planning conversation. When was the last time your competitive content was audited for accuracy? Not reviewed, but actually checked against what competitors are doing today. If it's been more than a quarter, you probably have some staleness in the system that's quietly eroding rep confidence. [Sales Enablement Certified: Core Live VirtualThe Sales Enablement Collective is a global gathering of revenue leaders, all striving towards one, shared goal: consistent and predictable revenue growth.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-509.png)Sales Enablement CollectiveAriel Acha![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Meta_Images_Text--1--1-2.jpg)](https://www.salesenablementcollective.com/learning/live-virtual/sales-enablement-certified-core-live-virtual/) How do your reps actually use battlecards on live calls? Have you watched? Have you asked them in a way that invites honest answers rather than the answers they think you want to hear? You might be surprised how much of your content is being skipped in the moment, even by reps who'd tell you in a survey that they find it valuable. What happens when a rep gets a question they can't answer on a call? What's the actual path from "I don't know" to "Here's the answer the prospect needed"? In most organizations, that path runs through follow-up emails, internal Slack threads, and several hours of delay. If you mapped that path and timed it, you'd probably see how much deal momentum is being lost in the gaps. Where in your competitive program are you investing in the live conversation layer versus the preparation layer? If the answer is "almost entirely in preparation," that's worth examining. It's likely where your next meaningful gains are sitting. ## The programs are pulling ahead The programs pulling ahead in competitive enablement are building the layer that comes after the battlecard. The layer that shows up on the call. The layer that meets the rep in the moment of need rather than expecting the rep to retrieve everything from memory or from a document they don't have time to read. [SDR vs BDR: What’s the real difference in sales roles?BDRs, SDRs, and AEs all work with leads to move them along the sales funnel. But if you asked ten organizations for a definition, you’ll get ten answers.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-510.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Article_Meta_DEC23_Test_Just-Doodles-3-2.png)](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) I'm not suggesting this is a solved problem. The tooling is still maturing. The integrations into existing workflows are still being worked out. The change management challenge of getting reps comfortable with a real-time layer alongside their existing prep is real, and enablement leaders will need to think carefully about how to roll it out without overwhelming the team. But the direction is clear. Static competitive docs were a good first answer to a hard problem. They've taken us as far as they can. The next step is building enablement that's present in the conversation, that updates as the market updates, and that closes the gap between organizational knowledge and the rep's mouth in the moment a prospect is waiting for an answer. The reps you support are doing their best with the system you've given them. Give them a better system, and you'll see better moments. That's where the work is now. --- [Enablement Metrics Certified | MastersMaster the metric mindset and propel your sales enablement activities and impact to new heights with Enablement Metrics Certified.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149-12.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1031cd33822338fbff58252dae4bea8d-5.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) ### How much do sales enablement managers earn? URL: https://www.salesenablementcollective.com/what-is-a-sales-enablement-managers-salary/ Last updated: 2026-05-14T15:44:11.000Z [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) continues to grow as a function, and as more professionals look to move into the function, one topic becomes ever more important: salary. At Sales Enablement Collective we aim to elevate the importance of sales enablement, and part of that is publishing our annual [Sales Enablement Landscape and Salary Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/). Built with the help of our community, our goal with this report is to drive salary transparency and allow sales enablement managers to understand their worth. ## What does a sales enablement manager do? Before looking at the figures in our [Sales Enablement Salary Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), let's understand what makes a sales enablement manager valuable and why some roles command higher compensation than others. ### Core responsibilities that drive business impact A sales enablement manager helps sales teams perform more consistently by improving training, content, systems, and day-to-day execution. In practice, that often means building onboarding programs, maintaining playbooks, supporting product launches, improving messaging, and making sure reps can find the right resources at the right time. [What is Sales Enablement? (A Comprehensive Guide)Sales enablement is a strategy which encompasses coaching, training, content, technology, processes, and all other activities with the aim of supporting and empowering sales reps to progress sales opportunities through knowledge-based interactions with prospects.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-496.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-enablement-vs-product-marketing--1--1-4.png)](https://www.salesenablementcollective.com/what-is-sales-enablement/) This role usually sits at the intersection of sales, marketing, product, and revenue operations. Strong enablement managers coordinate across those teams so that sellers have current content, clear positioning, and repeatable processes. In more mature organizations, they also help manage [the enablement tech stack](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/), including platforms like Salesforce, HubSpot, Gong, Seismic, Highspot, Outreach, and Clari. In a small team, or while working alone, a sales enablement manager might be responsible for sales enablement in an end-to-end fashion — strategizing, managing, and executing projects. In larger teams, the manager role often focuses more on deliverable execution, while a more senior counterpart such as a Head of Sales Enablement handles strategic initiatives and wider project management. ### Skills and qualifications that can increase salary Compensation tends to rise when a sales enablement manager brings skills that are hard to replace or directly tied to revenue performance. Examples include sales analytics, program measurement, revenue operations knowledge, change management, and experience with enablement platforms. [AI fluency is no longer optional.](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) Our report found that 76.7% of enablement teams use AI every day, so if you can coach reps, surface content, or automate workflows with those tools, you're better positioned for the top pay bands. It's also worth noting what's happening at the team level. According to the same report, 23.6% of respondents' teams decreased in headcount over the past 12 months, which means individual contributors are often being asked to do more with less. That scope expansion, when you can demonstrate and articulate it, becomes a legitimate basis for a compensation conversation. ### Career progression and salary trajectory Many professionals start in support roles such as sales enablement specialist or coordinator, then move into manager positions once they've owned onboarding, training, or content programs. From there, the typical path leads to senior manager, director, and eventually head of enablement or revenue enablement leadership roles. As scope expands, so does pay. Entry-level roles focus more on execution. Manager-level roles add program ownership and cross-functional collaboration. Senior and director-level roles are expected to influence [sales productivity](https://www.salesenablementcollective.com/the-dark-arts-of-data-evolving-from-sales-training-to-sales-productivity-2/), [forecast readiness](https://www.salesenablementcollective.com/forecasting-errors-that-can-kill-your-business-performance/), ramp time, and broader GTM performance. The language in your title can shift your paycheck too. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/enablement-title.png) [Sales Enablement Landscape and Salary Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) Revenue enablement professionals earn an average of $163,870, compared to $112,879 for those with sales enablement in their title, a difference of over $50,000 for work that often looks very similar day-to-day. ## What's the current salary range for sales enablement managers? The global median salary for an enablement professional is $125,000, with the average reaching $131,400\. But those headline figures obscure a lot. Compensation varies considerably based on seniority, location, company size, and how the role is scoped. It's also worth noting a broader trend: average compensation across the profession declined by $5,619 compared to the previous year, dropping from $137,032 to $131,413\. This arrives at an odd moment, enablement teams are taking on broader strategic responsibilities and demonstrating more measurable revenue impact than ever. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/SEC_In-Article_Images_.gif) [Sales Enablement Landscape and Salary Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) ### **Base salary ranges by seniority level** Our latest data breaks compensation down clearly by career level: - **Junior/entry-level:** Average $75,517 | Median $69,000 - **Sales Enablement Manager:** Average $116,800 | Median $122,000 - **Head of Sales Enablement:** Average $147,000 | Median $150,000 - **Director and above:** Average $190,000 | Median $186,000 These figures represent base pay and do not include bonuses, commission, or stock options. Base salary is only part of the picture. Our 2025/26 report found that 73% of enablement professionals receive bonuses or commission on top of their base. Crucially, those receiving variable compensation also report higher base salaries on average, $129,037 versus $112,870 for those without. This suggests that bonus structures typically augment competitive packages rather than compensate for below-market base pay. [Sales Enablement Salary and Landscape Report 2025SEC’s ultimate analysis of the sales enablement landscape Our biggest report is back and better than ever before. Compare your enablement situation and salary to 100+ of your peers. Learn the challenges your fellow enablers are facing, the opportunities they’re pursuing, the skills they desire, their remuneration, and![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-495.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Salary_Landscape_Report_2025_Meta-1.png)](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) ### **Equity and total compensation packages** In SaaS, tech, and high-growth companies, equity can be a meaningful part of total compensation. Stock options or restricted stock units may significantly increase the long-term value of an offer, especially for senior manager, director, or revenue enablement roles. That makes total compensation a better benchmark than salary alone. When comparing roles, evaluate base salary, target bonus or commission, equity value, benefits, and role scope. ## **How experience shapes your sales enablement salary** Experience has a strong effect on compensation, but the relationship is not entirely linear. Our data shows a notable dip in the 4–5 year range — a point where professionals have typically outgrown junior positions but may not yet have moved into management or director-level roles. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/experience-1.png) Proactive career management at this stage, whether through pursuing leadership opportunities, changing organizations, or specializing in high-value areas, becomes especially important. ### **Entry-level: Building your foundation (0–2 years)** At the entry level, you'll typically work in coordinator or specialist roles, supporting onboarding, organizing content, maintaining systems, and helping deliver training. CRM familiarity, content organization, basic reporting, and comfort with platforms like Salesforce or HubSpot are the most valuable early skills. Certifications at this stage can make a meaningful difference: enablement professionals holding current certifications earn an average of $146,529 compared to $124,114 for those without an 18% premium. ### **Mid-level: Owning programs and execution (3–5 years)** By mid-level, sales enablement managers are expected to build and run programs rather than support them. Compensation rises when you can show business impact — faster rep ramp times, higher content adoption, improved win rates, or better cross-functional alignment. ### **Senior-level: Leading strategy and scale (5–10 years)** Senior managers and directors typically carry broader ownership across regions, business units, or product lines. Revenue enablement scope becomes especially relevant here, both in terms of impact and compensation potential. ### **Leadership roles: Driving organizational impact (10+ years)** At the leadership level, compensation reflects enterprise-wide influence. Directors of sales enablement, heads of enablement, and VPs carry responsibility for strategy, team structure, executive alignment, and measurable GTM performance. These roles are most likely to include meaningful bonus upside and equity. [Must-have enablement skills and why you need themKatie explores what some of the most desirable enablement skills according to statistics, and why they’re so important to the role.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-497.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/ben-white-mO9vKbG5csg-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/must-have-enablement-skills-and-why-you-need-them/) ## Geographic variations in sales enablement compensation Location still plays a major role in compensation, but remote work has changed how many companies set pay. You'll find more useful insights by looking at specific markets, cost of living differences, and whether a company uses local, regional, or location-agnostic pay bands. ### Major US cities and tech hubs Large US markets like San Francisco, New York, Seattle, Boston, and Austin often offer the highest compensation for sales enablement managers. These tech hubs have a higher concentration of SaaS, enterprise tech, and venture-backed companies—which increases demand for enablement talent. As of May 2026, the average salary for a Sales Enablement Manager in the United States is **$120,285** per year, which breaks down to an hourly rate of **$58** [according to salary.com ](https://www.salary.com/research/salary/benchmark/sales-enablement-manager-salary) | **City** | **Average Base Salary** | **Salary Range (25th – 75th)** | | --------------------- | ----------------------- | ------------------------------ | | **San Francisco, CA** | $150,100 | $132,000 – $188,000 | | **New York, NY** | $138,500 | $122,000 – $176,000 | | **Boston, MA** | $133,700 | $115,000 – $168,000 | | **Seattle, WA** | $130,400 | $118,000 – $165,000 | | **Denver, CO** | $125,100 | $110,000 – $150,000 | | **Chicago, IL** | $124,300 | $110,000 – $146,000 | | **Atlanta, GA** | $114,400 | $98,000 – $142,000 | | **Austin, TX** | $112,100 | $105,000 – $148,000 | Salary levels in these markets are influenced by both competition for talent and cost of living. You should expect higher pay in top tech hubs, but weigh housing costs, taxes, and equity upside when comparing offers. ### European markets In Europe, compensation varies widely by country and city. London typically offers some of the strongest pay for enablement roles, while other major hubs like Berlin, Amsterdam, and Paris may also offer competitive packages depending on company stage and sector. European roles can differ not just in salary but in how compensation is structured. Some scale-ups may offer equity, while more traditional employers emphasize salary and benefits. This geographic salary difference makes location-specific research essential. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/The-compensation-chasm.png) ### Salary by industry Industry and company stage both shape compensation significantly. Enablement professionals working in SaaS, fintech, and enterprise software consistently report higher salaries than peers in traditional sectors, partly because GTM complexity is higher and partly because the function is more strategically embedded. [Data from the Pavilion’s Compensation Survey](https://www.joinpavilion.com/resource/gtm-compensation-benchmarks) shows that industry vertical and company maturity are now the two most significant factors in base salary variance. | **Industry** | **Average Base Salary** | **Salary Range** | | -------------------------------- | ----------------------- | ------------------- | | **SaaS / Cloud Software** | $145,200 | $135,000 – $178,000 | | **Fintech / Financial Services** | $141,800 | $130,000 – $165,000 | | **Enterprise Technology** | $138,500 | $125,000 – $162,000 | | **Healthcare Tech / Biotech** | $128,600 | $118,000 – $150,000 | | **Professional Services** | $116,400 | $105,000 – $135,000 | | **Manufacturing / Industrial** | $104,200 | $92,000 – $120,000 | [Sales enablement salary guide | 2026 earnings data & analysisWhat are sales enablement professionals earning in 2026? Get the latest enablement salary data and explore the factors that shape earnings.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-511.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Author_Highlight--7-.png)](https://www.salesenablementcollective.com/sales-enablement-salary-guide/) ### Company size has a compounding effect. At startups and early-stage companies, you may find wider equity upside but lower base. At enterprise and public companies, the reverse tends to be true, higher base, structured bonus, and more defined career ladders. In the last 18 months, the "Revenue Enablement" movement has pushed base salaries higher as companies demand more technical proficiency ([AI](https://www.salesenablementcollective.com/making-ai-part-of-your-enablement-day-to-day/), CRM data, and full-funnel strategy) from their enablement managers. | **Company Size (Headcount)** | **2026 Average Base Salary** | **Estimated Total Target Cash (Base + Bonus)** | | ---------------------------- | ---------------------------- | ---------------------------------------------- | | **1 – 50** | $102,000 – $118,000 | $120,000 – $135,000 + Equity | | **51 – 200** | $115,000 – $132,000 | $135,000 – $158,000 + Equity | | **201 – 1,000** | $128,000 – $148,000 | $155,000 – $182,000 | | **1,001 – 5,000** | $145,000 – $172,000 | $178,000 – $210,000 | | **5,000+** | **$158,000 – $192,000** | **$195,000 – $245,000** | ### Remote work and emerging markets Remote work has made geographic salary differences more nuanced. Some employers still benchmark compensation against your location, while others anchor pay to headquarters or use broader regional bands. Two remote roles with similar responsibilities can have very different pay outcomes. Here are the right questions to ask: - Is pay tied to headquarters or your location? - Does the company apply cos- of-living adjustments? - Is compensation location-agnostic for senior roles? - Are bonuses and equity handled differently for international hires? Understanding these policies helps you evaluate remote opportunities more effectively in today's distributed workforce. [Sales enablement careers: skills, and interview questionsWant to get hired in sales enablement? Read our article for expert info on sales enablement job interview questions, CV-building, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-498.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--4-.png)](https://www.salesenablementcollective.com/sales-enablement-interview-questions/) ## Maximizing your sales enablement compensation Salary data is most useful when you know how to apply it. Here's how to benchmark your value, negotiate more effectively, and make career moves that increase your long-term compensation. ### How to benchmark your market value Don't rely on a single salary site. Compare multiple sources like [Glassdoor](https://www.glassdoor.com/Salaries/sales-enablement-manager-salary-SRCH%5FKO0,24.htm), [Salary.com](https://www.salary.com/research/salary/position/senior-sales-enablement-manager-salary), and [Comparably](https://www.comparably.com/salaries/salaries-for-sales-enablement-manager) to get a complete picture. Your salary research should factor in: - Location and cost of living - Company size and stage - Industry (SaaS typically pays more than traditional sectors) - Role scope and responsibilities - Total compensation, not just base salary - Title variations across companies It's especially important to compare related titles like **revenue enablement manager**, **GTM enablement**, or **sales effectiveness** roles. Similar work might be paid differently depending on how companies position these functions. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Path-to-Seniority.png) ### Negotiation strategies for enablement roles The strongest salary negotiation strategy in enablement? Translate your work into business outcomes. Document metrics like: - Reduced ramp time for new hires - Improved quota attainment rates - Higher training completion and content adoption - Better win rates and deal velocity - Stronger forecast accuracy Position enablement as a revenue-driving function, not a support function. When you can show direct impact on sales performance, you're in a much stronger negotiating position. ### How to move into higher-paying roles For many enablement professionals, the fastest path to higher compensation is expanding scope. That might mean moving from sales enablement into revenue enablement, taking on strategic analytics work, learning rev ops systems, or gaining experience in higher-paying sectors like fintech or enterprise software. Compensation growth often comes from a mix of: - Better positioning of your role's strategic value - Broader scope across the entire revenue organization - Stronger metrics that tie to business outcomes - More strategic titles that reflect your impact - Movement into companies with mature GTM teams Want more detailed salary insights? Our [Sales Enablement Salary Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) dives deeper into how gender, experience, seniority, and location affect compensation worldwide. You can also join our [Slack community](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Auqfud0%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3OTQwMTk1Ny41NjYuMC4xNjc5NDAxOTU3LjAuMC4w) to network with 5,500+ sales enablement peers and get real-time advice on salary benchmarking and career advancement. ## ### Sales metrics for sales enablement: explained URL: https://www.salesenablementcollective.com/sales-metrics/ Last updated: 2026-05-14T05:08:25.000Z There’s more to sales enablement than just numbers, but a well-designed [sales enablement strategy](https://www.salesenablementcollective.com/what-is-sales-enablement/) should have a measurable impact on sales results and revenue. The challenge is identifying and tracking the right metrics. This will have to be a collaborative, cross-functional effort with your organization’s Sales Ops team as well as frontline sales managers. While seeing improvements in [many of the listed metrics](https://www.salesenablementcollective.com/measuring-sales-enablement-download-the-report-blog/) will be an indication that your sales enablement efforts are working, they’re also a testament to the work of each individual rep and all those in the sales org. Here’s a quick overview of key actions you can take: - Align the sales team’s performance expectations with stakeholders to choose the most meaningful sales performance metrics. - Establish performance milestones (monthly, quarterly, biannually etc.) and clarify how you plan to measure and report progress against the metrics as time goes on. - Make sure everyone, from senior leadership to managers and new hires, is on the same page regarding what metrics mean. Don’t overwhelm yourself - it’s often wise to concentrate on a smaller number of metrics initially. You can track more later on *as* needed, but some enablement experts believe that just tracking four or five key metrics is enough. On our [Sales Enablement Innovation podcast](https://www.salesenablementcollective.com/sales-enablement-innovation-podcast-series/?wchannelid=7rmr1h7xhs&wmediaid=8gb0bqelf1), Senior Director of Revenue Enablement Gail Behun had this to say: > “I joke actually - I read an article years ago called ‘*The 21 sales metrics you must be measuring now*’ - and I thought ‘oh my gosh, for goodness sake, please no!’. > “I try to look at four or five at any given time consistently. I'd rather have fewer metrics that my team can look at and say: ‘This is what really matters”. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/Newsletter_Upsell_Footer_SEC-1.png) --- ## Sales productivity metrics Before diving into specific measurements, let's clarify an important distinction. Sales enablement metrics are any data points you can track that relate to your enablement efforts. They're the raw numbers that tell you what's happening. Sales enablement KPIs (key performance indicators), on the other hand, are the specific metrics you've chosen to measure progress toward your business goals. Think of metrics as all the ingredients in your pantry, while KPIs are the ones you've selected for tonight's recipe. You'll want to track both leading and lagging indicators: **Leading indicators** predict future performance. They're your early warning system, showing you what's likely to happen down the road. These include metrics like time to productivity, content usage rates, and number of sales activities. **Lagging indicators** measure what's already happened. They're your report card, showing actual results like win rates, quota attainment, and revenue generated. Here's the thing - you don't need to track everything. [Focus on four or five key metrics](https://www.salesenablementcollective.com/the-metrics-businesses-must-track-to-prove-the-impact-of-sales-enablement/) that really matter to your team. It's better to have fewer metrics that everyone understands than a dashboard full of numbers nobody acts on. Leading indicators are particularly valuable because they help you catch problems before they impact your bottom line. If a rep's call volume drops, you can intervene before it shows up as a missed quota. Examples of leading indicators include: - Time to productivity - Available selling time - Content usage - Sales confidence - Number of activities - Sales stage conversion rate Meanwhile, lagging indicators measure the outputs after the fact - the actual results. For example: - Win/close rates - Quota attainment - Customer churn rates Some may argue that these are more [sales enablement *KPIs*](https://www.salesenablementcollective.com/sales-enablement-kpis/) than *sales enablement* metrics, but enablement’s influence can be felt throughout the sales process so they’re worth keeping an eye on. It’s important to remember that *just* looking at the more obvious, lagging indicators isn’t good enough because by the time you have that data, it’s too late to intervene and improve the numbers. One example might be in relation to the number of activities a rep is performing. If a rep’s number of calls is way below average, you can spot that and address it before it manifests itself in the form of lower quota attainment. Now we’re going to look at these **leading and lagging indicators** in a bit more detail before touching on the **sales velocity** metric. --- [The essential guide to: Sales enablement metricsStruggling to prove the impact of your sales enablement efforts? Unsure which metrics really matter? Get the answers with our essential ebook!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Guide_to_Sales_enablement_metrics_DocSend.png)](https://www.salesenablementcollective.com/the-essential-guide-to-sales-enablement-metrics-that-matter-ebook/) --- ## Leading indicators: ### Time to productivity The quicker you’re able to 'ramp up’ new reps, the sooner they’ll be contributing to revenue at their fullest potential. Bringing new sales reps through your [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) program and getting them ramped up right can lead to [higher job satisfaction, lower turnover and higher performance](https://www.shrm.org/foundation/ourwork/initiatives/resources-from-past-initiatives/Documents/Onboarding%20New%20Employees.pdf). Cutting down this ‘time to productivity’ is one of the primary metrics that can help prove the effectiveness of [your training and coaching programs](https://www.salesenablementcollective.com/how-to-measure-sales-coaching-effectiveness/). Other angles you can take include examining 'time to first sale’, ‘time to second sale’, 'time to first meeting booked’, and so on. These types of metrics will help guide your constantly evolving onboarding process. Decreasing ramp times for new employees indicate sales enablement efforts are improving. **Why this metric matters**: The more effectively you onboard your new sales hires, the faster they will ramp; the faster they ramp, the sooner they start generating revenue at the level of your more tenured reps. ![A graph showing the difference in a three month and four month ramp time on how quickly 100% quota attainment is achieved.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/10/SEC_Ramp_Time.jpg) As you can see from this simple graph, the shorter ramp time (the orange line) generates more revenue for the sales organization faster. [Impact of Enablement Report 2025 | SEC x SpekitDownload your copy of SEC’s 2025 Impact of Enablement Report today (in partnership with Spekit).![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-434.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Impact_of_Enablement_Report_Spekit_Meta_.jpg)](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) ### Available selling time Much of any organization’s sales strategy focuses on keeping sales reps on the phone and selling to prospects. The more time they spend on the phone selling to prospects, the more deals they’ll have a chance of closing. > The best enablement programs empower reps by providing all the tools they need to sell, when they need them. Something that commonly eats into this selling time is having to spend time hunting around for [sales content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) (think one-pagers, case studies, presentations, and training material). A key focus for your sales enablement effort is to provide sales reps with all the tools and skills they need to sell - for example, saving their time by housing that content in one, highly-accessible place. This can (and often is) achieved with the use of content management systems (CMS) and other [sales enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/). To measure available selling time, look at the percentage of each rep’s time spent on actual sales and attainment. You could do this by: - Monitoring the actual time sales reps spend on the phone each day, week or month. - Using your CRM to track how many calls reps can get through in a set timeframe. **Why this metric matters**: When you provide sales reps with the means to spend more time selling, with fewer interruptions, they’ll have a greater sense of focus on their main goal of increasing revenue. [Top tools to enhance the performance of your salespeopleTerry Mitchell explains how using sales effectiveness attributes and personal development plans can enhance your sales reps’ performance.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-435.png)Sales Enablement CollectiveTerry Mitchell![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_evaluation.jpg)](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/) ### Content usage and customization Put simply, when you make content ridiculously easy to find, reps actually use it. Seismic’s 2022 Sales Enablement Forecast found that customers who streamlined access saw content usage jump 350 percent—evidence that accessibility turns reps into more active, better-equipped sellers. But - there’s no point creating great, easily-accessible content if it doesn’t actually get used. Looking at how often a sales rep opens, views or downloads a piece of content you’ve created is the obvious way to track its usage - the more views it gets, the more effective it’s being. If your reps are regularly using your battlecard, for example, odds are it’s doing a good job. If on the other hand, no one’s touched your competitor comparison chart, that’s maybe a sign that they either don’t know how to use it or it hasn’t helped them when they *have* used it. The former requires you to train reps on how to use that piece of [content](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) and why it’s useful, the latter however means you may need to consider redesigning that content. Many of the aforementioned CMS and sales enablement tools can help track data such as views, as well as allow your reps to give your content a star rating (another way to measure its effectiveness). **As well as using these quantitative metrics, we’d also recommend pairing it with some hands-on qualitative research.** Ask your sales reps what makes those particular assets useful, which situations they use them in, what kind of responses they get from prospects when using them, and so on. **Why this metric matters**: Content is a powerful tool for helping frontline salespeople engage with customers - but only if it’s relevant and actually useful. Identifying what is and what isn’t working allows you to fine-tune your content approach and maximize the return on the time spent creating it. ### Sales confidence A sales rep’s product knowledge alone isn’t enough to convince a prospective customer to buy your product. Prospective customers need to sense self-assurance, so reps have to be able to speak with conviction, sincerity, and confidence in your product/service. Measuring sales confidence isn’t difficult - simply survey your sales team and use the results to understand how prepared they feel when heading into a pitch. Your survey doesn’t have to be complex, but make sure you ask the **right questions**, like: - “How confident do you feel when pitching our product on a scale of 1-10?” - “How equipped do you feel to beat the competition on a scale of 1-10?” - “How would you rate the sale assets you have available to you on a scale of 1-10?” Just remember not to launch your survey near the end of quarter - if everyone’s busy chasing quotas your participation rate will be lower than ideal. **Why this metric matters**: Ultimately, your sales enablement strategy should equip reps with all the tools and support they need to feel self-assured and assertive when they pick up the phone, turn on their video or (when the opportunity allows) walk into a meeting. Confidence isn’t soft fluff - it moves numbers! Companies with dynamic coaching programs (designed to build that confidence) record 28 percent higher win rates, according to CSO Insights’ Sales Coaching 101 eBook. --- [Sales Coaching 101Equip yourself with expert-backed knowledge and start your sales coaching journey with SEC’s free Sales Coaching 101 playbook.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-436.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sales_Coaching_101_Playbook_2024_Meta-1.png)](https://www.salesenablementcollective.com/sales-coaching-101/) --- ### Number of activities This metric isn’t complex, but it can be a reliable indicator for future performance. Essentially, it’s about tracking the number of relevant sales activities a rep performs. This is anything that’s part of the sales process and *can* lead to a closed deal. Think: - Number of calls made - Number of emails sent - Number of meetings booked - Number of opportunities created These numbers can provide many insights into your sales reps’ performance - and can be used in a predictive manner too. For example, if a rep is creating a higher than average number of opportunities with a very low average number of calls, you might want to investigate that as it’s likely not sustainable. Likewise, if you spot a rep who is booking a low number of meetings while *also* having a low number of calls made, you can take action. **Why this metric matters:** Sales is a numbers game, so it’s important to keep an eye on these activity metrics and use them alongside other data points to get a clearer view of your sales team’s performance over a period of time. ### Sales stage conversion rate This can be a really important metric in determining *why* a sales rep or team is underperforming, as it shows you exactly at which stage of the sales process your team is hitting snags and losing potential deals. It’s a simple calculation but it does involve tracking multiple stages. Here’s our example for a four-part sales process: If you have 50 opportunities that make it to your first stage, and 25 of them progress to stage two, your **stage one to stage two conversion rate** is 50%. **(25/50)** Then, if eight of those 25 progress from stage two to three, your conversion rate for *that* part of the process is 32%. **(8/25)** Repeat this for each set of stages in your process and you’ll soon have a clear view of how deals progress among your reps. The amount of stages in a sales process and the names of said stages will vary, so make sure to be **flexible** with the example and adjust it accordingly. **Why this metric matters:** This metric allows you to pinpoint where your sales team’s strengths and weaknesses lie. If, team-wide, the conversion rate from stage one to two is high, but it falters at moving deals from stage three to four, you know where to focus your training and coaching efforts. Additionally, if the majority of your team is great at moving deals from stage two to stage three except a couple of reps, you know where to focus potential personalized training for them - maybe even involving mentorship from reps who perform well at this part of the sales process. ## Lagging indicators While leading indicators help you predict the future, lagging indicators tell you how you actually performed. They're the final score, showing whether your enablement efforts translated into real business results. These metrics arrive after the fact, so you can't change them. But they're crucial for proving enablement's impact and identifying what strategies to double down on. ### Win/close rates Your win rate reveals how effectively your team converts opportunities into customers. There are two ways to calculate it: ****1 - By opportunity count:** Win rate = (Deals won ÷ Total opportunities) × 100 ****Example:** 5 wins from 20 opportunities = 25% win rate ****2 - By revenue value:** Win rate = (Revenue won ÷ Total opportunity value) × 100 ****Example:** $75,000 won from $500,000 in opportunities = 15% win rate The revenue method often shows a lower percentage but gives you a clearer picture of dollar impact. Track both for the full story. There are obviously a lot of factors that can affect win/close rates, and with it being a lagging indicator there's nothing you can do to "fix" the number before it's too late - the deal's already been won (or lost). However, you can use the figures to estimate the overall effect your enablement has been having. Have win/close ratios improved in the quarter following your training revamp, for example? **Why this metric matters:** This lead-to-conversion measurement is important for sales enablement to keep an eye on as positive trends can indirectly indicate that your sales enablement efforts are having the desired impact. Don’t focus solely on this data point, but use it in combination with other metrics to get a clearer picture of your sales team’s performance. ### Quota attainment This classic metric shows what percentage of your team hit their targets. If 65 of 100 reps reached quota, that's 65% attainment. But dig deeper. Track how reps missed or exceeded quota: - Within 5% of quota - Missed by 5-10% - Missed by more than 10% - Exceeded by more than 10% This breakdown reveals whether you have a widespread problem or just a few struggling reps. **Why this metric matters:** Quota attainment directly reflects your team's ability to generate expected revenue. It's often the first metric executives examine. --- [Revenue pulse newsletter sign upSign up to the monthly product-led post newsletter and get free access to SEC’s Insider membership.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-437.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC-newsletter.png)](https://www.salesenablementcollective.com/community-newsletter/) --- ### Customer churn rate This one is relevant to any enablement professionals who work on enabling their [customer success](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CS) teams, though alignment between sales and CS can influence this metric. If you enable customer success teams, churn rate becomes your report card. Calculate it with: ****Churn rate** \= ((Customers at start - Customers at end) ÷ Customers at start) × 100 ****Example:** Started with 1,000 customers, ended with 800 = 20% churn High churn might indicate poor expectation setting during sales, inadequate onboarding, or gaps in ongoing support. **Why this metric matters:** Keeping existing customers costs far less than acquiring new ones. Reducing churn by even a few percentage points significantly impacts revenue. ## Sales velocity Sales velocity has become the Swiss Army knife of enablement metrics. It combines multiple data points into one number that shows how fast you're generating revenue. ### Understanding the formula Here's how to calculate sales velocity: ****Sales velocity:** (Number of Opportunities × Average Deal Value × Win Rate) ÷ Sales Cycle Length Let's break down each component: - **Number of opportunities**: Total qualified opportunities in your pipeline - **Average deal value**: Mean contract value of closed deals - **Win rate**: Percentage of opportunities that become customers - **Sales cycle length**: Average days from first contact to close Example calculation: - 100 opportunities - $10,000 average deal value - 25% win rate - 30-day sales cycle Sales velocity = (100 × $10,000 × 0.25) ÷ 30 = $8,333 per day This means you're generating $8,333 in revenue per day through your sales process. ### Using sales velocity strategically [The real power of sales velocity](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/) comes from understanding which lever to pull. Each component offers a different path to improvement: **Increase opportunities**: Better prospecting, improved marketing alignment **Boost deal size**: Upselling, cross-selling, targeting larger accounts **Improve win rate**: Better qualification, enhanced sales skills **Shorten cycle length**: Streamline process, remove bottlenecks As [Christi Loucks](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/#the-sales-velocity-equation) noted at our Sales Enablement Festival: > A seller may have a high sales velocity score, but it might be due to one extreme metric. It's important to understand why their score is that high. Watch for imbalances. A rep with amazing velocity due solely to huge deal sizes might struggle when those big deals dry up. Sustainable performance comes from balance across all four components. **Why this metric matters**: Sales velocity gives you a single number to track improvement over time while showing exactly where to focus your enablement efforts. [A no-bulls\*\*\* guide to measuring sales enablement impact | SECChristi Loucks discusses the key to measuring sales enablement impact, leaving behind the irrelevant metrics and highlighting the most important.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveChristi Loucks![](https://images.unsplash.com/photo-1626335279570-4f68e7f4d3e1?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDN8fHJlZCUyMHNpZ258ZW58MHx8fHwxNjQwOTczMzcz&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/#sales-velocity-example) ## Measuring sales enablement ROI Proving ROI might be the most important metric you track. It's how you justify your budget, secure resources, and show leadership that enablement isn't just a nice-to-have. ### Calculating enablement ROI The basic sales enablement ROI formula is: **ROI = ((Gain from Investment - Cost of Investment) ÷ Cost of Investment) × 100** For sales enablement, this might look like: - **Gain**: Increased revenue from improved win rates, shorter sales cycles, or faster ramp times - **Cost**: Salaries, tools, content creation, training programs Example calculation: - Enablement reduced ramp time by 30 days across 20 new hires - Each rep generates $10,000/month when fully productive - Gain: 20 reps × $10,000 × 1 month = $200,000 - Cost of enablement program: $50,000 - ROI = (($200,000 - $50,000) ÷ $50,000) × 100 = 300% ### Presenting ROI to leadership Numbers tell, but stories sell. When presenting your return on investment: 1. **Lead with the headline**: "Our enablement program delivered 300% ROI in six months" 2. **Show the math**: Walk through your calculation simply 3. **Highlight multiple wins**: Revenue gains, time savings, improved retention 4. **Project future impact**: "If we maintain this trajectory..." Remember to track both quantifiable returns (revenue, time saved) and qualitative benefits (improved morale, better customer experience). Leadership cares about both. **Why this metric matters**: ROI is the universal language of business. When you can measure sales enablement success through positive returns, you transform from a cost center to a profit driver. [Enablement Metrics Certified | MastersMaster the metric mindset and propel your sales enablement activities and impact to new heights with Enablement Metrics Certified.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149-8.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1031cd33822338fbff58252dae4bea8d-1.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) ## What to do with the insights Data on its own is just numbers, but those numbers tell stories about your sales reps, your sales team, and your sales enablement initiatives. You need to feed the stories these metrics tell you back into your ongoing enablement plans and make appropriate adjustments based on the evidence you have - this is especially important with leading indicators as you can get ahead of issues before they become more problematic. If your data is showing that your new reps’ time to productivity is too long, it may be a signal that it’s time to revisit your onboarding program. Are certain reps not creating enough opportunities because they’re not making enough calls? You can intervene before it affects lagging indicators like quota attainment. Culture matters. The 2025 Impact of Enablement Report shows that 38.7 percent of enablers still don’t have full senior-leadership buy-in, and that gap drags down performance expectations—proof that transparent, well-supported teams simply execute better. Make sure you are facilitating employee connections, reinforcing your culture, and pairing the new hires with mentors who they can approach for advice. When you combine thoughtful conversation with accurate data about their work, it shows sales reps that you care about helping them succeed, and that's the most rewarding part of the sales enablement role. --- ## Ready to master sales enablement metrics? You have learned what to measure, now the next step is to prove it. [Enablement Metrics Certified | MastersMaster the metric mindset and propel your sales enablement activities and impact to new heights with Enablement Metrics Certified.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149-7.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1031cd33822338fbff58252dae4bea8d.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) [**Enablement Metrics Certified**](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters): Masters gives you the skills and frameworks to make your impact undeniable: ✅ **A metric mindset that sticks** — Understand not just what to measure, but why it matters and how to connect it to business outcomes ✅ **Practical measurement methods** — Learn how to identify the right metrics for programs like onboarding, product training, and more ✅ **Reporting that resonates** — Master the art of presenting data to cross-functional teams and leadership in a way that drives decisions ✅ **Real-world examples** — See how experienced enablement professionals measure and communicate their value ✅ **Official certification** — Add a credential that signals you're serious about proving enablement's place at the table [**Get Enablement Metrics Certified →**](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) 10 modules. 3 hours. Lifetime access. One-time investment. [See the full curriculum ](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters?%5Fgl=1%2Ac61r7y%2A%5Fgcl%5Fau%2ANDQ3NTcxMjM3LjE3NzE5MzI4NjEuODkyOTk5MzU2LjE3NzQzNjIyOTUuMTc3NDM2MjI5NA..) [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/SEC_Certified_Banners_10.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) --- ### Metrics 101: What enablement metrics actually measure URL: https://www.salesenablementcollective.com/enablement-metrics-101/ Last updated: 2026-05-14T15:56:20.000Z It's time to take sales enablement back to basics and dive into our first lesson: **Enablement metrics 101**. On the curriculum is *why* metrics are important in enablement, *which* metrics to use, and *how to use* data to inform your enablement strategy – and I'll share some examples and best practices from my career to date to help us along. ## Why metrics? First things first – why do we even need to bother with all of these numbers and data? ### Roadmap building blocks Honestly, metrics are the roadmap building blocks for enablement. It's cliché, but if you ask 10 sales leaders what their definition of enablement is, you'll get 10 completely different answers. > *Since everyone's definition differs, it makes a lot of sense to align on key metrics to help define the goals of the department.* Using mutually-agreed-upon metrics with your executive sponsors in your [enablement charter](https://www.salesenablementcollective.com/what-is-a-sales-enablement-charter/), business plan, or your roadmap (whatever you want to call it) will *really* help define what your enablement function will be responsible for. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Carly.png) Three things come to mind when I think about metrics: ### 1\. They prove the efficacy of enablement With there being so many different definitions of enablement out there, combined with it being a relatively new function for some companies, you want to be able to go back and say: > *Yes, executive team, enablement is making a huge impact on the revenue team, and here's how.* Executives like to speak with data, and they like to make their decisions with data. If we come to the table *with* that data, it really helps prove our efficacy. ### 2\. They help us stay focused If you talk to any enablement leader, you'll know there are emails and Slack messages galore. We’re inundated with requests to do quite literally anything and everything: - Can you make training for this? - I need a new onboarding program for this. - I need a new playbook for this. - Oh, we have new products coming out – can we do product training for this and a certification? - We need a new pitch deck and some new messaging. I literally could go on forever... Staying focused as an enablement team is *really* difficult when you have all these requests coming at you. I've fallen victim to this too, looking back at the end of the year and thinking: > *What did I even do this year? I just responded to a bunch of non-urgent, urgent requests. Did I move the needle for the entire revenue org?* Having metrics to fall back on helps you stay focused. If someone asks you to do this whole big program and it won't ultimately influence one of the metrics you're trying to influence? **Don't do it**. Instead, say: > *Hey, this is what the leadership team wants. This is what we're going to focus on. This is a bit out of scope for enablement right now.* It's really hard to say no, but you can use metrics to play the "bad cop" role. ### 3\. Metrics can help inform your programming roadmap. Keep this point in mind – I'll dive into this later and show you how I look at a set of metrics and build programming backwards from that. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-385.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_objectives_kpis-6.jpg)](https://www.salesenablementcollective.com/sales-metrics/) ## Which metrics? When I'm writing out my charter or business plan and it comes to thinking about which metrics I want to focus on and try to influence as an enablement team – I need to start at the very top. ### Company’s revenue goal I need to start with what the company is hoping to achieve. Every company is going to have a revenue target so that's a really good place to start. Let's say, for example, your company target is $100 million, and last year you did $75 million. You want some pretty significant growth. When you're thinking about how enablement can support achieving that revenue goal, my mind initially goes to **two different questions** I want to ask my executive sponsor - the [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/). ### Scale current team size? The first one is whether **we're going to achieve this by scaling our current team size:** - Are we going to grow our sales team and bring on a bunch of new sellers? - Are we going to scale customer success account management? - How are we going to do that? - Is it a yes or no? **Yes = Onboarding effectiveness** If we *are* going to bring on a bunch of new hires, we want to make sure onboarding is super effective. There are some metrics in there that we'll want to align enablement to so that if we succeed there, then we will ultimately succeed in helping bring more revenue into the organization. **No = team productivity** Now if we're *not* going to scale the team but still have this very big ambitious revenue target, team productivity will be the most important thing to focus on that year. You need to get more revenue out of your existing team – if it was that easy, why didn't we just do it the year before? Team productivity is an area that's super important, and I'll share some sample metrics further down. And with that, I've learned about my current team size and whether we’re going to scale it – a great start. ![Scaling the enablement team](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/06/Screenshot-2021-05-24-at-14.18.28--1-.jpg) ### Expand product offering? The second question I would ask my [CRO](https://www.revenueoperationsalliance.com/why-the-cro-role-is-still-misunderstood-and-what-we-can-do-about-it/) is **if we're planning on expanding our product or services.** - Are we hoping to get this increased revenue from our existing catalog or portfolio of products? - Or are we going to introduce some new stuff to the market for sellers to sell? **Yes = Product certification(s)** If we *are*, product certifications become necessary - new products coming in, we've got to get everyone up to speed and confident to be able to pitch them and go into the market. **No = Explore further** If we're not, we want to explore a little bit further what exactly the approach could be from a metrics perspective to help inform our programming down the road. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/Screenshot-2025-07-31-at-19.25.49.png) ## Onboarding effectiveness With those answers to hand, let's look at some **sample metrics** for each focus area. These are just a few relating to [onboarding effectiveness](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/) – there are plenty more out there – but these are the ones I typically gravitate towards and have been in my charter in the past. ### Time to sales-qualified lead From the day someone starts in their role to the time they have their first SQL—what's that timeframe look like? But you can dig deeper: - How does that compare to the trailing 12-month average? - The previous year's new hire cohort, what was their average? - How can you compare that? ### Time to first sale This is worth taking with a bit of a grain of salt. There could be a number of different factors involved in a new hire landing their first sale. Someone could have warmed up the client before the new hire got here and just handed it over to them. Or it could have been an inbound sale that was ready to buy and anyone could've been the seller. > *No disrespect to new hires... but sometimes they get lucky!* That's great for confidence building, but it's also not that helpful in determining how effective your onboarding program is. To account for that, I like to look at time to first sale *and* time to second sale, in particular what the difference between those two figures is. I've also seen companies look at a time to first generate opportunity and sale, looking at having them start completely from scratch, cold turkey, with a brand new logo, and bring one in and evaluate it that way. Time to first sale on its own is a bit of a sticky one. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/Carly--2-.png) ### Time to quota This is a pretty obvious one. How long does it take for them to get to their year-to-date quota expectations? I hope everyone reading this is giving their new hires a ramp quota. If you're not, I suggest you talk to your RevOps team to make that shift. Even if their quotas are small quotas, achieving a quota—especially early on in a sales career – helps build confidence. We want to make sure a confident sales team is a productive sales team. Having that time to quota at hand and really examining it is important when you look at your overall onboarding program to analyze its effectiveness. If we're trying to get to that $100 million in revenue and scale the team we need to bring people in quickly *and* get them ramped quickly. [Onboarding is the pillar](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) to do that through. [Designing a sales onboarding program from scratchDiscover how to create a successful sales onboarding program from scratch with the help of Neha Divakarla of VMWare.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-386.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social--Designing-a-sales-onboarding-program-from-scratch--1--7.png)](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) ## Team productivity Moving on, these are some **sample metrics** to track when aiming to improve your existing team's productivity. ### Quota attainment We all look at this – but if 75% of your sales team *is not* at 75% of their year-to-date quota or better, then it's time to look into it a bit more closely. Ask yourself where you could potentially influence the sales process to get everyone closer to quota (We'll walk you through an example shortly). ### Contribution consistency This is a personal favorite and something we started doing in a previous role was measuring this metric. You can track this in a couple of different ways. In that previous role, we expected our sellers to bring in three new deals every month. In a given quarter, we would track how many months our sellers won a deal and how close they got to bringing in all three – so either 100%, 66%, 33%, or zero. Contribution consistency and quota attainment are *not* the same, and both are helpful, especially when looking at them in tandem. If I have someone who's meeting quota but is highly inconsistent in their contribution, I can *probably* wager they have high-value deals coming in. That’s great – but they maybe have some pipeline management issues we could try and diagnose, coach them on, and get them to that contribution consistency we expect of our sellers. **Quota attainment is a good story, contribution consistency is an even better one.** ### Time spent selling Probably the hardest metric to measure in this article, I, personally, haven't quite cracked this yet. Think about the amount of time sellers spend in: - Internal meetings - Talking to the product team about the roadmap and giving field input - Pipeline meetings All these meetings take them away from selling – and we need our salespeople selling, right? In enablement, one of the things I always try and do is protect the reps’ calendars. I'm very strict about putting more than one hour a week on the reps’ calendars that has to do with training or anything besides selling. **Keep that to a minimum.** Once you've done that as an enablement team, you can then start working with *other* teams to streamline the number of meetings you have. If we can improve time spent selling by even just 5%, imagine the type of returns we could get from that. But this *is* a really hard one. I don't know how to measure time spent selling unless I actually pull calendar data and get IT to help me work out how many hours a week our reps are in non-client-facing meetings and go from there. But there are a lot of consulting agencies that actually help with this – that could be a good starting point if this is a big area of concern for you. [What is a sales rep certification program?What is a sales rep certification program? And how do you create one? Learn from sales enablement experts as they share their best practices and advice.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-389.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_certifications-1.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-rep-certification-program/) ## Product knowledge If you have a wide portfolio of products and services, chances are you also have revenue targets for each of those parts of the portfolio, which ultimately feed up to your overall revenue goal – which is worth keeping in mind. The following are two **sample metrics** I use to track the level of product knowledge among sellers. ### Portfolio concentration One of the things you can track is the portfolio concentration of what your reps are selling and see if that aligns with the expected distribution from a revenue targeting perspective. If we expect product A will be our breadwinner for the organization but product B is what sellers are selling the most, that means there's a discrepancy there and we need to figure out why that is. ### Certification completion I also like to go back to basics and look at [certification completion ratios](https://www.salesenablementcollective.com/certifications-at-scale-mean-a-consistent-baseline-of-competence-and-confidence-alan-mcintosh/). Start by retraining everyone on product A and really focusing on product A for a while – make that the focus of the team from a training, enablement, and coaching perspective. 💡 ****And remember, a confident sales team is a productive sales team.** If your team is confident in their ability to pitch and sell products that is ultimately going to bring the revenue into the organization. This is one of the areas to help you get there, confidence-wise. ## Using metrics Earlier, I mentioned using metrics to inform your enablement programming. Let me walk you through a clear-cut example of how I did this in a previous role. ### Real-world example I had this hypothesis that maybe our discovery process wasn't as efficient as it could be. It was taking four meetings to get an opportunity generated, and we were actually hoping it'd be closer to two. This led me to believe our meetings just weren't effective enough. I worked with our RevOps team and asked them: > *Hey – for all the new logos that we did in Year X – can you pull all of that data for me? Let's dissect it and see where some areas of opportunity are.* We started off by looking at the period from the first time a [BDR or SDR](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) contacted a prospect to actually *getting* the meeting. How many days was that? And how many touches did it take? We found those numbers. Then we asked ourselves: > *If we improve that by 5%, how much revenue will that impact downstream?* If you look at the fine print on the image below, we basically said: - 5% better conversion would result in X many more meetings, - Which translated to X many more wins, and we knew it took how many meetings per win to basically calculate that, - Multiplied by the average in-year revenue or average deal size, however you measure that to ultimately determine... - 5% improvement would mean $X million in additional revenue. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/Screenshot-2025-07-31-at-20.13.57.png) We applied that same approach with outreach and closing: - From a sales meeting to a new opportunity – how many days? How many meetings? - And once the opportunity was created, how long did it take to close? If you look at the data and metrics *that way* and calculate the revenue impact you could have *if* we improve these things, that's great. Executives love to see that sort of work. The [CRO](https://www.revenueoperationsalliance.com/cros-guide-to-raising-capital-attracting-investors/) is not going to turn down an additional $X million in revenue, especially with a relatively small percentage of improvement. Going forward, one of the things I'm thinking about when planning is if we want to focus on discovery, I'm going to spend the *entire* quarter focusing on discovery. That's what we're going to focus on to find that 5% improvement of our discovery efficiency and measure from there. ## Program metrics When it comes to program metrics, don't forget about them! I chatted with Sheevaun Thatcher (ex-enablement at RingCentral, Salesforce, and now Demandbase) a few years ago, and one of the things she said that stuck out to me was: > *If we can't measure the impact of a program, then we just don't do it.* It's similar to what I said at the beginning – metrics can be your bad cop if you're getting inundated with requests that lack focus. Let metrics be that focal point for you. [Enablement charters as a stakeholder management and ROI demonstration toolTired of a seemingly unending list of to-dos for your stakeholders? Feeling like your programs aren’t getting the credit they deserve? Unsure of how to say “no” to requests, or make “strategic yes” agreements? Then boy howdy, let’s talk about charters, and how they impact your team’s![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-388.png)Sales Enablement CollectiveBrooke Bachesta![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-win--and-keep--C-suite-buy-in-2-1-1.png)](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) ### Discovery call example Let's take a discovery call program as an example: **Baseline** - I'm going to have my baseline metric, let's say X number of days or X number of meetings to get from a meeting to an opportunity. That's my baseline. **Monitor** - Then I will spend a quarter with all of my different programming, coaching, and different training materials – that sort of thing. I'm going to monitor the impact of that throughout the quarter. **Results** - Then I'm going to have my results at the end of the quarter and hopefully, you will see the baseline has been improved and you can attribute that to revenue. Program metrics are super important. **Remember them, monitor them, and publicize them.** Using that as your guiding light I think is a really great way to prove the efficacy of enablement. ## Reporting I work very closely with [RevOps](https://www.salesenablementcollective.com/revops-enablement-a-match-made-in-revenue-heaven-2/) to build reports and I'm aiming to build a dashboard for all the metrics I have in [my charter](https://www.salesenablementcollective.com/whats-a-sales-enablement-charter-video-2/) so I can consistently see how I'm progressing, especially when I have programs in place. #### Scorecards In a previous role, one of the things we had was a scorecard. It was much larger than the one below (and honestly a little overwhelming), but we had all the metrics we cared about on the left. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/Screenshot-2025-07-31-at-20.13.14.png) We had a team average and a benchmark, with each rep as a column in the spreadsheet. It allowed us to could look at trends, see how they were performing quarter over quarter, and it helped us dig into: > *Okay, is there something happening on a rep level, or is it actually on a team-wide level?* We had these [scorecards](https://www.salesenablementcollective.com/sales-rep-scorecard-template-framework/) come out every quarter, produced by the Sales Ops team. I found them incredibly helpful, especially paired with a talent review to have the qualitative and the quantitative when looking at individual rep performance. I hope you enjoyed going back to basics with this enablement metrics 101 lesson – hopefully you've been able to learn from my experiences and can apply these metrics to help prove your team's effectiveness. --- ## Ready to master sales enablement metrics? Now that you have learned what to measure, the next step is to prove it. [Enablement Metrics Certified | MastersMaster the metric mindset and propel your sales enablement activities and impact to new heights with Enablement Metrics Certified.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149-11.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1031cd33822338fbff58252dae4bea8d-4.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) [**Enablement Metrics Certified**](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) gives you the skills and frameworks to make your impact undeniable. Here is what it covers: ✅ **A metric mindset that sticks** — Understand not just what to measure, but why it matters and how to connect it to business outcomes ✅ **Practical measurement methods** — Learn how to identify the right metrics for programs like onboarding, product training, and more ✅ **Reporting that resonates** — Master the art of presenting data to cross-functional teams and leadership in a way that drives decisions ✅ **Real-world examples** — See how experienced enablement professionals measure and communicate their value ✅ **Official certification** — Add a credential that signals you're serious about proving enablement's place at the table [See the full curriculum ](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters?%5Fgl=1%2Ac61r7y%2A%5Fgcl%5Fau%2ANDQ3NTcxMjM3LjE3NzE5MzI4NjEuODkyOTk5MzU2LjE3NzQzNjIyOTUuMTc3NDM2MjI5NA..) [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/SEC_Certified_Banners_10.jpg)](https://learn.salesenablementcollective.com/course/enablement-metrics-certified-masters) --- ### Capturing your invisible market URL: https://www.salesenablementcollective.com/capturing-your-invisible-market/ Last updated: 2026-09-08T09:31:33.000Z A 31-page report revealing why B2B companies miss 60% of their total addressable market and the framework to capture every account your reps can actually sell to: # Your CRM is lying to you **Every territory plan, hiring forecast, and pipeline target you've built is based on incomplete data.** On average, 70% of accounts in B2B CRMs don't match who actually buys, while 60% of real buyers are completely invisible. This report from **GoodFit** shows you how to see your full market for the first time, so you can stop wasting resources on accounts that will never close and start building pipeline from the ones that will. [Download the eBook](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/T4CU_-kO_H1skTZpIJNRcQ/kXK309EhPjPz3KoB2PDciEQAPFiXXPJmYYgq-p0Oc-nf9HAqXdFw_C7kILmUCqlYM7oQQiXwyoNy49ZMXTS6-Z5zF3HvbBQA6RIBpcpk8fyE_e-WIE3rEn2P5FXQu1kI5ez9xX1RLr4vHiahZGX7VtDD53CQelq71aCpcjeZ35c/HTX1NZUHVDDjq2Ttn_KGsdrzSsKO7PCP8s32JMYqOSE) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-1.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/55kqNF2gwjze6lSiYS0xQQ/KU9EeBPrjm2njtN5mlrl3zonjSE0nqoi9qCnn7ixpYcZK_YJyx4w78RK78ZSJxVpp7XDvba5fejm-7TxiYAaDiTYy9Ed1t1_4FMp6b1cCPamGgrsse9Mas8FYiZjvQqZrsCC9rbvsVFPRJu-w57_Gi_vSjsBViQ5L1iRQ0izrZ8/mMyPstKT8w4-4FQHGhrWoEcP5ovJ524D7h3SwFoz7eQ) ## Capture your invisible market **Revenue enablement leaders are drowning in tools, signals, and data, yet pipeline has never been harder to build.** But your tech stack isn't the problem. It's that your market definition is built on proxies that don't reflect reality. This report gives you the framework to define your true ICP, surface the accounts that legacy data can't find, and keep your market current as it changes. Inside, you'll learn why legacy ICP filters fail, how to use classification models to find accounts that don't exist in any database, and how to keep your market accurate as 7% of it shifts every single month, so your GTM engine is built on reality, not assumptions. [Download the eBook](#download) ## What you’ll discover ![](https://www.salesenablementcollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) How one company \*\*slashed their target list from 300K to 13,000 accounts, \*\*and why that smaller number represents their true market. (Page 12) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **"HQ location" trap** that's causing you to miss qualified accounts, and the geographic signals that actually matter. (Page 10) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **three-step process** for capturing accounts that traditional data providers simply cannot surface. (Page 29-30) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why your market mapping exercise from six months ago is already \*\*dangerously outdated, \*\*and the exact rate of decay you should expect. (Page 26) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why employee count is a **spectacularly poor filter** for identifying your actual buyers, and the surprising data points that work far better. (Page 9) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Two companies with identical headcounts can be **completely different prospects**. Here's the hidden variable that reveals which one will actually buy. (Page 9) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The critical difference between **enrichment and sourcing** that most revenue teams completely overlook, and why it's costing you the majority of your market. (Page 22) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) **The 60% problem**: Why the majority of your addressable market is completely invisible to your team, and the three reasons this gap exists. (Page 4) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) How one privacy software company **increased qualified accounts by 170%** while giving reps two full days per week back. (Page 21) [Download your copy](#download) ## Grab your copy This report costs you nothing, but it could change how you build pipeline forever. Download it now to see exactly how much of your market is invisible, understand why your CRM is full of accounts that will never buy, and get the framework to capture every account you can actually sell to. If you've ever suspected your team isn't targeting the right accounts, this is your proof, and your playbook. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/T4CU_-kO_H1skTZpIJNRcQ/kXK309EhPjPz3KoB2PDciEQAPFiXXPJmYYgq-p0Oc-nf9HAqXdFw_C7kILmUCqlYM7oQQiXwyoNy49ZMXTS6-Z5zF3HvbBQA6RIBpcpk8fyE_e-WIE3rEn2P5FXQu1kI5ez9xX1RLr4vHiahZGX7VtDD53CQelq71aCpcjeZ35c/HTX1NZUHVDDjq2Ttn_KGsdrzSsKO7PCP8s32JMYqOSE) [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/T4CU_-kO_H1skTZpIJNRcQ/kXK309EhPjPz3KoB2PDciEQAPFiXXPJmYYgq-p0Oc-nf9HAqXdFw_C7kILmUCqlYM7oQQiXwyoNy49ZMXTS6-Z5zF3HvbBQA6RIBpcpk8fyE_e-WIE3rEn2P5FXQu1kI5ez9xX1RLr4vHiahZGX7VtDD53CQelq71aCpcjeZ35c/HTX1NZUHVDDjq2Ttn_KGsdrzSsKO7PCP8s32JMYqOSE) ## Grab your copy This report costs you nothing, but it could change how you build pipeline forever. Download it now to see exactly how much of your market is invisible, understand why your CRM is full of accounts that will never buy, and get the framework to capture every account you can actually sell to. If you've ever suspected your team isn't targeting the right accounts, this is your proof, and your playbook. [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ### Cross-sell/upsell opportunity matrix URL: https://www.salesenablementcollective.com/cross-sell-upsell-opportunity-matrix/ Last updated: 2026-05-27T14:15:35.000Z This framework helps businesses identify revenue growth opportunities by mapping products against customer types. It distinguishes four quadrants: cross-selling new products to existing customers, upselling existing products to existing customers, and two forms of pure sales targeting new customers with either new or existing products. The opportunity matrix (slides 2 & 4) plots customer segments against solutions, colour-coding each intersection by potential (high, moderate, or low) based on how well each customer matches the ideal profile. This gives sales teams a visual priority map, showing where to focus effort rather than pursuing every combination equally. The upsell journey map (slides 3 & 5) adds a time dimension, identifying five trigger moments (user onboarding completion, usage limit maximisation, key metric improvement, positive NPS score, and quarterly business reviews) and for each moment maps the customer's description, needs, the upsell opportunity available, and the likely barriers to overcome. ## Download your matrix ![Cross-sell/upsell opportunity matrix](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/05/image-1.png) [Cross-sell/upsell opportunity matrixCross-sell/upsell opportunity matrix 1 Cross-sell Sales Upsell Sales New product Old product New customers Old customers![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/slides_2026_256dp-9d0dc03dc5afae506a841b8a488bf2a2a2b4e0ac5af0966eb2a51adaab2d2c20.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyJ6iRd2SYjwVJvVKK_axwDdvgzx8eSLr2Zn4D0we2u12vZAFva4ViTvEs-CxgoelDCXmNWlt-Mj1bwgNgG3uEXOSsyvlNa_ulvt143-CeeyqiM7LjGj-w1200-h630-p-cce3135ea8b8e89d2e91cf99375485f762d30082ee65a3176c71a39f4f51109f)](https://docs.google.com/presentation/d/1fXMV8Nc4QbOL4y0nToRPj-smGbTWCXWkvzBrxbfou%5Fs/edit?usp=sharing) [Cross-sell and upsell opportunity matrixCross-sell and upsell opportunity matrix.pptx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/05/Cross-sell-and-upsell-opportunity-matrix.pptx "Download") _This post is for paying subscribers only._ ### Why agentic AI is your moment to elevate enablement (and your career) URL: https://www.salesenablementcollective.com/why-agentic-ai-elevates-enablement-and-your-career/ Last updated: 2026-05-27T14:23:44.000Z If you've been in enablement for any stretch of time, you already know this work moves in waves. Right now, we're standing in the middle of one of the biggest waves I've seen in nearly two decades. And I want to walk you through why I think this is your moment, what the data is telling us about [agentic AI coaching](https://www.salesenablementcollective.com/enablement-for-the-agentic-ai-era/), and how you can use it to elevate your career, your impact, and your team's performance. Let me start with a story that probably feels familiar in spirit, even if the details are a little dated. ## The Salesforce stand-and-deliver years Back in the mid-2000s, I was at Salesforce in the early days. We were pioneering enablement before "enablement" was even a category. Picture this: I get pulled into Marc Benioff's office. He says, from this point on, every customer-facing salesperson, anywhere in the world, needs to be on message. Same deck. Same story. Tokyo, New York, London. Doesn't matter. This is how we win. Great. Let's do it. He hands me the deck, walks me through it, and I start taking notes. Then he stops me. "No, you're going to deliver it back to me. Right now." A few hours later, after some proper coaching from Marc, I'd been certified. Then he tells me the rollout plan. I'm going to fly around the world, sit down with every president and VP, and certify them the same way Marc certified me. They'd certify their managers. The managers would certify their reps. And at the end, I'd come back and prove every single person had been certified. Planes, trains, automobiles. A couple of months later, my team and I had done it. I came back exhausted. Marc said, "Great. I made some updates to the slides. We're going to do it again." That was the treadmill we were on for years. We grew from 500 to 1,000 to 5,000 salespeople. We had eight clouds. And eventually, the model broke. By the time I left Salesforce, I had 120 people on my team doing onboarding, coaching, and stand-and-deliver. That experience was hugely effective. It was also hugely inefficient. That moment, when the wheels started coming off, was when I knew there had to be a better way. It's also why we founded SalesHood 13 years ago. ## Why this moment feels different The reason I'm so genuinely excited about [agentic AI](https://www.salesenablementcollective.com/enablement-for-the-agentic-ai-era/) right now is that it lets us deliver the kind of hyper-personalized coaching we used to do in person, but at scale. The coaching that worked and the coaching that moved the needle. We just couldn't make it efficient before. Now we can. Think about what every CEO, CRO, and CMO wants. They want their teams to be on message and to execute consistently. They want to know that when a rep gets on a call in Austin or Amsterdam, the story is tight, the discovery is sharp, and the close is clean. That was the original promise of sales enablement platforms. Agentic AI is what finally makes the promise real. Let's break down the word "agentic" for a second, because it matters. Agentic AI gives **agency** to your go-to-market teams. It gives them the ability to think faster, get the right answers, and act with confidence. - **Salespeople** get agency to perform. They can record a pitch, get real-time personalized feedback, and practice as many times as they need before a real call. No waiting for a manager. No waiting for the next bootcamp. - **Managers** get managerial agency. The repetitive coaching tasks they never loved doing (objection handling drills, pitch reviews, pre-call prep) can be handed off to an AI coaching agent. That frees them up to focus on what matters most. - **Enablers** get to move three times faster. You can roll out programs in a week or two instead of six to eight. - **Leaders** finally get the visibility they've been asking for, because the data is now sitting across the entire go-to-market motion. That's the why. Let's get into the what. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) _This post is for paying subscribers only._ ### S1 ep3: How to stop wasting 4 hours a month in Enablement with Andrew Zinger [Video] URL: https://www.salesenablementcollective.com/how-to-stop-wasting-hours-in-enablement-video/ Last updated: 2026-09-07T10:01:55.000Z [Episode 3 - Your sellers are wasting 4 hours a month. Here’s the fix. With Andrew ZingerPodcast Episode · The Enablement Optimization Podcast · 30 April · 46min![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-32-499411e0-1673-4881-8a07-171ea451fa19.png)Apple Podcasts![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1200x1200ECA.PESS01-60-9f02d661-3d0f-42a6-9aa2-6532166fa92b.jpg)](https://podcasts.apple.com/gb/podcast/episode-3-your-sellers-are-wasting-4-hours-a-month/id1888276269?i=1000764809867) ### 90% hit quota. The data-driven onboarding system behind it URL: https://www.salesenablementcollective.com/90-hit-quota-the-data-driven-onboarding-system-behind-it/ Last updated: 2026-04-30T07:18:38.000Z I want to walk you through how we built a sales onboarding program at Rhombus that took our ramp time from six months down to three, with over 90% of our ramping reps now hitting quota. And here's the kicker: we did it without an LMS, without a big [budget](https://www.salesenablementcollective.com/how-to-ask-for-money-getting-enablement-the-budget-it-needs/), and honestly, with a gift card and a shoelace. Want to go even further? At [****Sales Enablement Summit, Atlanta**](https://world.salesenablementcollective.com/location/atlanta/?utm%5Fsource=ghost&utm%5Fmedium=datadrivenarticle), we're dedicating an entire session to the next evolution of onboarding, fusing design thinking, AI, and data to cut ramp time even faster. Fancy getting the insights? Michele O'Brien will be leading the session, June 3rd. [Snag your ticket now ](https://world.salesenablementcollective.com/location/atlanta/?utm%5Fsource=ghost&utm%5Fmedium=datadrivenarticle) I'll be transparent upfront. I'm still early in my career, and I'm approaching this from my own experience rather than expertise. I'm in no way claiming to be the authority on this. But what we did at Rhombus worked, and I think the framework is simple enough that you can take pieces of it and run with them next week. ## A quick bit of context on me My journey into [sales enablement](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/) is a little unusual. I didn't start in tech. My background is in sports. I played college soccer, then professional soccer, and after that I went into the commercial insurance industry. I got a master's in insurance and worked as a commercial insurance consultant. Then in 2019, I joined Rhombus very early on. For context, Rhombus is a cloud-based physical security platform. Two things make our sale a little more complex than your average SaaS deal. First, there's a hardware component, which adds layers of complexity. Second, we're a channel organization, so we sell through our channel partners. There's an extra dynamic when it comes to selling. I started as the third AE at Rhombus, sub-25 employees. My [onboarding](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/) consisted of, "Here's your laptop, go sell." I asked what our ICP was. We didn't know yet. I asked about my territory. I didn't have one. So I had to figure it out by building systems for myself. How should I structure my day? My week? My calls? I think a lot of that came from my sports background, where training and planning are everything. Fast forward a few years. The org had grown, we had managers, and it was customary for the top rep at the start of a quarter to give a QBR on the previous quarter. I was giving mine, talking about how I approached sales and consistently hit my number. We'd just hired a new VP of sales. He pulled me aside afterward and said, "I'm putting you in sales enablement." My response was, "What is sales enablement?" He explained it, and his very first ask was clear: fix onboarding. Get reps selling more, faster. ## Why onboarding is the productivity lever [Rep productivity](https://www.salesenablementcollective.com/from-sales-reps-to-thought-leaders/) is the name of the game. Faster ramp time and impact lead to greater selling capacity. Can we get reps in seat sooner, start selling more quickly, and have an impact on the business? The best way to do that is having a really productive onboarding program. When I think about why onboarding matters for productivity, it comes down to three things: clarity, capability, and capacity. - **Clarity:** What do we want reps to be able to do? - **Capability:** Do they have the skills to actually do it? - **Capacity:** Who's helping them get there, and can they start contributing earlier? So if we put it in equation form, sales productivity equals speed to impact, with quality output, and minimal manager time per rep. There's a moment in *Alice in Wonderland* I always come back to. Alice meets the Cheshire Cat at a fork in the road and asks which path she should take. The cat says, "It depends on where you want to go." Alice says she doesn't know. The cat replies, "Then it doesn't matter what path you take." That's the whole challenge with onboarding. Everybody wants more enablement. Everybody wants reps producing better. But what does that actually mean? Without clear direction, you're just wandering. [The Modern Sales Coaching PlaybookA 19-page handbook by Allego on modern sales coaching that combines AI-powered tools with human insight to drive lasting behavior change.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Whitepaper_Meta_--3-.png)](https://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/) ## The baseline problems we found When I took over enablement, I did a qualitative analysis with our managers. I wanted to know what was actually breaking before I tried to fix anything. What we found was a mess. When we hired someone, we'd ask when they could start, and they'd start whenever. Reps were starting at different times with no real cohort structure. Managers were responsible for the majority of onboarding, which meant reps were subject to whether their manager was free that day. Could they shadow? Were they shadowing the right reps, or were they shadowing the wrong ones? There was no clarity on when reps would be in seat. Capacity wasn't there. Capability wasn't there either, because we didn't really know if a rep could do the job at the end of onboarding. Managers would complain that a rep didn't know how to quote, and we'd realize they'd just missed that section or shadowed the wrong person at the wrong time. The biggest issue was manager dependency. Managers were getting pulled into demos, quoting, and helping reps with everything in between. We want our managers working with reps to close deals. We want our best reps closing deals, not running onboarding sessions on the side. Lack of clarity, capacity, and capability means a productivity loss. That's where the onboarding operating system came in. ## The six-part onboarding operating system Here's the framework I built. Six parts, simple enough to start implementing tomorrow. 1. Clear metrics. What do we want reps to do at the end of onboarding? 2. Skills needed to achieve those metrics. 3. Sessions designed to build proficiency in those skills. 4. Evaluations and exit criteria to measure progress. 5. Feedback loops to keep improving. 6. Constant iteration. Let me walk you through each part. --- *If you want to see these principles taken further with AI and design thinking, why not join us in Atlanta this June?* *Save your spot.* [![Sales Enablement Summit, Atlanta](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/Email-Banner---Sales-Enablement-Summit-1.png)](https://world.salesenablementcollective.com/location/atlanta/?utm%5Fsource=ghost&utm%5Fmedium=datadrivenarticle) --- ## Step 1: Define the destination You have to know what you're aiming at. For us, the metrics for onboarding looked like this: - Remove manager dependency. Managers shouldn't be wasting time onboarding reps. - Demo-ready within 30 days, meaning we can put a rep on a call with a prospect and a partner within 30 days without manager technical support. - Reps should be able to run a full sales process start to finish, including demos, trials, and everything in between. - Reps should be able to effectively engage with partners. - Enablement has to protect the company. That last one matters. I'm a big sports fan, and one thing Kurt Cignetti (part of the Nick Saban tree) always talks about is getting the wrong people off the bus. In onboarding, that's one of our top responsibilities. Can we identify people who won't be a good fit and exit them quickly? ## Step 2: Identify the skills needed Once you know the destination, you can figure out the skills required to get there. For us, that meant product knowledge, ICP understanding, persona targeting, sales process, tech stack including Salesforce, and so on. Then you separate those skills by role. AEs need certain skills. SDRs need different ones. CAMs and AMs have their own. An AM needs to do X. An SDR needs to do Y. Map the skills to the role so you're not training everyone on everything they don't need. ## Step 3: Build sessions that drive proficiency This is where it gets hands-on. The trick is to start with the end in mind and reverse engineer it. Take product training. The end goal is that a rep can position the product, run discovery, and run a demo with the right value proposition. So how do you reverse engineer that? - **Stage one:** Objective information. This is a camera. It has two megapixels. Here's the storage, the warranty, the environmental rating. Period. - **Stage two:** What problem does this product solve? If a customer needs facial recognition, are we recommending two megapixels or eight? Eight, because more pixels mean more accurate AI reading. - **Stage three:** How do you run discovery around this? What questions do you ask? Where's the camera going? Outside? Then a bullet form factor is better because the ledge keeps water and dust off the lens. You can apply this approach to anything. Take Salesforce. We want reps to have foundational training before they get to their manager, so the manager can ask them to run a report on their territory without getting "I don't know how to do that" as a response. Reverse engineer it. Session one is a Salesforce overview. This is a lead. This is an opportunity. Here's how things look. Next session, how do you convert a lead to an opportunity? Then we get into building quotes in sandbox. Then spot checks and reporting. By the end, reps can do what their manager will actually ask them to do. [Should sales teams build their own tools?AI makes building internal software easier than ever. But for revenue teams, the real challenge isn’t in building but in running.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveAllego![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--3-.png)](https://www.salesenablementcollective.com/buy-vs-build-enablement-tools/) ## Step 4: How to do this on a lean budget Here's the million-dollar question. When I went into sales enablement, my VP of sales told me we weren't buying an LMS. The only budget I had was for flying new hires to HQ for their first week. That was it. So here's what we did: - **Worked with subject matter experts.** One of our differentiators at Rhombus is integrations with best-in-class solutions. Instead of new hires bombarding the ecosystems team with questions, I asked that team for 30 minutes every two weeks or every month to run a session. Better training for reps, less reactive work for the SME. - **Built physical start packets.** I literally built documents in Microsoft Word breaking down our cameras, our overview, what reps need to know. Marketing made them look nicer. I bought a binding machine with my own money, printed and bound them, and put them on every new hire's desk on day one. Checklists, scavenger hunts to meet specific people, Slack channels to join, all included. - **Pulled real demo notes for role plays.** I didn't want fake scenarios. I used actual SDR and BDR notes from opportunities I knew well, including ones with unexpected obstacles. Reps had to demo against real situations. - **Daily quizzes.** Couldn't buy software. Kahoot is great, but I went and found a free trivia-night-style tool, made an account, and used it for every quiz. Expectation was 80% or better on every quiz. - **Took vicious notes after every session.** If a session landed well, I wrote down what I did and how I approached it so I could repeat it. If it flopped, I noted what went wrong so I could adjust next cohort. - **Started broad, got specific.** Always. ## Step 5: Measure with evaluations and exit criteria Once you've built the sessions, you have to test against them. We did daily quizzes at the start of each day, covering the previous day's material. After every SME session, we did an audible quiz, going around the room one rep at a time. Great, what's Dave's title? What was the example he gave? It kept everyone tracking and following along. At the end of week one, we did what I called the **barbecue pitch**. Most people are familiar with the elevator pitch. You're in an elevator with an executive, you've got 30 seconds to pitch the product. The barbecue pitch is similar but more grounded. Imagine you're at a barbecue at the end of your first week. Someone walks up and says, "Hey, I heard you started a new job at Rhombus. What do they do?" Is your rep going to say, "Oh, we sell cameras and stuff"? Or are they going to say, "We're a cloud-based physical security platform. Our ICP is organizations with physical locations, high exposure, and assets that need protecting. Here are our target industries"? I built a matrix. Each question carried up to five points. You had to hit 80% or better. If you didn't, you weren't exiting week one. For demos, we got really prescriptive. A demo has roughly four parts: intro and discovery, company overview, console portion, and next steps. We'd test each piece individually. Run discovery based on these notes. Now, based on the problems we uncovered, how would you position Rhombus? What would you show in the console? How would you lock down next steps? To complete onboarding, reps had to pass two final pieces: 1. A final demo. We sent BDR/SDR notes ahead of time. They role-played with me, and their hiring manager observed. Pass or fail. 2. A 50-question multiple-choice exam, proctored through Microsoft Forms. 80% or better to pass. That was the bar. Could we put this rep on a call with an end user and trust them to handle it? If yes, they were live. ## Step 6: Build the feedback loop You build all this, and then you need to know if it's working. We used two surveys, both built in Microsoft Forms. The first went out as soon as a rep finished onboarding. What sessions did you find most beneficial? What feedback do you have? Are there sessions you think could be improved? We implemented changes every single cohort. One example: a couple of reps told us it'd be more helpful to start with ICP, understanding who we sell to, and then learn the product. That way they could think about who'd actually buy it as they were learning. We didn't change the sessions themselves, just the order. Small adjustment, big impact. That's the kind of micro-feedback that compounds over time. The second survey went out at the three-month mark. Now that you've been in seat for a quarter, is there anything you wish you'd gotten more training on? Anything you wanted to rehearse more? That second survey gave us our most valuable feedback. Reps would say things like, "Outbounding is such a focus right now. I would've loved another session on it." Great. What part? And we'd add it. ## What the results actually look like Over four years of running this and iterating every cohort, here's where we landed: - **100% of go-to-market hires** in the last year said they felt prepared when they went live. - We compressed onboarding from three and a half weeks to two weeks (an ask from the C-suite). At the three-month mark, **97% of reps said two weeks was adequate**. - Asked to rate onboarding 1-4, with four being best in class and one being awful, **100% of go-to-market hires gave it a four** for two years running. The real kicker, though, the data I bring to my COO when I want to show value: **we cut ramp time from six months to three months, and over 90% of our ramping reps are hitting their quota.** That's the number that matters. ## How you can get started this week If you want to start building something like this, here's the simple action plan: 1. **Set clear metrics.** For each role in your org, write down three things every rep needs to be able to do at the end of onboarding. One sentence each. Example: All AEs need to demo, quote in Salesforce, and outbound by the end of onboarding. 2. **List the skills required.** If outbounding is a metric, what skills do they need? Tools, persona conversations, a 10-second pitch, whatever it is. Define them. 3. **Create three sessions per skill.** Start broad, get more specific. Reverse engineer from the end goal. 4. **Add one readiness certification per skill.** A demo, a quiz, a role play, anything that lets you evaluate whether the rep can actually do the thing. 5. **Build a feedback loop.** Easy way to start: reach out to your managers today and ask one question. "What's one thing you wish your reps were doing more of when they get into seat?" Microsoft Forms is cheap, easy, and works. That's it. That's the whole system. We're a little over 250 employees now, and this is still working. Reps are getting in seat quicker. Productivity is up. And we built it all without a fancy LMS, on a budget that was, generously, a gift card and a shoelace. If you want change in how your reps ramp, this is how you start. Keep it simple, reverse engineer from the destination, measure ruthlessly, and build feedback loops that actually get used. The rest follows. --- Ready to take your onboarding strategy to the next level? Join us at [**Sales Enablement Summit, Atlanta**](https://world.salesenablementcollective.com/location/atlanta/register), where we'll be exploring how to combine frameworks like this one with AI tools and design thinking to build onboarding programs that scale. [![Sales Enablement Summit, Atlanta](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/Email-Banner---Sales-Enablement-Summit-2.png)](https://world.salesenablementcollective.com/location/atlanta/?utm%5Fsource=ghost&utm%5Fmedium=datadrivenarticle) ### AI ethics and governance framework URL: https://www.salesenablementcollective.com/ai-ethics-and-governance-framework-2/ Last updated: 2026-04-28T12:49:11.000Z Establishing an ethics and governance framework is crucial to ensure that AI technologies are developed and utilized in responsible and legally compliant ways. By setting clear guidelines and principles for ethical AI, organizations can build trust with users and stakeholders alike, ensure accountability for actions and decisions, and foster confidence in AI systems. This framework aims to address and prevent risks in AI systems such as bias, privacy infringement, and misuse. It enables organizations to innovate responsibly and transparently, prioritizing safety, fairness, and respect. ## Download your checklist ![AI ethics and governance framwork](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/AI-ethics-and-governance.png) [AI ethics and governance frameworkAI ethics and governance framework Establishing an ethics and governance framework is crucial to ensure that AI technologies are developed and utilized in responsible and legally compliant ways. By setting clear guidelines and principles for ethical AI, organizations can build trust with users…![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyIPe0xdhUYa58beELYQ0PRcukN9-585--CBTkOmM7jeigYc620fRQp8V5JmzRqGVbW3eSIhU9nVonN74hzh3g-x7qOgNbvPkn0UlFCwt0nSeDN3Hfhj=w1200-h630-p)](https://docs.google.com/document/d/1fseTPLSBiNxilW2uf-UV3MOy680qONeXlEQ0gQPJ-bU/edit?usp=sharing) [AI ethics and governance frameworkAI ethics and governance framework.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/04/AI-ethics-and-governance-framework.docx "Download") [AI ethics and governance frameworkAI ethics and governance framework.pdf117 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/04/AI-ethics-and-governance-framework.pdf "Download") _This post is for paying subscribers only._ ### S1 ep2: Why every sales training program you've built has failed (and what finally works) with Greg Smith URL: https://www.salesenablementcollective.com/why-every-sales-training-program-youve-built-has-failed-video/ Last updated: 2026-09-07T09:52:43.000Z [Episode 2 - Why every sales training program you’ve built has failed (and what finally works) with Greg SmithPodcast Episode · The Enablement Optimization Podcast · 17 April · 43min![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-32-5ae02b5e-4834-40fa-8ef1-853c6555101e.png)Apple Podcasts![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1200x1200ECA.PESS01-60-475b36cb-f977-4770-b7f0-53d499c409ee.jpg)](https://podcasts.apple.com/gb/podcast/episode-2-why-every-sales-training-program-youve-built/id1888276269?i=1000762013051) ### Coach sellers to handle objections with confidence URL: https://www.salesenablementcollective.com/coach-sellers-handle-objections-confidence/ Last updated: 2026-04-17T16:46:44.000Z Most reps hear an objection and go defensive: rushing to justify the price, over-explaining the product, or backing off too quickly. But objections are rarely a sign that a deal is falling apart. More often, they're a sign that the buyer is engaged and working through their decision. This guide from Allego distills the key takeaways from a webinar with VP of Global Sales Brendan Sweeney and Account Executive David Phelan into practical insights for sales and enablement leaders. It covers what top performers do differently when they hit resistance, why practice matters more than most teams realize, and how AI can help scale objection-handling coaching without replacing the human judgment managers bring. Download it below for a straightforward look at turning objections into better sales conversations. ### Stop reviewing deals. Start coaching sellers. URL: https://www.salesenablementcollective.com/stop-reviewing-deals-start-coaching-sellers/ Last updated: 2026-04-17T16:36:02.000Z Most sales managers want to coach their teams. But between forecasts, pipeline reviews, and everything else pulling on their time, coaching often gets squeezed out — replaced by deal reviews that give visibility into what's happening, but rarely improve how sellers actually perform. This guide from Allego distills the key ideas from the [**webinar with sales coach and trainer Krysten Conner**](https://www.salesenablementcollective.com/stop-reviewing-deals-start-coaching-sellers-video/) into practical takeaways for sales and enablement leaders. It covers why deal reviews fall short, what gets in the way of real coaching, and how to build a system around frameworks, feedback, and reinforcement that actually develops sellers over time. Download it below for a straightforward framework you can start applying straight away. ### Should sales teams build their own tools? URL: https://www.salesenablementcollective.com/buy-vs-build-enablement-tools/ Last updated: 2026-04-17T16:29:01.000Z > **Should sales teams build their own tools?** AI coding tools and low-code platforms have made it genuinely tempting to build internal software rather than buy it. If your team can spin up a custom solution quickly, why pay for an enterprise platform? It's a fair question, and this Allego brochure gives a fair answer. The challenge, it turns out, isn't building the tool. It's everything that comes after: security, governance, integrations, compliance, and keeping it running reliably once the business starts depending on it. For revenue teams in particular, the stakes are high. Sales coaching, training, and content management sit right in the path of revenue execution; they're not the place to take on unexpected technical debt. Download the brochure below for a clear-eyed look at where building makes sense, where it doesn't, and how to think about the trade-offs for your organization. ### One doc to rule them all: The golden ring framework URL: https://www.salesenablementcollective.com/one-doc-to-rule-them-all-the-golden-ring-framework/ Last updated: 2026-04-17T15:01:01.000Z Let me start with a confession that might sound familiar. I curse way too much. My kids, who are eight and ten, have heard more expletives from me than they probably hear at school. But hey, it's part of their enablement growing up in New York, right? I've spent most of my career actually doing sales rather than [sales enablement](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/). That gives me a different perspective on things. I've worked at companies like Gartner and Yelp, then moved to OwnBackup, where I started as a team of one and grew the enablement function to a team of ten or eleven. When the company got acquired by Salesforce for two billion dollars, I figured we'd done something right. Now I'm at Odeeva, OwnBackup's competitor, actually, trying to rinse and repeat that same playbook. Currently, I'm the VP of Sales Excellence. Team of one again. But you've got to start somewhere. ## The universal problem with AI that nobody wants to admit Here's what I see happening everywhere, including at my own company. Everyone thinks they're already crushing it with AI. They believe they've implemented it, scaled it, and they're best in class. The reality? We don't have any idea what we're doing. We don't even know what good looks like. Most of us are still at the experimenting stage. That's why you see new vendors every other day trying to pitch their latest AI app. There are thousands of these companies now, and by the end of this year, there'll probably be tens of thousands. The real kicker is that AI is complicated. Sure, we all know how to use [ChatGPT](https://www.salesenablementcollective.com/chatgpt-for-sales-enablement/), Gemini, or Claude by now. But when it comes to [agentic AI](https://www.salesenablementcollective.com/enablement-for-the-agentic-ai-era/)? That's where things get complex. You need to connect it to an [LLM](https://www.salesenablementcollective.com/how-i-used-llms-to-hack-into-enablement-confessions-of-a-webinar-host/), choose the right model, identify your users, and most importantly, give it the right content to set it up for success. Here's what really scares me: revenue teams often aren't involved in AI implementations. Why are we letting IT teams or Salesforce admins take full ownership of building out these AI systems? From a backend IT perspective, absolutely, they should own that. But when it comes to training the AI, are they really the best people for the job? ## Why our roles need to evolve (and fast) Don't wait for permission from [leadership](https://www.salesenablementcollective.com/the-alliance-c-suite-masterclass/). Just go on LinkedIn and change your title today. I'm serious. At Odeeva, I'm positioning myself differently now. My CRO originally hired me for sales enablement, but said: > "Tom, I want you to be excellent, not just enable. Make everyone be excellent." So I became VP of Sales Excellence. But now, with the economy being what it is and everyone trying to do more with less, I'm evolving again. Layoffs are happening left and right. You're probably being asked to cut expenses and tools. That tech wish list for 2025? Forget it. We have to do more with less, and AI can help us, but someone has to take ownership of making AI excellent, just as we make our reps excellent. ## The old solution (and why it's broken) When ChatGPT first arrived, I did what everyone else did. I gathered all my assets, white papers, case studies, infographics, and onboarding materials, and dumped them into the LLM. Then I started prompting. But there are serious problems with this approach. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) _This post is for paying subscribers only._ ### How to build a sales onboarding program from scratch URL: https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/ Last updated: 2026-04-16T14:28:50.000Z The success and value of the [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) function within an organization is governed by a strong enablement charter that’s executed through a comprehensive offering of enablement programs, aligned to the revenue goals of the organization, and considers the specific needs of sales reps. In order to be impactful, these enablement programs must be designed to allow sales teams and their leaders to develop the skills, knowledge, and tools they need to succeed in their roles. [Onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) new sales reps is one of the primary areas of responsibility for [B2B sales enablement](https://www.salesenablementcollective.com/b2b-sales-enablement/) teams. Onboarding is the first learning experience for a sales rep within the organization and sets the stage for their upcoming professional journey in the team, acting as a window into the general culture, expectations, and norms of the organization. Therefore, the tone that’s set in this program and the content covered here become a crucial stepping-stone for the rep’s long-term success. A strong onboarding program is not only a key contributor to rep engagement, it also provides the foundation for quick ramp-up time and acts as a lever for high productivity and revenue growth. There is no singular way of designing a successful sales onboarding program. Size of the organization, industry/domain it operates in, complexity of products/services it offers, competitive landscape, and its standing in the market, can all influence the structure, length, and depth of the program. In addition, factors like: business needs, challenges of key stakeholders, skill level of new hires, and the timing/cadence/speed of your onboarding program, will determine how your onboarding program is conceptualized, designed, and deployed. So if you have been tasked with designing (or redesigning) a sales onboarding program for your organization, this article provides a good starting point. I'll cover: - Key components of onboarding - Best practices to build an impactful onboarding program - How to measure success ## Key components of onboarding Let’s start by understanding the key components of a standard [sales onboarding program](https://www.salesenablementcollective.com/how-to-build-a-sales-onboarding-program-video/). Besides the standard HR basics (such as benefits, legal, payroll, health & safety, compliance, IT information, etc.), a sales onboarding program usually focuses on providing [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) and training in the following areas: - An **overview** of the organization, its vision, mission, and cultural values. - Details of its **products, services, offerings, and capabilities**, along with the high-level business strategy and goals for the given fiscal year. - **Key features, use cases, and differentiators** for its products, coupled with the value proposition and supporting go-to-market motions. - Profiles of target [**customer personas**](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), their business needs, and challenges, supported by sales triggers. - **Competitive landscape** for the organization, key competitors and their products, and information on overcoming common customer objections. - Introduction to the [**sales methodology**](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) and its main components (this may be followed by separate, more detailed enablement that is purely focused on sales methodology). - Overview of the **standard sales process** and the high-level steps to take at each stage of the sales cycle. - Various [**sales tools**](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) used for deal management, quoting/pricing, prospecting, account planning, sales intelligence, sales analytics, sales acceleration, marketing automation, etc. - Information about **cross-functional teams** and their role, such as product/customer marketing, sales operations, legal, deal management, competitive and market intelligence, customer success and support, partners, etc. - Comprehensive list of **resources, tools, and contacts** to refer to for more information. - Details of mandatory and optional **post-onboarding training** and learning opportunities. This content is typically packaged into presentation slides and delivered over several days or weeks in an instructor-led format, which can either be [virtual](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/) or in person. In some organizations, all of this content is delivered asynchronously as web-based training, videos, etc., allowing new hires to review it at their own pace, but within a specified time limit. Other organizations adopt a hybrid approach where they incorporate elements of both styles of learning and delivery in their onboarding program. [“From no onboarding structure to a complete package”, Shannon StoryShannon Story joins us on the podcast to discuss all things onboarding as a solo sales enabler!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-1.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Copy-of-SEC_SE_Innovation_Podcast_Youtube_Thumbnail_Template_-16-2.png)](https://www.salesenablementcollective.com/from-no-onboarding-structure-to-a-complete-package-shannon-story/) ## Best practices to build an impactful onboarding program While there are many ways to structure and deliver a sales enablement program, there are several proven best practices that sales enablement professionals can follow to deliver a strong, engaging, and successful experience for new sales reps. ### Allow for a multi-modality learning experience Many organizations put their new sales reps through several days or weeks of in-person sessions as part of their onboarding program (often called bootcamps). While this approach works for some organizations, a singular modality learning experience doesn’t always lend itself well to long-term retention and recall of core concepts covered in the onboarding and thereby increases the ramp time. > It’s well-known that humans only retain **25%** of new information they have learned by the end of the week, as evidenced by Ebbinghaus's [Forgetting Curve](https://hbr.org/data-visuals/2019/10/the-forgetting-curve). To allow for a more immersive learning experience, it’s often a best practice to include elements of **live learning** (virtual or in-person) as well as **self-guided learning** (such as on-demand or self-paced learning) in the onboarding program. Sections of your onboarding program that are: generally stable content, simple in nature, and don’t need to be updated often can be designed into a self-paced format, such as eLearning, videos, articles, and job aids. This self-guided portion can then be turned into prerequisites (if the structure allows) for the live portion of onboarding. Aspects of onboarding that are more complex, require an expert, need in-depth discussion, are activity-based, or call for high levels of engagement are best delivered live. This hybrid approach to designing an onboarding program caters to different learning styles and helps to avoid information fatigue, allowing the new reps to pace their learning and make progress based on their learning speed, especially as they’re drinking from the proverbial fire hose in their first few days as new hires. This two-pronged approach also allows the onboarding program to be more scalable from an operational standpoint. When self-guided elements are turned into prerequisites, it becomes easier for the organization to stagger and consolidate the live portions of onboarding and be more flexible and agile with their delivery schedules. 💡 For example, instead of an onboarding program that is delivered every week, it could be scheduled to occur once every two weeks or even once a month (depending on the speed of hiring). ### Provide opportunities for real-time practice Onboarding is not a one-way information street. Instead, they are an excellent avenue to set expectations, show new sales reps what good looks like, and have them emulate that in a safe training setting. There are many ways to do this: - Allow top sellers to talk about their experiences and engage with the new reps on [what “good” looks like](https://www.salesenablementcollective.com/how-we-finally-developed-a-competency-model/). - Share a customer case study and build in scenario-based decision points around “what would you have done” at each stage of the sales cycle. - Show the anatomy of a recent win/loss and use that as a discussion forum to identify key learning moments. - Show an example of a product elevator pitch and have each sales rep build and present their own. Hands-on activity-based exercises like this not only give sales reps the [confidence](https://www.salesenablementcollective.com/shortening-salespeoples-time-to-confidence/) to be successful in their new role, but also allow them to learn from the best sellers in your team, helping to increase their productivity. [What is sales readiness? | SECSales readiness can be a confusing term at first - that’s why we’re here clearing up any misconceptions, as well as diving into how sales enablement pros can use it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-3.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/pexels-andrea-piacquadio-3764011-2.jpg)](https://www.salesenablementcollective.com/what-is-sales-readiness/) ### Invite key department leaders Another onboarding best practice is to incorporate live sessions that give new hires exposure to the various leaders in the organization. This means bringing in the key leaders from the different departments as speakers and giving them an opportunity to share their role, strategic vision, priorities and challenges for their department, and measures of success. This approach gives the new sales reps the opportunity to interact and build relationships with these critical stakeholders from the get-go and paves the way for [cross-functional collaboration](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) down the line. ### Include role-based content To maximize the relevance of content and allow for higher levels of engagement, another best practice is to structure the onboarding program so it accounts for role-based specificities. This doesn’t mean that separate onboarding programs need to be delivered across separate roles, but it is more about structuring the onboarding content so that there is: 1. Generalized content that is relevant to all roles and 2. Tailored content that’s specific to individual roles. A neat way of doing this is by following the **80/20 rule**, which involves identifying and organizing 80% of the content that applies to all roles into the generalized content category. The remaining 20% of content can be structured as role-specific content tied to the specific responsibilities, areas of function, core competencies, and skills for various roles. The 80/20 approach results in a more streamlined and efficient onboarding process, maximizes content relevance for various roles, and enables high levels of on-the-job application of knowledge and skills learned during onboarding. [BDRs, SDRs, and account executives - what sets them apart?BDRs, SDRs, and AEs all work with leads to move them along the sales funnel. But if you asked ten organizations for a definition, you’ll get ten answers![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-4.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Article_Meta_DEC23_Test_Just-Doodles-3.png)](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) ### Supply an action plan Onboarding is not a one-time activity. After completing their onboarding, new sales reps continue to learn and find their stronghold for several months before they are considered fully ramped. To support their learning journey after onboarding, sales enablement professionals need to find ways to support sales reps to help accelerate their [ramp-up time](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/), reinforce the concepts learned during onboarding, and meet the identified core competencies for their role to match expected levels of productivity. This can be easily accomplished by providing reps with a 90-day or a 120-day action plan that – at a weekly or a monthly level – clearly articulates the tasks they should be able to accomplish and the behaviors they should exhibit at each milestone. > This plan should be complete with links to additional enablement and training that reps can leverage to bridge the gaps in their core competency areas and [skills](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/). Some sales enablement teams address this through a separate **Competency and Skills Enablement** program that builds on the knowledge and concepts taught during onboarding. [Acing your first 30-60-90 days joining an enablement teamJoining an existing enablement team as a new hire? Katie Van Hoomissen’s checklist for your first 30, 60, and 90 days will help you start strong!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-5.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/vikas-makwana-Qx6CvJlTMys-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/acing-your-first-30-60-90-days-joining-an-enablement/) ### Ensure personalized post-onboarding support Besides providing an action plan, sales enablers should also look to secure mentorship and coaching opportunities for new sales reps to nurture their post-onboarding learning journey. This can be accomplished by pairing each new rep with a high-performing rep on the team to provide both dedicated and just-in-time support. Another alternative is to assign each new sales rep a first-line sales manager as a mentor for [personalized coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) and guidance. If there are opportunities for new reps to shadow existing team members or to engage in peer-to-peer learning with seasoned reps, those are also great ways of reducing their learning curve and increasing their productivity. ### Make it fun Besides ensuring a strong content structure and a multi-modality experience while providing action-oriented and personalized support, sales enablement pros should remember to make their onboarding program **exciting and engaging** for the sales reps. Weaving in fun elements such as games, prizes, social events, and networking opportunities can help amplify the excitement of joining a new organization for new hires and enable them to immerse more seamlessly into the overall culture. Creating cohorts within the onboarding program is another way of introducing a sense of kinship and camaraderie among the new hire groups and fostering shared learning experiences. [Game on: Get your sales team pumped with these 5 training competition ideas | SECDebbi Varela shares 5 creative ways to engage your sales reps in training sessions to improve and reinforce their skills.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-6.png)Sales Enablement CollectiveDebbi Varela![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/jonathan-borba-zfPOelmDc-M-unsplash-2.jpg)](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ### Build mechanisms for feedback To ensure that the onboarding program is meeting the needs of new sales reps and to identify gaps and successes of the program promptly, it’s important to implement multiple feedback mechanisms throughout the program. This can be done by: - **Surveying** the new hires to get their feedback and opinions on what worked and what didn’t work. Surveys don’t have to be a one-time activity administered at the end of the onboarding program. - **Scheduling 1:1s** or conducting focus groups with sales reps after onboarding to collect and discuss feedback. - **Talking to the managers** of new sales reps to assess how well onboarding has supported the day-to-day role of the sales reps and translated into performance outcomes. 💡 ****Tip:** If the onboarding program is structured over several days, a short survey delivered at the end of each day can be very helpful in identifying specific and actionable areas of improvement. --- [This Sales Enablement Team Structure Maximizes ROIChris Grebowiec, Global Head of Sales Productivity & Enablement at Square US, explains how to structure your enablement team for maximum impact and ROI![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-99.png)Sales Enablement CollectiveChris Grebowiec![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-enablement-vs-sales-training-1.png)](https://www.salesenablementcollective.com/sales-enablement-team-structure/) --- ### Continue to iterate The world of sales is continually changing as our products and services evolve to respond to the needs of the market. The ever-shifting macro-level conditions and micro-level factors all demand our salesforce to be consistently dynamic and flexible in responding to the needs of customers. A good [onboarding program](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/) is therefore one that remains similarly adaptable, agile, and attuned to the constantly evolving needs of sellers. Sales enablers should periodically assess their onboarding program to understand what components are still relevant and what should be iterated upon. Besides assessing and implementing the feedback received from the new reps, enablement pros should also conduct periodic reviews of their program against the established [KPIs](https://www.salesenablementcollective.com/the-metrics-businesses-must-track-to-prove-the-impact-of-sales-enablement/) and measures of success to identify any gaps and pivots that may be needed. ## Measuring the success of onboarding In order to know whether your onboarding program is successful, it’s critical to have quantitative and qualitative measures in place that track the impact and effectiveness of the program. This involves tracking metrics such as: - **Consistent rep performance:** This is measured by time-to-milestone metrics such as time to first sale, time to second sale, time to third sale and beyond, and ability to consistently meet quota over time. This data provides a view into the clarity that new reps have about the activities and behaviors that they must master to consistently achieve their revenue goals. - **Enablement adoption rate:** This measures how effectively the sales reps are consuming the enablement resources and tools provided to them. This can be tracked by site visits and clicks, file downloads, tool logins, sales content view stats, etc. This data can provide an indication of whether the sales enablement team is providing the right content and resources needed for reps’ long-term success. - **Satisfaction scores:** Gathering satisfaction scores, content relevance ratings, and net promoter scores as part of the onboarding feedback process can provide a view into the gaps and successes of the onboarding program from the new sales reps’ standpoint. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-7.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_objectives_kpis.jpg)](https://www.salesenablementcollective.com/sales-metrics/) The best sales enablement offerings aren't executed in isolation – each program should form the building blocks of a sales rep's knowledge and expertise. Therefore, as you work to set up an onboarding program from scratch, don’t forget to assess other enablement programs that may already exist and those that may be in the process of being designed in parallel. Onboarding is only the **first step** in a rep’s learning journey. Their continued success is also shaped and influenced by other enablement offerings that they consume post-onboarding, such as competency and skills programs, sales methodology training & collateral, sales kick-off and other enablement events, just-in-time enablement, and more. The **collective impact** of all your enablement offerings nurtures and strengthens your sellers and sets them up for long-term success in their roles. ### How sales can use AI sales agents … right now URL: https://www.salesenablementcollective.com/how-sales-can-use-ai-sales-agents/ Last updated: 2026-04-14T12:47:35.000Z AI has transformed how sales teams operate. In just a few short years, sales leaders have gone from asking whether they should use AI at all to how sales can use AI sales agents to drive real results. Here’s the difference: Unlike prompt-based generative AI, agentic AI doesn’t wait for instructions. It acts autonomously. It analyzes, plans, and executes on its own to move sales forward. And this next wave of AI is growing quickly. [Gartner](https://www.gartner.com/en/articles/intelligent-agent-in-ai) reports that while fewer than 1% of enterprise software applications included agentic AI in 2024, that number will jump to 33% by 2028, enabling 15% of day-to-day work decisions to be made autonomously. And [Precedence Research](https://www.precedenceresearch.com/ai-agents-market) projects the AI agent market will surge from $5.43 billion in 2024 to more than $263 billion by 2034. For sales leaders, these numbers aren’t just predictions—they’re a wake-up call. What makes agentic AI so different from generative tools like ChatGPT? What are the most practical use cases for sales teams? And how can you start using AI sales agents today? Let’s explore. ## **What are AI sales agents?** AI sales agents are like digital teammates who don’t wait for instructions. Instead of sitting idle until you prompt them, they dig into your sales and customer data, figure out what needs to happen next, and do it. It’s important to note they aren’t here to replace your reps. They’re copilots. While your sellers focus on building relationships and closing deals, AI sales agents handle the grunt work: prospecting, qualifying, scheduling, and following up. > AI sales agents are digital teammates that anticipate what needs to happen next and take action for your sales team. The difference from tools like ChatGPT is huge. Generative AI gives you an answer when you ask for it. AI sales agents go further, anticipating what’s needed, making a plan, and taking action on their own. One [sales rep, writing on Reddit](https://www.reddit.com/r/salestechniques/comments/1h1cnua/are%5Fai%5Fagents%5Fin%5Fsales%5Fworth%5Fthe%5Fhype%5Fanyone/), summed it up perfectly: These agents can “prepare, warm, and verify leads,” but when it comes to closing, the handoff to a human is what seals the deal. --- ### **Unlock the future of AI in sales enablement** ![A digital graphic shows a research report titled AI in Revenue Enablement with a blue book cover featuring a digital brain and AI sales agents. There’s a Download Now button and a headline about practical agentic AI.](https://cdn-ilbccif.nitrocdn.com/EezRhHRayHGTIxRTEMoSgGjHmKluLfyE/assets/images/optimized/rev-f093d5b/www.allego.com/wp-content/uploads/featured-image-800x450-ebook_AI-in-Revenue-Enablement-Opt3-3-640x360-1.jpg) Discover how sales teams are using AI to boost efficiency, improve coaching, and accelerate revenue growth. Get the latest insights in Allego’s *2025 AI in Revenue Enablement Report*. [Download the report.](https://www.allego.com/blog/ai-in-revenue-enablement-report-2025/?utm%5Fsource=sec&utm%5Fmedium=partner) --- ## **Types of AI sales agents and deployment models** Not all AI sales agents look the same. Most fall into one of two categories: standalone tools or enterprise platforms with agents built in. ### **1\. Standalone AI sales agents** Standalone AI sales agents are single-purpose tools designed to handle specific sales tasks, such as writing emails, scheduling meetings, or qualifying leads. Because they’re focused on a single task, standalone agents are often more affordable and quicker to test than enterprise platforms. However, integration with your current systems can still be a hurdle, and adding too many standalone tools can create a fragmented workflow. Here are a handful of standalone AI sales agents on the market today: - **Conversica**: These AI sales agents qualify leads, reengage customers, and resolve issues. - **Lavender**: Lavender agents help SDRs and AEs write emails, score emails, and suggest improvements. - **Regie.ai**: Auto-Pilot AI agents can identify prospects, write personalized messages, and manage outreach sequences. ### **2\. Enterprise platforms with built-in AI agents** On the other end of the spectrum are full-scale platforms that come with AI agents as part of their larger suite of features. These tools go beyond one-off tasks and tie into your CRM and enablement systems for broader impact. The advantage is that these platforms connect more deeply with your systems, often leading to cleaner data, shorter deal cycles, and more consistent coaching. Examples include: - **Allego** – Combines training, sales coaching, conversation intelligence, and sales content management, with agents for role-plays and dynamic recommendations. - **Salesforce Einstein** – Delivers CRM-native predictions and personalized recommendations. - **Outreach** – Provides AI-driven insights and engagement to optimize GTM workflows. ## **Standalone AI sales agents vs. embedded: How to choose** So which option is right for your team—a standalone AI sales agent or an enterprise platform with agents built in? The answer depends on your goals, budget, and how your sales organization is set up. Here are a few factors to weigh: - **Budget** – Standalone tools usually have a lower upfront cost, which makes them easier to get approved and pilot. Enterprise platforms can deliver bigger long-term impact, but you’ll need more investment to get started. - **Goals** – If you’re solving one specific problem—say, improving email outreach—a specialized standalone tool may be enough. If you want to improve efficiency across the entire sales cycle, an embedded platform is the better bet. - **Tech stack** – Look at the systems you already have. Will this new tool replace something, or just add another layer? Standalone tools can create overlap if you’re not careful, while enterprise platforms may simplify things by unifying data. - **Team size** – Small teams often benefit from standalone tools because they’re quick to spin up. Larger, more complex teams typically see more value from enterprise platforms that can scale and integrate deeply. - **IT support** – A standalone tool might require lighter IT support, but don’t underestimate integration needs. Enterprise platforms demand more upfront resources but can pay off in cleaner, more reliable data once fully in place. The bottom line: if you’re testing the waters, start small with a standalone tool. If you’re ready to transform the way your sales team operates, consider an enterprise platform that brings everything under one roof. ## **How sales can use AI sales agents: 6 practical methods** AI sales agents aren’t just hype. They’re already driving measurable results. In fact, [SuperAGI](https://superagi.com/from-hype-to-reality-real-world-case-studies-of-ai-agents-in-sales-success-stories-2025/) found companies using them boosted sales efficiency by 30% and cut operational complexity by 25%. So, what does that look like in practice? Here are six real-world ways your team can start putting AI sales agents to work right now. ### **1\. Automated prospect outreach and follow-up** Researching prospects and following up takes massive time. Yet [80% of sales happen between the fifth and 12th contact](https://ircsalessolutions.com/insights/sales-follow-up-statistics/). AI agents like Regie.ai or Lavender can take those first touches off your plate by sending personalized cold emails, adjusting tone based on buyer behavior, and keeping conversations moving until your reps step in to build the relationship and close the deal. ### **2.** **Lead qualification and scoring** Few things frustrate reps more than spending time on bad leads. Conversational AI agents from Drift or Conversica can engage prospects right away, ask qualifying questions, and pass along only the opportunities worth pursuing. The result is less wasted effort and more focus on real prospects. ### **3\. Scheduling meetings** Even with scheduling tools like Calendly, coordinating calendars takes time. AI sales agents like Chili Piper and Kronologic simplify the process. They automatically book meetings with the right rep or even send a calendar invite as the first outreach—cutting down on delays and missed opportunities. ### **4\. Role-playing and coaching** Practice builds confidence, but it’s not always easy to arrange. AI-driven role-play simulators, such as Allego’s Live Dialog Simulator, give reps a safe place to practice conversations and receive immediate feedback. New hires get up to speed faster, and experienced reps can keep their skills sharp. ### **5\. Conversation intelligence** Listening to hours of recorded calls isn’t practical for most managers. [Conversation intelligence](https://www.allego.com/learning/sales-conversation-intelligence/?utm%5Fsource=sec&utm%5Fmedium=partner) tools use AI to summarize discussions, highlight risks, and suggest coaching points. Reps get timely feedback, and managers can focus on the areas that matter most. ### **6\. Reengagement of dormant leads** Your CRM is full of leads that went quiet. AI sales agents can scan that data, find the ones most likely to reengage, and send tailored outreach. Tools like Realoq’s RE-Engage and Synthflow AI Voice help bring those prospects back into the pipeline without adding work for your reps. ## **5 Benefits of AI sales agents** A [January 2025 Gartner poll](https://www.gartner.com/en/newsroom/press-releases/2025-06-25-gartner-predicts-over-40-percent-of-agentic-ai-projects-will-be-canceled-by-end-of-2027) found that nearly 20% of organizations have already made significant investments in agentic AI, with another 42% making more conservative moves. Why are companies leaning in? Because AI sales agents deliver benefits that directly impact sales performance. 1. **Greater efficiency.** Reps spend less time on repetitive, low-value work—like combing through CRM data or sending routine follow-ups—and more time on conversations that drive revenue. 2. **Faster lead response.** In sales, speed matters. McKinsey found that 40% of customers expect a business to respond within an hour, and nearly 80% expect it within 24 hours. AI sales agents can respond instantly, keeping leads engaged before interest fades. 3. **Scalable personalization.** Personalized outreach works, but it takes time. AI agents can tailor emails and messages automatically, giving prospects the individualized experience they expect—without requiring hours of manual effort from reps. 4. **Always-on coverage.** AI agents don’t sleep. They can follow up, answer routine questions, or qualify leads around the clock, ensuring opportunities aren’t missed when your team is offline. 5. **More time for selling.** The biggest benefit is focus. When AI agents handle the admin work, reps get back the time they need to build relationships, earn trust, and close deals. ## **Challenges and considerations of agentic AI** Agentic AI brings a lot of promise, but it’s not without challenges. As [Gartner’s Anushree Verma cautions](https://www.gartner.com/en/newsroom/press-releases/2025-06-25-gartner-predicts-over-40-percent-of-agentic-ai-projects-will-be-canceled-by-end-of-2027), leaders need to “cut through the hype” and make smart, strategic choices about how and where they apply this technology. The most common concerns include: - **Quality of results**: Will the AI’s output be accurate, useful, and human-sounding—or will it miss the mark? - **Fit with sales and marketing**: How well do AI agents align with the processes and materials your marketing team has already built? - **Impact on people**: How will these tools change a rep’s day-to-day experience? Could they cause anxiety about being replaced? - **Technical, security, and compliance risks**: From data privacy to integration with complex CRMs, there are serious questions to address before rolling out at scale. The best way to manage these challenges is with a thoughtful rollout: - Start small by piloting one low-risk use case. - Involve IT, enablement, and sales ops early to ensure security and adoption. - Be transparent with reps about what the AI will and won’t do. (It’s there to take work off their plate, not replace them.) Handing over tasks to an autonomous tool can feel uncomfortable at first. But remember: AI is just that—a tool. The goal isn’t to replace your sales team; it’s to give them back the time and focus they need for the parts of selling that only humans can do. ## **How sales can use AI sales agents: 8 steps to get started** Rolling out AI sales agents doesn’t have to be overwhelming. The best approach is to start small, prove value, and then build from there. Here’s a step-by-step process that works: 1. **Assemble a decision-making team**: Bring in sales enablement, IT, and sales ops early. They’ll help ensure security, adoption, and integration. 2. **Pick one task to automate**: Start with something low-risk but time consuming, like scheduling or lead qualification. 3. **Choose a tool to test**: Select an AI sales agent designed for that task, and make sure it fits into your existing workflow. 4. **Run a trial or demo**: Use a pilot program to see how it performs in real situations. 5. **Test with a small group**: Roll it out to a handful of reps first so you can catch issues early. 6. **Track results and feedback** – Look at both the numbers (efficiency, conversion) and how reps feel about using it. 7. **Refine your approach**: Adjust workflows, settings, or training before scaling. 8. **Expand gradually**: Once you’ve proven success, roll it out to more teams and add additional use cases. Some beginner-friendly platforms to explore include SalesGPT (open-source, sales-focused workflows), Knotie-AI (voice engagement with strong data transparency), and Allego (real-time, embedded sales enablement agents). The key is not to rush. By piloting carefully and building trust with your reps, you’ll create the foundation for long-term success with AI sales agents. ## **Practical agentic AI is here (to stay)** Autonomous AI sales agents may sound futuristic, but they’re already part of how modern sales teams work. This isn’t something to put off for later—teams using AI agents today are reclaiming hours, generating more qualified leads, and improving productivity. You don’t need to overhaul your entire sales process to see results. Start small. Automate one task. Prove the value. Then expand. Along the way, keep your reps front and center—because AI is at its best when it supports, not replaces, the human side of selling. The teams that figure out how sales can use AI sales agents effectively today will be the ones setting the standard tomorrow. --- ## **Frequently asked questions: AI sales agents** ### What is an AI sales agent? An AI sales agent is an autonomous tool that uses AI to handle sales tasks like outreach, lead qualification, scheduling, and follow-up—freeing reps to focus on selling. ### **How are AI sales agents different from tools like ChatGPT?** ChatGPT responds to prompts, while AI sales agents act on their own. They analyze data, anticipate needs, and take action without waiting for instructions ### **Will AI sales agents replace human sales reps?** No. They’re designed to be copilots, not replacements. AI sales agents handle repetitive tasks, while humans focus on building relationships and closing deals. ### **How can sales teams get started with AI sales agents?** Start small by automating one simple task—like scheduling or lead qualification—test a tool with a small group, measure results, then expand from there. ### Sales and marketing alignment: The complete guide for 2026 URL: https://www.salesenablementcollective.com/align-sales-and-marketing/ Last updated: 2026-04-14T12:48:12.000Z The wall between sales and marketing is one of the oldest and most expensive problems in business. [Research from Forrester](https://www.forrester.com/blogs/the-truth-about-b2b-sales-and-marketing-alignment/) reveals a dangerous ‘perception gap.’ While 82% of leaders confidently claim their teams are aligned, 65% of marketing and sales professionals disagree, citing a fundamental lack of trust and communication. But this is more than inter-office communication frustrations. When marketing and sales teams operate in blind silos, they create a financial drain. According to the Harvard Business Review, sales and marketing misalignment costs companies [upwards of $1 trillion annually](https://hbr.org/2021/12/are-your-marketing-and-sales-teams-on-the-same-page) in lost productivity and wasted efforts, not to mention the money left on the table in lost leads and bottlenecked [pipelines](https://www.allego.com/learning/what-is-a-sales-pipeline/?utm%5Fsource=sec&utm%5Fmedium=partner). Without alignment between sales and marketing teams, revenue stalls. Marketing generates leads that sellers can’t close, and sales teams hunt for prospects without the air cover of brand messaging. To win in this economy, you need to stop treating sales and marketing as two separate departments. You need to bring them together as one team working toward one goal: driving revenue. ## What is sales and marketing alignment? Sales and marketing alignment is the strategic process of ensuring both teams work as a single revenue unit working toward shared goals. True alignment means: - **Marketing** understands the revenue targets and the precise struggle of closing a deal. - **Sales** understands the brand [narrative](https://www.allego.com/blog/master-storytelling-when-selling-ideas-go-viral/?utm%5Fsource=sec&utm%5Fmedium=partner) and utilizes the content marketing creates to nurture leads. - **Both teams** share accountability for [revenue growth](https://www.allego.com/blog/revenue-growth-checklist-6-elements-to-empower-sellers-and-drive-sales/?utm%5Fsource=sec&utm%5Fmedium=partner) instead of focusing on vanity metrics like impressions or call volume. Alignment empowers these teams to target the right audience with one voice, shortening the sales cycle, maximizing customer lifetime value (CLV), and creating a seamless experience for the buyer. --- **See how your team compares** Discover the top trends shaping the future of revenue teams in our [State of Sales Enablement Report](https://www.allego.com/blog/the-state-of-sales-enablement-report-2025/?utm%5Fsource=sec&utm%5Fmedium=partner). --- ### Why does marketing and sales alignment matter? Sales and marketing alignment matters because it creates a [unified revenue engine](https://www.allego.com/blog/ways-to-activate-sales-content-accelerate-revenue/?utm%5Fsource=sec&utm%5Fmedium=partner) that prevents wasted budget on unused content and accelerates the sales cycle. Sure, alignment can be great for culture, but it’s also a financial necessity. When these two functions sync up, the impact ripples across the entire organization, leading to: - **Higher revenue:** Data consistently shows that alignment drives the bottom line. According to a 2024 HubSpot report, sales teams in aligned organizations are [103% more likely](https://www.hubspot.com/hubfs/HubSpots%202024%20Sales%20Trends%20Report.pdf) to exceed their goals. When both teams hunt the same target, win rates improve. - **Improved Customer Experience (CX):** Modern customers expect a seamless journey. They don’t care which department they are talking to; they just want consistency. Without alignment, customers may feel like they’re restarting the conversation every time they switch from a marketing channel to a sales rep. With sales and marketing alignment, [messaging is consistent](https://www.allego.com/blog/consistent-brand-messaging-is-your-sales-team-telling-your-story-the-right-way/?utm%5Fsource=sec&utm%5Fmedium=partner). The sales rep knows exactly what content the prospect consumed, creating a smooth, trustworthy buying experience. - **Reduced costs and waste:** Misalignment burns cash. Salesforce found that sellers only spend [about 30% of their time selling](https://www.salesforce.com/resources/research-reports/state-of-sales/); the rest is lost to administrative tasks and hunting for content. Furthermore, a report from Influ2 reveals that [53% of companies](https://www.influ2.com/reports/sales-marketing-alignment-statistics) suffer from a “broken hand-off,” where active marketing leads are never contacted by sales. Alignment fixes these leaks, ensuring sellers have what they need and every marketing dollar creates a visible path to revenue. - **Better data-driven decisions:** When teams share a single source of truth, they stop arguing about whose data is wrong and start leveraging [analytics](https://www.allego.com/learning/sales-analytics/?utm%5Fsource=sec&utm%5Fmedium=partner) effectively. Marketing can see which campaigns resulted in closed revenue instead of just clicks, and sales can see which prospects engaged with high-value content before they pick up the phone. It’s clear that misalignment is a liability, but acknowledging the problem is only the first step. To fix it, we need to identify the specific operational pillars where the disconnects occur and build a strategy to bridge them. **Learn more:** See how a strong [sales content management strategy](https://www.allego.com/learning/sales-content-management/?utm%5Fsource=sec&utm%5Fmedium=partner) can help break down silos between sales and marketing teams. ## 6 areas where marketing and sales need alignment Effective alignment requires shared infrastructure. The silo between sales and marketing rarely exists in the high-level corporate vision. It exists in the daily hand-offs and definitions. To build a unified revenue engine, leadership must sync their efforts across these six critical operational areas. ### #1\. Target audience & Ideal Customer Profile (ICP) Sales and marketing teams cannot hit the same target if they’re aiming at different maps. Both teams must work together to define the Ideal Customer Profile (ICP): - **Marketing’s input (quantitative):** Marketing brings the data, identifying demographic trends, firmographic details, and digital behavioral signals that indicate buyer intent. - **Sales’ input (qualitative):** Sales brings the reality check, validating these targets against real-world conversations. They understand why a prospect in a target demographic actually said no, or why an outlier account turned into a massive deal. By combining these insights, you create a unified target list where marketing generates leads that sales actually wants to work. ### #2\. The frontstage and backstage content strategy In a [hybrid sales](https://www.allego.com/blog/best-practices-for-sales-success-in-hybrid-world/?utm%5Fsource=sec&utm%5Fmedium=partner) world, buyers control when they engage. To align on content, teams need a “Frontstage vs. Backstage” framework: - **Backstage (asynchronous): T**his is everything the buyer consumes on their own time, from top-of-funnel blog posts and social media updates to deep-dive whitepapers and pre-meeting agendas. Marketing owns this experience, ensuring that every touchpoint builds trust and educates the buyer so they’re informed and ready when they finally speak to a human. - **Frontstage (synchronous):** This is the live interaction. Sellers need content designed for virtual selling, like slide decks, [battlecards](https://www.allego.com/blog/how-to-improve-sales-team-agility-with-competitive-battlecards/?utm%5Fsource=sec&utm%5Fmedium=partner), and visual aids that facilitate a live Zoom or Teams meeting. When marketing understands this distinction, they move from creating one-size-fits-all content to building a balanced library of [sales enablement assets](https://www.allego.com/blog/17-essential-sales-enablement-assets/?utm%5Fsource=sec&utm%5Fmedium=partner): content that attracts potential customers in the wild and that helps sellers close them in the room. ### #3\. Lead qualification Friction usually happens at the hand-off. If marketing tosses every email capture over the fence, sales gets overwhelmed with bad data. If sales ignores good leads because they don’t look right, revenue dies on the vine. Both teams must agree on a standardized definition of a qualified lead (QL): - **Shared criteria:** Use rigorous qualification [frameworks](https://www.allego.com/blog/sales-methodology-101-select-the-right-approach-for-your-team/?utm%5Fsource=sec&utm%5Fmedium=partner) like BANT (Budget, Authority, Need, Timeline) or MEDDIC to determine exactly when a marketing qualified lead (MQL) becomes a sales qualified lead (SQL). - **The SLA (Service Level Agreement):** This is the contract between teams. It dictates exactly what marketing must deliver (e.g., “Leads with a verified budget and timeline”) and how fast sales must act (e.g., “Contact within 2 hours”). Without this written agreement, marketing celebrates lead volume while sales complains about lead quality. ### #4\. Revenue enablement Marketing teams need to shift mindsets from standard content creation to total [revenue enablement](https://www.allego.com/learning/revenue-enablement/?utm%5Fsource=sec&utm%5Fmedium=partner). It isn’t enough anymore to produce a whitepaper; marketing must ensure sellers know how to find it, how to use it, and when to deploy it in the [sales conversation](https://www.allego.com/blog/the-7-pillars-of-great-sales-conversations/?utm%5Fsource=sec&utm%5Fmedium=partner). This involves equipping the team with: - **Up-to-date sales collateral:** Decks and case studies that match the current messaging so reps aren’t using versions from three years ago. - **Comprehensive playbooks:** Step-by-step guides on how to handle specific competitors or [objections](https://www.allego.com/learning/handling-sales-objections/?utm%5Fsource=sec&utm%5Fmedium=partner). - **Buyer insights:** Data on customer behavior and preferences that helps sellers tailor their approach before they pick up the phone. When marketing *empowers* sales instead of *supplying* them, win rates go up. ### #5\. The feedback loop Alignment isn’t a one-time setup; it’s a cycle. Sales teams have direct interactions with prospects and must offer actionable insights to help marketing refine their strategies. Conversely, marketing sees the digital footprint of the buyer before the call. - **Sales to marketing:** Don’t just reject a lead. Explain why. Was the budget too low? Was the timing off? This data helps marketing refine their targeting for the next campaign. - **Marketing to sales:** Share campaign performance data. Let sales know which content pieces are generating the most heat so they can prioritize their outreach to the most engaged accounts. Without this two-way street, teams work on assumptions rather than data. ### #6\. Shared metrics and KPIs Stop tracking separate goals. If marketing hits their lead goal but sales misses their revenue goal, the company fails. Defining common KPIs that both teams drive toward is essential for measuring the effectiveness of their joint efforts. Key [metrics](https://www.allego.com/blog/improve-sales-performance-metrics/?utm%5Fsource=sec&utm%5Fmedium=partner) include: - **Lead conversion rates:** Not just how many leads are generated, but how many actually turn into opportunities. - **Pipeline velocity:** The speed at which leads progress through the sales pipeline. Alignment should make this faster. - **Customer Acquisition Cost (CAC):** The total cost of convincing a potential customer to buy. When teams align, efficiency goes up, and CAC goes down. Defining these pillars on paper is step one, but true alignment happens in the daily execution. To move from theory to revenue, you need to implement specific operational habits that keep both teams accountable. --- **Make content easy to find – Easy to use** Learn how to make content scalable and seller-first with our [Ultimate Sales Content Taxonomy Blueprint](https://www.allego.com/blog/the-sales-content-taxonomy-blueprint/?utm%5Fsource=sec&utm%5Fmedium=partner). --- ## 7 best practices for sales and marketing alignment Alignment doesn’t happen by accident. To foster a culture of collaboration, you need to implement specific routines and feedback loops. Here are seven best practices to jumpstart sales alignment with marketing teams: - **Establish revenue team meetings:** Schedule regular sales and marketing meetings. Review the pipeline, discuss lead quality, and analyze recent wins and losses. This promotes transparency and stops the blame game before it starts. - **Use video to create a common language:** Written emails often get lost in translation. Video is a vital contributor to building understanding between teams. Sellers should record short, asynchronous debrief videos after key calls. This helps marketing see firsthand what objections arose that they may not have considered. And instead of a long email explaining a new brochure, a product marketer can record a 2-minute video explaining why a strategy was used and how to pitch it. - **Implement cross-functional call listening:** This is a game-changer for alignment. Create a practice where marketing teams listen to recorded sales calls. With cross-functional call listening, marketing teams gain unfiltered insights into prospect priorities, and sales teams learn which marketing assets genuinely piqued the prospect’s interest during the call. - **Co-create content:** Instead of sales demanding assets and marketing guessing what to build, create a feedback loop. Marketing should sit in on sales meetings to identify gaps, and sales should review drafts to ensure they survive the reality test of a live pitch. - **Integrate customer success:** Revenue doesn’t stop at the closed deal. Aligning with customer success teams ensures the promises made by sales and marketing are kept. - **Establish a feedback mechanism:** Formalize how feedback is delivered. Use a dedicated Slack channel or a CRM field where sales reps can rate the quality of leads or request specific content pieces. Marketing teams need to know why a lead was rejected to improve the next batch. - **Celebrate shared wins:** When a big deal closes, celebrate the entire journey. Acknowledge the marketing campaign that sourced the lead, the BDR who qualified it, and the AE who closed it. This fosters camaraderie. Building these habits creates the cultural foundation for alignment. But to maintain that alignment at scale, especially across distributed teams, you need infrastructure that automates the hand-offs and keeps data visible to everyone. **Learn more:** Get more tips for [fixing marketing and sales misalignment](https://www.allego.com/blog/5-ways-to-fix-sales-and-marketing-misalignment/?utm%5Fsource=sec&utm%5Fmedium=partner). ## How technology can break down silos You cannot scale alignment with just good intentions; you need the right toolset: - **CRM system:** Your CRM should be your source of truth. Whether it’s Salesforce or HubSpot, the CRM must be the central hub where both teams view the same data. - **Revenue enablement platform:** Platforms like Allego provide a comprehensive solution for sales content management, training, and coaching. They allow marketing to distribute sales-ready content and track its usage, while sellers access the training they need to deliver the message effectively. - **Digital Sales Rooms (DSRs):** A [DSR](https://www.allego.com/learning/what-is-a-digital-sales-room/?utm%5Fsource=sec&utm%5Fmedium=partner) is a secure, online space to share content with buyers. It aligns teams by giving marketing visibility into which assets are actually viewed by decision-makers, while giving sales up-to-date data to trigger the right follow-up. - **Workflow automation:** You can’t align at scale if you rely on manual data entry. Automation tools bridge the gap between your marketing automation platform (MAP) and CRM. This ensures that every web visit or download is logged instantly, alerting sales reps the moment a prospect shows intent rather than waiting for a weekly report. - **Conversation Intelligence (CI):** [Conversation intelligence](https://www.allego.com/learning/sales-conversation-intelligence/?utm%5Fsource=sec&utm%5Fmedium=partner) is driven by AI tools that record and analyze calls, allowing marketing to mine sales conversations for insights without shadowing every call. - **Collaboration tools:** Tools like Slack or Microsoft Teams facilitate real-time communication. They enable teams to share updates, discuss strategies, and work together on projects, removing the lag of email. These tools form the backbone of a modern revenue engine, removing the friction of manual hand-offs and allowing your teams to execute their shared strategy with speed and precision. ## The future of sales and marketing alignment The era of sales and marketing operating as separate islands is ending. As we move through 2026 and beyond, the distinction between generating demand and closing deals will continue to blur, giving rise to the Revenue Operations (RevOps) model: a holistic approach where data, technology, and strategy are unified across the entire customer lifecycle. Companies prepping for the future don’t need better communication. They need a shared digital infrastructure. The winners will be organizations that equip every seller with the right message, the right content, and the right skills in real-time, regardless of where they are working. To build this future, you need more than just a strategy; you need a platform that turns sales and marketing alignment into execution. Allego is the market-leading revenue enablement platform designed to do exactly that. By consolidating learning, content management, and conversation intelligence into a single app, Allego ensures your marketing and sales teams aren’t just connected. They’re synchronized. **Ready to stop the friction and start the revenue?** [**Book a demo today**](https://www.allego.com/schedule-a-demo-of-allego/?utm%5Fsource=sec&utm%5Fmedium=partner) **to see how Allego unifies your entire revenue team.** ### How to sell through others: Your complete guide to sales enablement URL: https://www.salesenablementcollective.com/channel-sales-enablement/ Last updated: 2026-04-16T14:05:54.000Z ## What is channel sales enablement? Channel sales enablement is the process of enabling your channel partners (like resellers, distributors, referral partners, and affiliates) to perform better. Just as, in [sales enablement](https://www.youtube.com/watch?v=GDcM2Cqx6CY), you help your sales team to sell your products or services effectively, in channel sales enablement, all the same methods apply. You create enablement materials, you hold training sessions, you role-play, and you war game. All these same approaches can help your channel partners to boost your overall sales figures. Here is why channel enablement is important for B2B growth: ### Market expansion without scaling headcount Channel partners help you grow into new regions, industries, and accounts without building the same level of internal sales coverage in every market. They bring existing customer relationships, local expertise, and market access that can accelerate entry and reduce go-to-market cost. For B2B companies selling into complex or specialized markets, that reach can be a major growth advantage. The right enablement program helps partners represent your solution more effectively and turn access into pipeline. ### More predictable execution across the partner ecosystem Enablement consistency pays off: teams that actively share up-to-date materials and best practices hit about 82% of quota, versus just 32% for teams that don’t. That knowledge flow makes partner activation smoother and revenue forecasts steadier. It also reduces operational friction. Instead of answering the same questions repeatedly or sending assets ad hoc, your team can support partners through a repeatable system. [Sales Enablement Salary and Landscape Report 2025SEC’s ultimate analysis of the sales enablement landscape Our biggest report is back and better than ever before. Compare your enablement situation and salary to 100+ of your peers. Learn the challenges your fellow enablers are facing, the opportunities they’re pursuing, the skills they desire, their remuneration, and![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2025/10/SEC_Salary_Landscape_Report_2025_Meta-1.png)](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) ### Competitive advantage through partner success [Partners ](https://www.salesenablementcollective.com/partner-enablement/)are more likely to prioritize vendors that make selling easier. When your program provides better onboarding, stronger training, and more useful tools than competing vendors, you increase partner engagement and mindshare. That matters because partners often influence shortlist decisions, solution design, and final vendor selection. A strong enablement experience does more than support sales. It can become a meaningful source of differentiation in the market. [Partner enablement: A practitioner’s complete guideLearn what partner enablement is and build a repeatable process to support your teams and partners today with onboarding, training, content, tools, and KPIs.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/what-is-partner-enablement-.png)](https://www.salesenablementcollective.com/partner-enablement/) New business relationships mean new audiences for your products and services. This opens the door to constructive feedback about your solutions from parties with a vested interest in your success. Since theirs is an outside perspective, there's a good chance you won't have heard all of their feedback before, giving you fresh chances to improve your products. What's more, if you open up your own [B2B sales enablement materials](https://www.salesenablementcollective.com/b2b-sales-enablement/) to this audience and their own sellers, you get all the same benefits. New sellers, trying out your enablement materials in new ways, can offer feedback that helps you to improve those materials, even for your own sales teams. Working with partners can be profitable, but it brings its own set of challenges. Here's how to build a channel enablement strategy that actually moves the needle: ### Start with structured partner onboarding A strong partner experience starts with a repeatable onboarding process. New partners should know what training to complete, what tools they need access to, how your solution is positioned, and what success looks like in the first 30, 60, and 90 days. This is where enablement tools can make a real difference. Learning management systems and partner portals help you deliver training consistently, track completion, and identify which partners are ready to sell. You're not just hoping they'll figure it out—you're creating a clear path to success. ### Centralize content and tools Partners are far more likely to use your materials when they can find them quickly and trust that they're current. Create a central destination for messaging,[ pricing](https://www.salesenablementcollective.com/pricing-certified-masters-brochure/), product sheets, battlecards, sales plays, and deal support resources. [Pricing Certified | Sales Enablement Certification and TrainingUnderstand and communicate pricing with our expert-led pricing strategy certification made specifically with sales enablement in mind.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_MASTERS_Pricing_Meta.jpg)](https://www.salesenablementcollective.com/pricing-certified-masters-brochure/) If possible, connect your partner content environment to the rest of your revenue stack. PRM platforms, CRM integrations, and content management tools can reduce friction, improve visibility, and help you understand what materials actually support real opportunities. **Here's why this matters.** Let's say you manufacture hardware for computer servers. Your products are technical, and your product lines are extensive. If your reseller partners can't quickly find accurate specifications or benefits for each product, they'll struggle on sales calls. But when you centralize everything in an accessible portal, their reps can find what they need without hunting through emails or outdated folders. They'll speak about your products more accurately and confidently. ### Measure what matters and improve continuously To show ROI, you need metrics that connect enablement to partner performance. Focus on measures like partner activation rate, onboarding completion, time-to-first-deal, content usage, deal contribution, and sales cycle impact. Use those insights in regular partner reviews to identify what's working, where support is needed, and which practices can be scaled across the program. Strong channel enablement isn't a one-time rollout—it's an ongoing system of training, support, measurement, and improvement. [Forty-four point eight percent of companies](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) now track time to first sale, and 14.6% monitor deal size, a 4.3% jump year over year. Partners that race through onboarding and lean on your newest [battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/) tend to win faster and win bigger. ## Getting started with channel enablement If you're building or improving a channel enablement program, **start by assessing the current partner experience.** Look at how partners are onboarded, what training they receive, how easily they can access sales materials, and where internal teams are still relying on manual support. **Next, identify the biggest gaps in your process, content, and technology.** In many programs, the fastest wins come from making onboarding more structured, centralizing partner-facing resources, and improving visibility into partner activity and performance. **From there, choose tools that can support scale.** Depending on your program, that could include a PRM platform, learning system, CRM integration, or content management solution that helps partners find what they need and helps your team track what's being used. **Finally, start with a focused pilot.** Test your updated approach with a small group of engaged partners, measure the impact, gather feedback, and refine the experience before rolling it out more broadly. ### Partnerships can be difficult. All of a sudden, there are more parties to please and more considerations to make at each stage. Managing partner relationships well takes investment. When things get tough, think of the benefits you’ll reap in the future from investing in strong relationships with others in your space that trigger growth. Organizations that doubled down on partner pipelines saw [average pipeline expansion climb from 23.2% to 36.2%](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) . That momentum doesn’t just hedge risk; it accelerates market share gains and long-term growth. ### ### Gap analysis template URL: https://www.salesenablementcollective.com/gap-analysis-template/ Last updated: 2026-04-28T12:59:12.000Z Use the template to conduct a gap analysis to identify the customer journey gaps in your organization. - We have provided an example of how to use this template to 'improve the pre-sales hand-off process'. - You can insert your own customer journey objectives on which to conduct a gap analysis in the rows below. - We have also provided some common customer journey objectives at the bottom of the template, which you are welcome to use as you see fit. ## Download your checklist ![Gap analysis template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/Gap-analysis.png) [Gap analysis template![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyLEC5HoYs-1nCFTVfdI8EK6-bKm_lWAoPuLNS4M4m6EPXg7X46OLbShSHlHM-Pd9gDx-10nIBVo8oHds-52_JeVhrzCZNX7Ecs5-tc-hVKSWDOMQbwP-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1WYw-xRRD13iZjwdkOxup7h9nHUuMkH8%5FLekLqMqnX7o/edit?usp=sharing) [Gap analysis templateGap analysis template.xlsx44 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/04/Gap-analysis-template.xlsx "Download") [Gap analysis template - TemplateGap analysis template - Template.pdf88 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/04/Gap-analysis-template---Template.pdf "Download") _This post is for paying subscribers only._ ### A 5-step framework for consistent sales messaging URL: https://www.salesenablementcollective.com/consistent-sales-messaging/ Last updated: 2026-04-13T09:21:37.000Z When it comes to sales messaging, the most expensive mistake a company can make is winging it. According to [research from 6sense](https://6sense.com/science-of-b2b/buyer-experience-report-2025/), B2B buyers now evaluate an average of five vendors in their purchasing process, and 95% of them ultimately pick a vendor from their initial shortlist. If your team isn’t delivering a consistent, value-driven message from the very first digital touchpoint, you aren’t just losing the deal. You’re likely not even invited to the table. Inconsistent messaging creates a “credibility tax” that stalls pipelines and burns marketing budgets. To win in 2026, organizations need to embrace a dynamic, tech-enabled approach to consistent sales messaging. ## What is consistent sales messaging? Consistent sales messaging is the strategic alignment of every customer-facing employee around a single, unified brand narrative. Having a consistent message ensures that whether a prospect reads a blog post, enters a [Digital Sales Room (DSR)](https://www.allego.com/platform/digital-sales-rooms/?utm%5Fsource=sec&utm%5Fmedium=partner), or speaks to a seller, the core product value and offerings remain identical. True consistency requires three things: - **Uniformity:** Sellers use the same key phrases and highlight the same concepts. - **Authenticity:** Messaging is delivered in the rep’s natural voice but anchored in corporate strategy. - **Agility:** The team can pivot their talk tracks instantly as the market or product features evolve. Without alignment on messaging, the buyer journey quickly becomes fractured. According to Gartner, [69% of B2B buyers report significant discrepancies](https://www.gartner.com/en/newsroom/press-releases/2025-06-25-gartner-sales-survey-finds-61-percent-of-b2b-buyers-prefer-a-rep-free-buying-experience) between the information provided on a vendor’s website and the messages delivered by their sales reps. ### The high cost of inconsistent sales messaging Inconsistencies put both the brand image and real revenue at risk. Misalignment in sales messaging leads to: - **Friction in the rep-free journey:** Gartner reports that [75% of buyers prefer](https://www.gartner.com/en/sales/insights/b2b-buying-journey) a completely rep-free experience. Your buyers spend the majority of their journey self-educating, so when they do finally speak to a sales rep, the stakes are high. If their messaging conflicts with what the buyer has already seen elsewhere, the seller looks more like a hurdle than a partner. - **Deals dying on value, not features:** Confusing or inconsistent messaging often fails to deliver accurate value propositioning. [HubSpot’s 2025 Sales Trends Report](https://blog.hubspot.com/sales/hubspot-sales-strategy-report) shows that the top two reasons deals are lost revolve around how customers perceive value – 37% from “no product fit” and 35% from “poor value for money.” These aren’t failures of product features. They’re messaging failures and an inability to connect the solution to the buyer’s specific pain points. - **A crisis of confidence:** Sellers increasingly see their role as [helping buyers feel confident](https://blog.hubspot.com/sales/hubspot-sales-strategy-report) in a purchasing decision rather than pitching. But your sales teams can’t deliver that confidence to their customers if they don’t have confidence themselves. Inconsistent or constantly changing messaging robs sellers of the certainty they need to get buyers to sign contracts. This friction adds up fast. Research from Harvard Business Review estimates that sales and marketing misalignment costs companies [upwards of $1 trillion every year](https://hbr.org/2021/12/are-your-marketing-and-sales-teams-on-the-same-page) in lost productivity and wasted efforts. Inconsistency in messaging is often the first and most visible symptom of this larger alignment problem. **Learn more:** Get your teams on the same page with our [guide to aligning sales and marketing](https://www.allego.com/blog/align-marketing-and-sales/?utm%5Fsource=sec&utm%5Fmedium=partner). ## 5 strategies to drive consistent sales messaging You may have crisp and clean decks and scripts, and a straightforward record of the CEO’s vision, but if the message isn’t living equally in the minds of your sellers and marketers, it isn’t living in the market. To build a consistent sales message strategy, you need a living system, or a *framework*, that operationalizes consistency across the entire revenue engine: ### #1\. Audit the field sound Most marketing leaders assume they know how the message is being delivered. In reality, they’re often hearing a sanitized version during QBRs. You can’t fix what you can’t hear. To fully diagnose and discover how inconsistent your sales team’s messaging is: - **Listen to real calls:** Using [Conversation Intelligence (CI)](https://www.allego.com/learning/sales-conversation-intelligence/?utm%5Fsource=sec&utm%5Fmedium=partner), you can scan through thousands of hours of recorded sales calls. Look for brand-specific keywords, competitor rebuttals, and core value propositions to see how sellers are communicating your brand’s positioning in the wild. - **Quantify the strategy-to-execution gap:** Compare your CI analysis to the official strategy so you can understand if the disconnect is total or if there’s specific problem areas. - **Isolate will vs. skill issues:** Run a “Stand and Deliver” challenge. Have sellers record a two minute pitch of the messaging. If your reps can deliver the message in a controlled environment but not in real sales calls, you may have a [coaching](https://www.allego.com/blog/sales-coaching-program/?utm%5Fsource=sec&utm%5Fmedium=partner) problem. However, if they can’t deliver it at all, the problem could be training or with the messaging itself. Gathering this baseline data is critical for knowing exactly where the messaging is breaking down so you can target the problems directly. ### #2\. Democratize the gold standard Sellers trust other successful sellers. Instead of forcing a marketing-written script on the team, use peer-to-peer learning to democratize success. Start by: - **Capturing winning moments:** When a top performer nails a specific objection or perfectly articulates the new product vision, capture it. Clip that moment and host it in a shared library. - **Modeling proven success:** New reps shouldn’t just read [battlecards](https://www.allego.com/blog/how-to-improve-sales-team-agility-with-competitive-battlecards/?utm%5Fsource=sec&utm%5Fmedium=partner). They should hear how the top 10% of sellers deliver battlecards in the real world. This allows them to clone successful talk tracks while maintaining their authentic voice. By building a library of game tape, you shift the source of truth from a static PDF to dynamic, real-world examples that sellers actually respect and want to emulate. ### #3\. Certify the managers first Inconsistent messaging often starts with inconsistent coaching. If your frontline managers aren’t aligned on the new narrative, they’ll default to coaching the old way. To get your managers coaching correctly: - **Require manager mastery:** Before rolling out a new message to the field, certify your managers. They need to be able to deliver the pitch perfectly themselves before they can grade their reps. - **Leverage the revenue multiplier:** A manager with 8 reps controls 8x the revenue impact of a single seller. By focusing your efforts on managers first, you ensure that daily reinforcement happens automatically in the field. When managers are certified first, they become the guardians of the message, ensuring that every coaching conversation reinforces the new standard rather than diluting it. ****Build your hybrid coaching program** Get our [Sales Coaching Handbook](https://www.allego.com/blog/sales-coaching-handbook/?utm%5Fsource=sec&utm%5Fmedium=partner) to learn best practices, advice for new coaches, and strategies for measuring success. ### #4\. Activate just-in-time learning Sales reps [forget as much as 90% of what they learn](https://www.ardentlearning.com/blog/what-is-the-forgetting-curve-in-sales-training) in training within the first three months. This phenomenon is called the forgetting curve, and it’s the enemy of consistency. In order to have a consistent sales message, your reps need consistent and [continuous learning](https://www.allego.com/blog/importance-of-continuous-learning-for-sales/?utm%5Fsource=sec&utm%5Fmedium=partner). To keep the message fresh when it matters most: - **Deliver training at the moment of need:** Adults learn best when motivation is high. A seller will be more motivated to learn how to handle a specific [objection](https://www.allego.com/blog/6-common-sales-objections-and-how-to-respond/?utm%5Fsource=sec&utm%5Fmedium=partner) when they’re facing down a call with a difficult prospect. By serving short learning content right in the flow of work, you turn training into preparation. - **Simulate reality with AI roleplay:** Use AI simulators to let reps practice their messaging in a safe environment. An [AI coach](https://www.allego.com/blog/ai-sales-coaching-handbook/?utm%5Fsource=sec&utm%5Fmedium=partner) can listen to their pitch, score it against your brand standards (e.g., “Did you mention the 3x ROI?”), and offer instant feedback without requiring a manager’s time. By shifting learning closer to the moment of execution, you ensure the message is active in the seller’s mind right before they speak to the customer, rather than buried in a notebook from last month’s kickoff. ### #5\. Close the content feedback loop Messaging isn’t static. It’s a living organism that must adapt to the market. Sellers will drift away from the messaging if it doesn’t feel like it works. To prevent messaging drift: - **Foster two-way communication:** Establish a formal channel where sellers can report back on how the message is landing. If any part of the messaging is causing confusion for prospects or for sellers, marketing needs to know immediately. - **Use data to refine:** Use analytics from your Digital Sales Rooms (DSRs) to see which content assets are actually being viewed by buyers. If marketing insists on a 20-page whitepaper but buyers only engage with the 2-minute video, the messaging strategy needs to pivot to match buyer behavior. This continuous loop of data and feedback ensures your messaging evolves with your buyers, rather than becoming a static artifact that sellers ignore. ## Measuring success: KPIs for messaging consistency You cannot manage what you do not measure. In the past, messaging consistency was a soft metric based on anecdotal feedback. Today, with AI and [digital selling](https://www.allego.com/blog/mastering-the-art-of-modern-digital-selling/?utm%5Fsource=sec&utm%5Fmedium=partner) tools, it is a hard metric you can track on a dashboard. To validate your strategy, track these key performance indicators (KPIs): - **Message adherence score:** Don’t guess if reps are using the new positioning. Using Conversation Intelligence (CI) platforms, you can score every call based on the presence of specific keywords, phrases, and objection handlers. - **Sales cycle velocity:** Inconsistent messaging creates confusion, and confusion kills speed. As you roll out your framework, track the time it takes for a deal to move from a qualified opportunity to a closed win. - **Digital Sales Room (DSR) engagement:** Are your sellers using the content marketing created? More importantly, are buyers reading it? DSR analytics reveal if your consistent story is actually being consumed. - **Win rate on stalled deals:** Deals often stall due to a lack of consensus. Improved consistency should directly impact your ability to revive them. Monitor the conversion rate of deals that were previously stuck in the evaluation stage for more than 30 days. Ultimately, what gets measured gets mastered. By making message adherence a visible metric, you signal to the entire organization that how we sell is just as important as what we sell. ## Tools to use for consistent messaging To scale consistency across a distributed team, you need the right infrastructure. A modern revenue team relies on three core technologies working in unison: - **Content management:** A single source of truth where marketing assets live, ensuring sellers never use outdated decks. - **Conversation Intelligence (CI):** The “ears” of the organization, automatically flagging when messaging drifts from the gold standard. - **Digital Sales Rooms (DSRs):** A branded, secure environment that ensures the buyer’s digital experience perfectly mirrors the seller’s conversation. To drive true alignment, you need a unified platform that connects what sellers learn with what they say and what buyers see. You need a platform that turns messaging consistency from a manual headache into an automated advantage. Allego is the market-leading revenue enablement platform designed to do exactly that. By consolidating learning, [content management](https://www.allego.com/platform/sales-content-management/?utm%5Fsource=sec&utm%5Fmedium=partner), and conversation intelligence into a single platform, Allego ensures your marketing and sales teams aren’t just connected. They’re synchronized. Ready to stop the friction and start the revenue? [Book a demo today](https://www.allego.com/schedule-a-demo-of-allego/?utm%5Fsource=sec&utm%5Fmedium=partner) to see how Allego unifies your entire revenue team. ### Can AI coaches replace human coaches? URL: https://www.salesenablementcollective.com/can-ai-coaches-replace-human-coaches/ Last updated: 2026-04-17T16:22:09.000Z > **Can AI coaches replace human coaches?** That's the question Allego set out to answer, with neuroscience. Partnering with Dr. Carmen Simon, Allego ran a biometric study measuring how B2B sales professionals emotionally and cognitively respond to [**AI versus human coaching**](https://www.salesenablementcollective.com/ai-vs-human-coaching-report/) feedback. Using EEG, eye tracking, and physiological sensors, they tracked what sellers felt, where they focused, and what they actually remembered. The findings might change how you think about coaching. ## **What the research found** AI coaching and human coaching each have a distinct edge — and neither wins outright. Sellers who received AI feedback remembered significantly more content 48 hours later, suggesting that structured, consistent feedback supports longer-term retention. Human coaching, on the other hand, drove greater emotional engagement — sellers felt more motivated, relaxed, and connected during training. There was one unexpected finding: sellers who believed a human coach was watching them talked considerably more during simulations. But that extra effort didn't translate into better recall. Trying harder isn't the same as learning better. ## **What it means for your team** The case isn't AI vs. human — it's about knowing when to use each. AI can scale structured feedback and reinforce key skills. Human coaches bring the encouragement and relational depth that keeps sellers motivated to improve. Download the brochure below for the full findings and practical takeaways for sales and enablement leaders. ### The enablement trap: why most revenue enablement doesn't change behavior URL: https://www.salesenablementcollective.com/the-enablement-trap-why-most-revenue-enablement-doesnt-change-behavior/ Last updated: 2026-04-09T17:05:17.000Z Every year, organizations invest in enablement. New methodologies get introduced. Training sessions are delivered. Managers attend the launch. Reps complete the modules. And then, a few weeks later, very little has actually changed. [The pipeline reviews](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/) still sound the same. The deal conversations still rely on relationships and gut feel. The methodology that looked so compelling on day one has quietly been set aside. This isn't a knowledge problem. In most cases, reps and managers know what good looks like. They can articulate the methodology. They understand the process. The gap isn't between knowing and not knowing. It's between knowing and doing, consistently, under pressure, when the quarter is tight and the whirlwind takes over. ### The event-based trap Most enablement is designed around events. A kickoff. A training day. A product launch workshop. A methodology rollout. Events are necessary. They create shared context, build energy, and mark a moment of change. But they are not the mechanism of behavior change. They are the starting point. The mistake is treating [the event as the program](https://www.salesenablementcollective.com/returning-to-in-person-sales-kickoffs/). Running a training day and then measuring completion rates as proof of impact. Moving on to the next initiative while the behavior from the last one is still finding its feet. Behavior changes through repetition, reinforcement, and consequence, not through a single well-designed session. New behaviors require deliberate, repeated practice before they become default. In a commercial environment, where existing habits are deeply ingrained and the pressure to revert is constant, the reinforcement must be sustained and structural. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/Sandler-Submarine.png) The difference between enablement that changes behavior and enablement that doesn't ### Why reinforcement fails in practice Reinforcement breaks down for a few predictable reasons. **The first is manager involvement.** Frontline managers are the single most important factor in whether new behaviors take hold. The manager who runs the [weekly pipeline review](https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/), who coaches on deal strategy, and who asks the questions that signal what actually matters. When managers aren't equipped to reinforce the methodology in the flow of work in their one-to-ones, in deal reviews, or in ride-alongs, the enablement program operates in isolation from the day-to-day. Reps quickly learn that the methodology matters in training, but that the old way is still what's expected in the field. **The second is process alignment.** Behavior change sticks when the process makes the new behavior the path of least resistance. If the CRM stages don't reflect the methodology, if the forecast call asks for gut feel rather than evidence-based criteria, if deal reviews focus on pipeline quantity rather than quality of engagement and next steps — the environment is working against the behavior change, not for it. **The third is sequencing.** Organizations often layer new programs on top of existing ones before the previous initiative has taken hold. At some point, reps start to wait out the programs rather than invest in them. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/a-typical-allocation-of-resources-between-initial-launch.png) A typical allocation of resources between launch and post launch ### What actually moves behavior Three things make the most significant difference in practice. The first is making the new behavior easy to inspect. If managers can't see whether the methodology is being applied in call recordings, in CRM data, or in deal notes, they can't coach it. And if they can't coach it, they default to coaching on outcomes rather than behaviors. "Why isn't this deal moving?" is a very different conversation from "Talk me through how you've mapped the stakeholders and what's driving their decision criteria." The second is connecting enablement to the operating rhythm. The most durable behavior change happens when the new way of working is embedded into the cadences that already run the business, not as a separate initiative, but as the lens through which pipeline reviews, forecast calls, and one-to-ones are run. When the methodology becomes the language of management, it becomes the language of the team. The third is reinforcement over time, not just at launch. What does reinforcement look like at week two, week six, and week twelve? What signals will tell you whether behavior is shifting or reverting? How are managers being supported to coach consistently, not just in the weeks after a training event? Most enablement programs invest heavily in the launch and very little in what comes after. The ratio should probably be inverted. [The Five Pillars of Change Management in Sales EnablementLast quarter, we rolled out two new tools, launched campaign tracking, updated our comp plan, and shifted our messaging — all in just eight weeks. If that sounds familiar, you might also be on a speedboat—racing through wave after wave of change. It’s fast, relentless, and a little chaotic. Hopefully,![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Sales Enablement CollectiveShun Cheah![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Author_Highlight--5-.png)](https://www.salesenablementcollective.com/five-pillars-of-change-management/) ### The manager's question If there's one thing I'd ask any commercial leader to sit with, it's this: how involved are your frontline managers in your enablement programs, not as attendees, but as active participants in reinforcement? [Are they coaching to the methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) in their deal reviews? Are they using the same language as the training? Are they held accountable for the adoption of the behaviors, not just the outcomes? The difference between enablement that changes behavior and enablement that doesn't usually comes down to this. When managers are equipped, involved, and aligned, the program has a chance. When they're passive recipients of the same training as their reps, the new behavior is competing with the old one without any structural support When evaluating an enablement program, most organizations ask: Did people complete it? Did they score well? Did they enjoy it? These aren't bad questions, but they're measuring the event, not the outcome. The more useful question is, six weeks after this program ended, what is different about how people are working? Are deal reviews more structured? Are reps qualifying earlier and harder? Are forecast conversations grounded in evidence rather than confidence? If the answer is "not much," the program delivered knowledge. It didn't change behavior. ### 5 sales enablement best practices to improve sales performance URL: https://www.salesenablementcollective.com/sales-enablement-best-practices/ Last updated: 2026-04-14T12:39:57.000Z Sales enablement is no longer optional—it’s mission-critical. In fact, nearly 77% of organizations agree or strongly agree that advancing their sales enablement strategy is key to driving their business performance, according to the [2025 State of Sales Enablement Report](https://www.allego.com/resources/the-state-of-sales-enablement-report-2025/?utm%5Fsource=sec&utm%5Fmedium=partner). One reason is that sales teams need more support as buyer journeys become more complex. Today, buying committees are larger than ever ([10-11 stakeholders on average](https://corporatevisions.com/blog/b2b-buying-behavior-statistics-trends#buying-committees))—with members often having conflicting priorities. Buying cycles now average 11.5 months. Deals typically require 12.4 touchpoints—up from 9.2 just a year earlier. At the same time, buyers expect more from sellers. Together, these changes mean sales enablement teams must raise their game to meet sellers’ evolving needs. To help you, we created a list of the most effective sales enablement best practices. These actionable strategies show exactly how to improve sales enablement and scale your program. ## **Why sales enablement maturity matters** Sales enablement maturity reflects how effectively an organization aligns people, processes, and technology to drive performance. The Allego + LXA five-pillar maturity model defines this as: - **Planning & strategy**: The extent to which an organization’s sales enablement strategy, initiatives, and roadmap align with its customers, buyer journeys, and business goals. - **Process & operations**: The level of sales and data governance, measurability, content planning, messaging, and campaign processes that underpin the sales strategy and enablement activities. - **People & teams**: The degree to which an organization is resourced to deliver enablement initiatives and support expertise development, recruitment, onboarding, training, and coaching. - **Platforms & technology**: The tools needed to deliver the sales strategy, how well the sales stack is integrated and managed, and the extent to which tools are adopted by the team. - **Pioneer & pilot**: How up-to-date an organization is on market trends, its ability to react to changes in buyer behavior, experiment with new technologies, and adapt rapidly to sales pattern shifts. Maturity across these five pillars pays off: more effective reps, higher win rates, faster onboarding, and richer buyer experiences. The profession is also advancing quickly. **Average maturity scores rose from 3.36 in 2022 to 3.68 in 2024**, edging closer to the ‘Optimal’ level. --- ### **Ready to Put These Sales Enablement Best Practices into Action?** [![A promotional graphic for The State of Sales Enablement Report 2025, featuring the report cover with illustrated people analyzing charts and graphs, highlighting sales enablement best practices, and a Download Now button on the left.](https://cdn-ilbccif.nitrocdn.com/EezRhHRayHGTIxRTEMoSgGjHmKluLfyE/assets/images/optimized/rev-f093d5b/www.allego.com/wp-content/uploads/featured-image-800x450-ebook_The-State-of-Sales-Enablement-Report-2025-2-640x360-1.jpg)](https://www.allego.com/blog/the-state-of-sales-enablement-report-2025/?utm%5Fsource=sec&utm%5Fmedium=partner) Download the *2025 State of Sales Enablement Report* today to see how leading companies are scaling smarter—and learn how Allego can help your team do the same. This report will inspire you to rethink your sales enablement strategies, embrace innovation, and empower your teams to achieve new levels of performance [Get the r](https://www.allego.com/resources/the-state-of-sales-enablement-report-2025/?utm%5Fsource=sec&utm%5Fmedium=partner)[eport.](https://www.allego.com/blog/the-state-of-sales-enablement-report-2025/?utm%5Fsource=sec&utm%5Fmedium=partner) --- ## **How to improve sales enablement: 5 best practices** If you’re wondering how to improve sales enablement, the key is to advance systematically across the maturity pillars. The 2025 State of Sales Enablement Report identifies five best practices that leading organizations follow that create stronger alignment, higher productivity, and better buyer experiences. ### **1\. Align enablement strategy with buyer behavior and business goals** Today’s buyers are more independent, conducting extensive research before speaking with sales. In fact, 78% of sales leaders report that buyers prefer self-service journeys, and as mentioned, the average deal now requires 12.4 touchpoints. That’s why mature organizations tightly align their enablement strategies with how buyers actually buy. By integrating buyer behavior insights into [sales training](https://www.allego.com/blog/sales-training-ideas/?utm%5Fsource=sec&utm%5Fmedium=partner), messaging, and processes, teams can ensure every interaction drives value and supports business outcomes. This alignment is one of the core sales enablement best practices for adapting to modern buyer behavior. > 78% of sales leaders report that buyers prefer self-service journeys. *— 2025 State of Sales Enablement Report* ### **2\. Break down silos and align sales, marketing, and operations** Sales enablement cannot live in isolation. Yet, 18% of organizations still cite siloed departments as a barrier to advancing maturity. High-performing companies overcome this by [unifying sales, marketing, and operations.](https://www.allego.com/blog/align-sales-marketing-customer-success-drive-revenue/?utm%5Fsource=sec&utm%5Fmedium=partner) In doing so, they’re able to share data, integrate content strategies, and ensure consistent messaging across the buyer journey. This creates a seamless handoff from first touch to post-sale, which improves efficiency and builds trust with buyers. ### **3\. Invest in AI-driven tools that scale coaching, content, and analytics** AI has become a core driver of sales enablement maturity. Nearly 70% of organizations agree that AI is essential to improving sales team efficiency and effectiveness. Practical use cases include [AI-powered search](https://www.allego.com/blog/gen-ai-transforms-sales-content-creation-organization/?utm%5Fsource=sec&utm%5Fmedium=partner) to help reps find content instantly, simulations and role-plays that let sellers practice lifelike scenarios, and analytics that connect enablement activities to revenue outcomes. For example, Agilent used [Allego’s AI-driven coaching](https://www.allego.com/ai-sales-coaching/?utm%5Fsource=sec&utm%5Fmedium=partner) and analytics to cut two hours of non-selling time per rep each week and generate 15% incremental sales growth across pilots. > Nearly 70% of organizations agree that AI is essential to improving sales team efficiency and effectiveness. — *2025 State of Sales Enablement Report* ### **4\. Personalize sales training with just-in-time learning** One-size-fits-all sales training is no longer effective. According to the report, 78% of organizations say their learning strategies are underpinned by [personalized training](https://www.allego.com/blog/secret-to-success-is-personalized-learning-for-sales-teams/?utm%5Fsource=sec&utm%5Fmedium=partner), and 71% prioritize just-in-time coaching. This approach ensures reps receive the exact content, coaching, or practice they need in the flow of work. Companies that adopt personalized and on-demand training models not only accelerate ramp times but also create a culture of continuous improvement that keeps sellers competitive in an AI-driven market. Personalized, just-in-time learning is central to how organizations improve sales enablement and drive rep performance. > 78% of organizations say their learning strategies are underpinned by personalized training, and 71% prioritize just-in-time coaching. — *2025 State of Sales Enablement Report* ### **5\. Consolidate your tech stack to reduce friction and improve adoption** While technology powers enablement, too many tools create complexity. The report found that 76% of companies say poor adoption of sales tools is the top reason reps miss quota. That’s why forward-thinking organizations are [consolidating their tech stacks](https://www.allego.com/blog/sales-enablement-tools-in-the-virtual-world/?utm%5Fsource=sec&utm%5Fmedium=partner)—bringing content, coaching, and collaboration into a single sales enablement platform. TIAA, for example, eliminated multiple systems and unified training resources when it adopted [Allego’s sales enablement platform](https://www.allego.com/platform/revenue-enablement/?utm%5Fsource=sec&utm%5Fmedium=partner), cutting duplication and providing 24/7 access to curated content. Simplifying the stack reduces costs and makes it easier for reps to adopt the tools that truly impact performance. ## **What sales enablement maturity looks like in action** Best practices become even more compelling when you see them applied in real-world organizations. Two Allego customers, Agilent Technologies and The Hillman Group, demonstrate how advancing sales enablement maturity translates into measurable business impact. ### **Agilent: Saving time and driving sales growth** Agilent Technologies, a global leader in life sciences and diagnostics, faced fragmented sales systems and a product-centric approach that limited efficiency. After consolidating six systems into Allego’s all-in-one sales enablement platform, the company equipped its reps with mobile-friendly tools, AI-driven coaching, and curated content workflows. The results were striking: **Each sales rep reclaimed two hours of non-selling time per week**, which they could reinvest in customer engagement. Training pilots powered by Allego drove an **average 15% increase in incremental sales growth**, with some product lines seeing up to 28.5% growth. By aligning strategy with buyer needs, leveraging AI-driven coaching, and consolidating technology, Agilent advanced its maturity and boosted both efficiency and revenue. Another strong example of how to improve sales enablement comes from The Hillman Group. ### **The Hillman Group: Cutting onboarding time in half** The Hillman Group, a leading manufacturer and distributor of hardware solutions, struggled with fragmented content management and a cumbersome onboarding process. With Allego, the company introduced a structured 180-day onboarding program featuring role-based courses and videos, **cutting ramp time from six months to just 90 days**. The Hillman Group also centralized its content management, replacing scattered SharePoint files with 23 product-specific channels in Allego. This eliminated inefficiencies, **reducing internal content requests by** **74%**, while Allego’s [Digital Sales Rooms](https://www.allego.com/platform/digital-sales-rooms/?utm%5Fsource=sec&utm%5Fmedium=partner) created engaging, customer-facing hubs that generated more than **11,000 external views**. By consolidating systems and focusing on personalized, just-in-time learning, the company advanced its sales enablement maturity and accelerated both rep readiness and customer engagement. ## **Turn best practices into long-term enablement success** The path to enablement maturity requires more than a single initiative. It’s built through consistent application of best practices over time. As the 2025 State of Sales Enablement Report makes clear, organizations that align strategy to buyer behavior, break down silos, leverage AI, personalize training, and consolidate their tech stacks are better equipped to scale enablement. These practices also help deliver measurable results. Sales enablement maturity is not just about tools. It’s about strategy, adaptability, and disciplined execution. Teams that continually refine processes, experiment with new approaches, and stay agile will achieve not only short-term wins but sustained revenue growth and stronger buyer relationships. Sales enablement has become mission-critical. By consistently applying sales enablement best practices, leaders will not only understand how to improve sales enablement. They’ll also transform it into a true growth engine that drives sustained performance. ## **Frequently asked questions about sales enablement best practices** Below are answers to common questions about sales enablement best practices and how to improve sales enablement. ### **What are sales enablement best practices?** **Answer:** Sales enablement best practices are proven strategies that help organizations support their sellers more effectively. They include aligning enablement with buyer behavior, breaking down silos across teams, leveraging AI-driven tools, personalizing training, and consolidating the tech stack. ### **How do sales enablement best practices improve sales performance?** **Answer:** When applied consistently, best practices shorten onboarding, increase rep productivity, improve win rates, and deliver better buyer experiences. They create alignment between people, processes, and technology, ensuring sellers have the right support at every stage of the buyer journey. ### **How can my company start improving sales enablement?** **Answer:** The first step in learning how to improve sales enablement is to assess your maturity across the five pillars. The five pillars are Planning & Strategy, Process & Operations, People & Teams, Platforms & Technology, and Pioneer & Pilot. From there, prioritize the gaps and implement best practices systematically. ### **Why is AI important for sales enablement?** **Answer:** AI helps scale coaching, content discovery, and analytics. By doing so, sellers can more easily prepare for meetings, practice real-world scenarios, and connect enablement activities to revenue outcomes. Nearly 70% of organizations now view AI as essential to improving sales team efficiency. ### **What are examples of companies using sales enablement best practices successfully?** **Answer:** Agilent Technologies consolidated six systems into a single platform. Doing so saved reps two hours per week and generating 15% incremental sales growth. The Hillman Group cut onboarding time in half and reduced content requests by 74% by centralizing its resources and using [Digital Sales Rooms](https://www.allego.com/blog/digital-sales-rooms-real-life-story/?utm%5Fsource=sec&utm%5Fmedium=partner). ### The modern sales coaching model URL: https://www.salesenablementcollective.com/the-modern-sales-coaching-model/ Last updated: 2026-04-17T16:16:34.000Z Most sales teams know coaching works. The hard part is making it happen consistently; when managers are stretched, feedback is hit or miss, and learning rarely sticks. [**A new model is emerging**](https://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/) that tackles this head-on. Rather than choosing between AI tools and human coaching, high-performing organizations are combining both — using AI to deliver structured, repeatable feedback at scale, and human coaches to add the context, encouragement, and judgment that drives real behavior change. This brochure from Allego walks through how that hybrid model works in practice, including a four-step coaching cycle that takes sellers from practice to reinforcement. It also covers what to measure, both the performance metrics and the human signals, to know whether your coaching is actually landing. Download it below for a practical framework you can apply to your own team. ### Sales Enablement Summit Denver, April 2026 URL: https://www.salesenablementcollective.com/sales-enablement-summit-denver-april-2026-2/ Last updated: 2026-04-08T14:44:00.000Z _This post is for paying subscribers only._ ### Sales Enablement Salary and Landscape Survey 2026 URL: https://www.salesenablementcollective.com/the-sales-enablement-salary-and-landscape-survey/ Last updated: 2026-04-08T12:00:21.000Z ### Have something to say about the state of enablement in 2026 ? The Sales Enablement Salary & Landscape Report 2026 is our most ambitious research study yet and it only works if the people doing the work are the ones shaping it. Every response makes the data more accurate, more representative, and more useful for the entire community. We’re on a mission to bring you hundreds of the latest stats, facts, figures, and data points from the enablement industry. **Your five minutes shapes the entire field's conversation.** The data you share, combined with hundreds of your peers creates the clearest picture of where enablement stands and where it's going. Here's what we expect to learn from this survey: - **Benchmark your salary:** See how your pay stacks up against peers across your region, industry, and experience level. - **Stay ahead of the curve:** Get insights into AI adoption, emerging tools, and the KPIs that top-performing enablement teams prioritize. - **Navigate your next move:** Map out career progression with clear pay expectations at every seniority level. ### Who should take part The enablement community runs on shared knowledge. This survey is open to anyone working in or adjacent to sales enablement, regardless of title, team size, or industry. When you contribute your experience, you help set the standard for what good looks like, for salaries, for team structures, and for career expectations. If you work in enablement, revenue enablement, sales training, content strategy, or L&D within a revenue function, your response belongs here. [Take the survey now](https://productmarketingall.typeform.com/to/PPFPR1Nj) ## FAQs #### ****Is the survey confidential?** Completely. We don't collect your name or contact details. Your responses feed into aggregate data only. #### ****What do I get out of it?** Access to one of the most detailed industry reports available to enablement professionals. The more people who respond, the sharper and more reliable the insights including the salary benchmarks most people rely on to negotiate, plan, and advocate for their teams. #### ****Can I share the survey with my team or network?** Please do. The broader the response pool, the more useful the data is for the entire community. ### Only 12% of deals are won by the "best" solutions URL: https://www.salesenablementcollective.com/only-12-of-deals-are-won-by-the-best-solutions/ Last updated: 2026-04-03T15:00:57.000Z Let me start with a confession. I've been in [sales leadership](https://www.salesenablementcollective.com/the-alliance-c-suite-masterclass/) for years, and for most of that time, I thought I knew why we won or lost deals. Turns out, I was wrong. Dead wrong. And if you're like most sales enablement professionals, you probably are too. Here's what changed my perspective: 103 million hands of online poker. Stay with me here. During COVID, when we were all trapped at home, researchers at MIT decided to study online poker players. They analyzed 103 million hands, looking for patterns in how people played and won. What they found should make every [sales enablement](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/) professional sit up and take notice. Only 12% of hands were won by the statistically best cards at the table. Think about that for a moment. In 88% of cases, the player with the weaker hand still managed to win. They bluffed better. They bet smarter. They played the game better than their opponents. The player made the difference, not the cards they were dealt. Sound familiar? In our hyper-competitive [B2B landscape](https://www.salesenablementcollective.com/b2b-sales-enablement/), where everyone claims to have the best product or service, the parallel is striking. Your sellers are the players at the table. And just like in poker, they're often the deciding factor between winning and losing. ## The pendulum swings back to human connection Remember when Gartner told us that two-thirds of buyers preferred a rep-free buying experience? That stat haunted sales organizations for years. Well, here's some good news: buyers have changed their minds. Recent data shows that 75% of buyers now prefer to talk to a sales professional at critical moments in their buying journey. The pendulum has swung back. Despite all the digital tools, all the self-service options, all the [AI-powered chatbots](https://www.salesenablementcollective.com/which-ai-training-really-prepares-reps/), buyers still want to talk to humans when it matters most. As my colleague Tim Reister puts it: "The last bastion of competitive differentiation is a seller with his or her lips moving." Let that sink in. Your sellers, with their ability to connect, understand, and persuade, remain your most powerful competitive advantage. ## The 53% reality check Here's where things get really interesting. When we acquired Primary Intelligence, a win-loss analysis company, we gained access to 150,000 unique data points from B2B buying decisions. We wanted to answer one simple question: why do buyers choose one vendor over another? For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) _This post is for paying subscribers only._ ### The Modern Sales Coaching Playbook URL: https://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/ Last updated: 2026-09-08T09:32:15.000Z A 19-page handbook by Allego on modern sales coaching that combines AI-powered tools with human insight to drive lasting behavior change and measurable performance improvement. # Turn every rep into your best rep Your reps have untapped potential – you just need the right system to unlock it. This handbook gives you the neuroscience-backed framework for combining AI precision with human empathy, so your coaching doesn't just feel good in the moment but drives real, lasting behavior change that shows up in your numbers. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/z7BgsLGz3x2Z66aDpohJCw/UFd-vFfNQAdqnwclYtfUf871jOLHtsxjDe-5emRHqwIOtaZnJcgv1BOIRQLfJbYDZ25bl2EliGVIZrn2mo2sc533OuSovf-U7YBXvimfDJayjtYZM8kX9GsDKk3tyFylmaxTl-ehpTl5Wetw-o4hc0lkR1hlGCQOXZhwNq5THcE1O8O-U8ZrIIZ7WLl4rtyWMM-8-qmdLaniTSq1pPOvKg/GjYI9QcYz54QPi6gL7Nd_oBTr5aRqA3NXo8NsuVuXIA) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-1.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/9mbz9SiRaR7oMiC3Eu2dXg/cBll1sXsbRgjxK76UbrB7OT2k06dHP1I4K_39Ejkf0KGeDZLec0WpqWEfwF9m6LRjC51l56TpZjIU3h1dT4sv15zkAFBg3pgV3Mh6N4VLx7hE1V9cB8GJUNrD0Ndg7PgJpQ2HYu8ss9spGSjLbHqoULZ15_xyxhQVLF3cgLhBDz28L0jSq9I_slCJ_ppOd0z/nWQ9Wxs_O3oP8UY5vjAjGnueh32PaAPyMWkM8uzkVvY) ## A complete coaching framework by Allego From the four-step coaching process to industry-specific adaptations to a complete measurement framework, this handbook equips you to coach with clarity, consistency, and impact – whether you're developing new hires or pushing veterans to their next level. [Give me my copy](#download) ## What you’ll discover ![](https://www.salesenablementcollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **"hamburger" of hybrid coaching**: Why starting with AI and ending with humans creates stickier learning than either alone. **[(Page 14)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) How to identify the **hidden talents** in your team that most managers never discover – simply by changing your observation approach. **[(Page 8)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why the best coaching cultures produce **lower turnover and reduced recruiting costs** – not just higher close rates. **[(Page 15)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) **Two coaching methods** that activate completely different parts of the brain – and why using only one leaves performance gains on the table.\*\* [(Page 3)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)\*\* ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why AI coaching helps sellers **remember 50% more** – and the simple sequencing trick that makes it work. **[(Page 10)](https://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The counterintuitive timing trick: Why **slightly delaying** one type of feedback actually strengthens memory retention. **[(Page 10)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **surprising metric from conversation intelligence** that reveals exactly where revenue is won and lost. **[(Page 13)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why focusing on your **"middle tier" sellers** delivers the biggest ROI on your coaching investment. **[(Page 16)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why traditional role-play creates anxiety that kills learning – and the **low-pressure alternative** that accelerates skill development instead. **[(Page 9)](http://%3Chttps://www.salesenablementcollective.com/the-modern-sales-coaching-playbook/%3E/#download)** [Give me my copy](#download) ## Download your copy now This handbook won't cost you a penny, but it will show you exactly how to unlock your team's hidden potential. Download now and get the neuroscience-backed playbook for coaching that sticks, turning inconsistent feedback sessions into a sustainable culture of excellence that develops every rep into the seller they're capable of becoming. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/z7BgsLGz3x2Z66aDpohJCw/UFd-vFfNQAdqnwclYtfUf871jOLHtsxjDe-5emRHqwIOtaZnJcgv1BOIRQLfJbYDZ25bl2EliGVIZrn2mo2sc533OuSovf-U7YBXvimfDJayjtYZM8kX9GsDKk3tyFylmaxTl-ehpTl5Wetw-o4hc0lkR1hlGCQOXZhwNq5THcE1O8O-U8ZrIIZ7WLl4rtyWMM-8-qmdLaniTSq1pPOvKg/GjYI9QcYz54QPi6gL7Nd_oBTr5aRqA3NXo8NsuVuXIA) [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/z7BgsLGz3x2Z66aDpohJCw/UFd-vFfNQAdqnwclYtfUf871jOLHtsxjDe-5emRHqwIOtaZnJcgv1BOIRQLfJbYDZ25bl2EliGVIZrn2mo2sc533OuSovf-U7YBXvimfDJayjtYZM8kX9GsDKk3tyFylmaxTl-ehpTl5Wetw-o4hc0lkR1hlGCQOXZhwNq5THcE1O8O-U8ZrIIZ7WLl4rtyWMM-8-qmdLaniTSq1pPOvKg/GjYI9QcYz54QPi6gL7Nd_oBTr5aRqA3NXo8NsuVuXIA) ## Download your copy now This handbook won't cost you a penny, but it will show you exactly how to unlock your team's hidden potential. Download now and get the neuroscience-backed playbook for coaching that sticks, turning inconsistent feedback sessions into a sustainable culture of excellence that develops every rep into the seller they're capable of becoming. [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ### Stop reviewing deals, start coaching sellers URL: https://www.salesenablementcollective.com/stop-reviewing-deals-start-coaching-sellers-video/ Last updated: 2026-04-02T11:07:55.000Z Every sales leader believes in coaching. But in reality, it rarely happens the way it should. Managers get pulled into forecasts, sellers focus on closing, and “coaching” turns into pipeline inspection. But that's deal interrogation, not coaching. --- ## And it’s costing you performance Deal reviews might tell you *what’s at risk*… but they don’t improve *how sellers actually sell.* So, the same issues keep showing up: - Weak discovery - Poor positioning - Missed opportunities in live conversations The gap between strategy and execution never closes. --- ## What do high-performing teams do differently? They don’t rely on ad hoc coaching; instead, they build **systems that make coaching consistent, scalable, and effective.** In this session, you’ll learn how to: - Define what “good” looks like in real sales conversations - Turn best practices into clear, repeatable frameworks - Shift managers from deal inspectors to true coaches - Reinforce the right behaviors through structured feedback and practice --- ## Scale coaching without burning out your managers The best teams aren’t coaching more—they’re coaching smarter. See how AI is helping organizations: - Extend manager reach without adding more meetings - Create safe, realistic environments for seller practice - Deliver immediate, actionable feedback at scale ***Coaching is a system, not a meeting.** ## Watch the full session Learn how to: - Turn coaching into a driver of real performance - Build stronger, more confident sellers - Create consistency across every deal, not just the ones you review 👉 **Watch now and start building a coaching system that actually works.** ### Coaching sellers to handle objections with confidence URL: https://www.salesenablementcollective.com/coaching-handle-objections-confidence-video/ Last updated: 2026-04-02T11:10:15.000Z Every deal hits resistance. But top performers don’t fear objections; instead, they use them. Most sellers get this wrong. They hear pushback and assume the deal is slipping. They rush to defend, over-explain, or drop the price. That’s where deals are lost. Because objections aren’t rejection. They’re a signal: *the buyer is engaged, but something isn’t clear yet.* --- ## What if your team knew exactly what to do next? In this session, you’ll learn how high-performing sales teams turn objections into forward momentum instead of friction. Instead of memorizing scripts, you’ll find out how to: - Slow the conversation down at the right moment - Uncover what’s really behind the objection - Ask questions that move deals forward - Re-anchor conversations in real business value --- ## Make it a skill and not a guessing game Objection handling shouldn’t depend on instinct or experience. You’ll see how sales and enablement leaders are building **repeatable, coachable systems** that help every seller: - Respond with confidence under pressure - Practice in realistic scenarios (including AI role play) - Build consistency across the entire team ***Because the goal is to turn objections into progress and not "handle" them.** ## Watch the full session Learn how to help your sellers: - Stay in control of difficult conversations - Understand what buyers *really* mean - Move deals forward with clarity and confidence 👉 **Watch now and transform the way your team handles objections.** ### AI vs. Human Coaching Report URL: https://www.salesenablementcollective.com/ai-vs-human-coaching-report/ Last updated: 2026-09-08T09:31:56.000Z A 30-page neuroscience research report by Allego revealing how B2B sellers respond differently to AI coaching versus human coaching – and what that means for your training programs. # What’s actually working in coaching? You've invested in coaching. You've rolled out AI tools. But do you actually know what's working? This first-of-its-kind study uses EEG, heart rate monitoring, and eye tracking to show you precisely how sellers experience feedback – emotionally and cognitively – so you can coach smarter, not harder. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/2qFNT3P4Zph-XHLhSHTWmw/CUuc6O372UH41gxEovr8rj-30ZJe03IT_9bxckf6BfN8vVJghjomaw0LHKERgMo9lHoirDnNqbVsFWnOB-ptH_G2C632sx5H01CES2zWJwInzD4Euup2gu0pdhYCWQ_xFtse3KAPIEoN-NBqdOx-WrbioMliYhb4rdn1NnvTC8ov-ANGUIdghztwjN-3nNc5B3Hvw9NHak4ATw-7oCzQ1nV7n0geXYxnmCem05YDvuE/il3w9tOeXauF5vhuB6t05RpRt6ZJwTkcvbato-iIsAI) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-1.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/GdvcVqRcbatW37sWg2ZWzA/_uJbCvOOfUKi6NBf-LBDGhL4zYymWRA_qIf5R4Mx4sCERb5MzriD1G_c5P3FB5dEnmaYWeT9U64Nh22h1qWDTX8AvnFkLjNgc0a1E3dbLExwlPrMRo7vuoO1n_RVdqTEkAYjMc4zhitXwNrhoqC4CFNxmRN8mJlFH0rVTArvQmSOcf3AYc4wVV0XSYxSrjoY/6X_PtcaDa49tVpHsrKyoDd7oB2lZMtXbj2vVI_h2QQY) ## What Allego and neuroscience reveal about coaching Packed with actionable recommendations from neuroscientist Dr. Carmen Simon, this report gives you the exact framework for blending AI and human coaching – so your sellers retain more, perform better, and actually apply what they learn. [Give me my copy](#download) ## What you’ll discover ![](https://www.salesenablementcollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **emotional state** that primes sellers for better learning before they even start practicing – and which coaching type triggers it. **[(Page 12)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) What happens when you ask sellers if they'd **switch coaching types** – and why their brain data tells a completely different story than their words.\*\* [(Page 27)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)\*\* ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why **younger sellers (Gen Z)** may reject emotionally neutral AI feedback – and the expectation gap driving this response. **[(Page 26)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The surprising reason **written feedback** outperforms verbal coaching for long-term recall – even when both are rated equally accurate. **[(Page 22)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **well-being gap** between coaching types that only shows up during one specific phase of training. **[(Page 13)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why sellers who talked **45% more** during practice actually remembered *less* – and what this reveals about the illusion of performance. **[(Page 17)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) What **"approach behavior"** reveals about seller motivation – and which coaching type consistently triggers it. **[(Page 13)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) Why your **mid-career sellers** (ages 35-50) respond differently to AI coaching than younger or older reps – and how to tailor your approach. **[(Page 24)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** ![bullet](https://www.salesenablementcollective.com/assets/img/check-bullet-point.svg) The **50% memory advantage** one type of coaching has over the other – and it's not the one most sales leaders would guess. **[(Page 6)](http://%3Chttps://www.salesenablementcollective.com/ai-vs-human-coaching-report/%3E/#download)** [Give me my copy](#download) ## Get your copy now This report costs you nothing – but it could transform how your entire team learns. Take a look at the neuroscience behind why sellers remember **50% more** from AI feedback, why human coaching still matters for motivation, and exactly how to combine both. Stop building training programs on instinct and start building them on evidence. ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/2qFNT3P4Zph-XHLhSHTWmw/CUuc6O372UH41gxEovr8rj-30ZJe03IT_9bxckf6BfN8vVJghjomaw0LHKERgMo9lHoirDnNqbVsFWnOB-ptH_G2C632sx5H01CES2zWJwInzD4Euup2gu0pdhYCWQ_xFtse3KAPIEoN-NBqdOx-WrbioMliYhb4rdn1NnvTC8ov-ANGUIdghztwjN-3nNc5B3Hvw9NHak4ATw-7oCzQ1nV7n0geXYxnmCem05YDvuE/il3w9tOeXauF5vhuB6t05RpRt6ZJwTkcvbato-iIsAI) [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/57/57/1788868800000/2qFNT3P4Zph-XHLhSHTWmw/CUuc6O372UH41gxEovr8rj-30ZJe03IT_9bxckf6BfN8vVJghjomaw0LHKERgMo9lHoirDnNqbVsFWnOB-ptH_G2C632sx5H01CES2zWJwInzD4Euup2gu0pdhYCWQ_xFtse3KAPIEoN-NBqdOx-WrbioMliYhb4rdn1NnvTC8ov-ANGUIdghztwjN-3nNc5B3Hvw9NHak4ATw-7oCzQ1nV7n0geXYxnmCem05YDvuE/il3w9tOeXauF5vhuB6t05RpRt6ZJwTkcvbato-iIsAI) ## Get your copy now This report costs you nothing – but it could transform how your entire team learns. Take a look at the neuroscience behind why sellers remember **50% more** from AI feedback, why human coaching still matters for motivation, and exactly how to combine both. Stop building training programs on instinct and start building them on evidence. [Give me my copy](#download) ![](https://www.salesenablementcollective.com/assets/img/reports/decal-5.svg) ### Defining enablement’s seat at the table | Sales Enablement Labs URL: https://www.salesenablementcollective.com/defining-enablements-seat-at-the-table-sales-enablement-labs/ Last updated: 2026-05-29T07:41:32.000Z _No content available._ ### The new content playbook: Live, competitive, and buyer-led | Sales Enablement Labs URL: https://www.salesenablementcollective.com/the-new-content-playbook-live-competitive-and-buyer-led-sales-enablement-labs/ Last updated: 2026-09-02T07:43:51.000Z _This post is for subscribers on the Pro+ membership | Event, Pro Membership, Pro+ membership and Pro+ membership upgrade tiers only._ ### Proving ROI on tech investments and driving rep adoption | Sales Enablement Labs URL: https://www.salesenablementcollective.com/proving-roi-on-tech-investments-and-driving-rep-adoption-sales-enablement-labs/ Last updated: 2026-05-29T07:42:00.000Z _No content available._ ### Change management and adoption | Sales Enablement Labs URL: https://www.salesenablementcollective.com/change-management-and-adoption-sales-enablement-labs/ Last updated: 2026-07-15T08:24:17.000Z _This post is for subscribers on the Pro+ membership | Event, Pro Membership, Pro+ membership and Pro+ membership upgrade tiers only._ ### Modern onboarding and everboarding | Sales Enablement Labs URL: https://www.salesenablementcollective.com/modern-onboarding-and-everboarding-sales-enablement-labs/ Last updated: 2026-06-04T08:08:39.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership and Pro+ membership upgrade tiers only._ ### Turning AI roleplay into a scalable coaching engine | Sales Enablement Labs URL: https://www.salesenablementcollective.com/turning-ai-roleplay-into-a-scalable-coaching-engine-sales-enablement-labs/ Last updated: 2026-05-29T07:42:38.000Z _No content available._ ### Narratives that change minds: The storytelling skills every enablement leader needs | Sales Enablement Labs URL: https://www.salesenablementcollective.com/narratives-that-change-minds-the-storytelling-skills-every-enablement-leader-needs-sales-enablement-labs/ Last updated: 2026-05-29T07:41:53.000Z _No content available._ ### Building an enablement charter that earns trust and powers scale | Sales Enablement Labs URL: https://www.salesenablementcollective.com/building-an-enablement-charter-that-earns-trust-and-powers-scale-sales-enablement-labs/ Last updated: 2026-05-29T07:42:31.000Z _No content available._ ### Beyond Vanity: Metrics that showcase Enablement’s value | Sales Enablement Labs URL: https://www.salesenablementcollective.com/beyond-vanity-metrics-that-showcase-enablements-value-sales-enablement-labs/ Last updated: 2026-05-29T07:42:25.000Z _No content available._ ### Sales Enablement Labs URL: https://www.salesenablementcollective.com/sales-enablement-labs-workshops/ Last updated: 2026-05-29T07:38:31.000Z _No content available._ ### Sales Enablement Powerhour Bi-weekly virtual meetups URL: https://www.salesenablementcollective.com/sales-enablement-powerhour/ Last updated: 2026-09-04T10:14:54.000Z Introducing **Sales Enablement Powerhour**, an exclusive bi-weekly virtual meetup for Pro and above members. **Sales enablement professionals of all levels** will come together bi-weekly in an open forum, where you'll be able to discuss everything from onboarding and ramp optimization, to sales methodology alignment, tool adoption, and driving measurable impact across the sales organization. Each Sales Enablement Powerhour will be led by a specially selected host, and attendees can submit topics for the agenda. If you’re interested in joining, check out the upcoming dates below - we look forward to seeing you there! --- ## **Upcoming dates and topics:** We meet every two weeks on **Thursdays at 4:00 pm BST** **⏭️ September 17 - Coming soon** **⏭️ October 1 - How to Rock SKO '27** **⏭️ October 15 - Coming soon** **⏭️ October 29 -** **AI in sales enablement: hype vs. reality** **⏭️ November 12 -** **Solo enablers: How to drive revenue as a team of one** SPONSORED [![CTA Image](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/04/SEC_Powerhour_Event_Calendar-2-1.png)](https://www.salesenablementcollective.com/signup/) [Upgrade to join ](https://www.salesenablementcollective.com/signup/) ### **Join to:** - 🚀 Grow your sales enablement career and advance to the next level with the help of this expert community - 🤝 Build relationships with other sales enablement leaders, exchange ideas, best practices, and experiences - 🎯 Become a stronger sales enablement professional through tailored advice, discussions, and networking **Meet your Sales Enablement Powerhour hosts:** [Shannon Story](https://www.linkedin.com/in/shannon-story/), Sr. Revenue Enablement Manager at DoiT *Shannon is a Revenue Enablement leader who believes great enablement starts with the GTM strategy, not the training calendar. She specializes in building scalable enablement programs that connect business priorities to seller behavior, performance, and measurable revenue outcomes. Her experience spans GTM transformation, change management, onboarding, sales methodology, and cross-functional programs across high-growth SaaS and cloud organizations. Shannon is passionate about moving Enablement beyond reactive training and positioning it as a strategic function that helps organizations navigate change, improve execution, and accelerate growth.* [**Alcinda Moezelaar**](https://www.linkedin.com/in/alcinda-massango/), Head of TTS Sales Enablement at RMB Bank *As the TTS Head of Sales Enablement at RMB, Alcinda Moezelaar is a strategic leader in data-driven decision-making who helps drive revenue growth and optimise sales processes through analytics, innovation, and cross-functional collaboration. Her career spans various roles at various global consulting firms, where she specialised in auditing, advisory, and business process optimisation as well as business intelligence projects that empowered organisations with data-driven insights.* [**Danielle Meyer**](https://www.linkedin.com/in/danielle-meyer-561357a3/), Sales Enablement Manager at Matilion *Danielle is a Sales Enablement Manager with a simple mission: to turn 'it’s complicated' into 'it’s closed.' After transitioning from an AE role, she has dedicated the last two years to mastering the 'how' of sales success. Her toolkit includes everything from SDR coaching and course design to sales process optimization and high-stakes SKO planning. She is particularly energized by the intersection of Sales Enablement and AI. She loves finding new ways to integrate AI into our tech stacks to scale our impact and improve our output.* [**Adam Talanczuk**](https://www.linkedin.com/in/talanczuk/), Global Head of Growth at Lingaro *Adam is a revenue growth executive integrating sales, digital marketing, and strategic alliances into a unified GTM engine. He specializes in AI-enabled revenue execution, demand-to-deal orchestration, and scalable commercial systems that improve pipeline quality and win strategy. With a strong focus on sales readiness and partner activation, he helps organizations modernize their go-to-market approach for today’s digital buyer. Adam champions enablement as the strategic layer that aligns teams, accelerates performance, and unlocks sustainable growth.* [**Sonia Pupaza**](https://www.linkedin.com/in/soniapupaza/), Revenue Enablement Lead at Empower Value *Sonia is a Revenue Enablement Leader and Learning Architect dedicated to solving the "Accidental Manager" bottleneck. She specializes in transforming high-potential ICs into strategic leaders through a phased *5-Pillar Framework*: build self, systems, people, teams, and relations. By treating the Front Line Managers layer as a scalable engine rather than a risk factor, Sonia ensures enablement initiatives drive measurable forecast accuracy and talent retention.* [**Rachel Panfil**](https://www.linkedin.com/in/rachel-panfil-88268472/), Sales Enablement Manager at Onit *Rachel Panfil has spent more than 5 years supporting team performance in SaaS and the high-net-worth insurance industry. With a background in L&D she's passionate about building onboarding and training programs that provide teams with the access to information and tools they need, when they need it.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/Meta-copy.png) ### S1 ep1: Enablement is broken. Let's fix it. [Video] URL: https://www.salesenablementcollective.com/enablement-is-broken-lets-fix-it-video/ Last updated: 2026-09-07T09:41:31.000Z [The Enablement Optimization PodcastMarketing Podcast · Updated fortnightly · The Enablement Optimization Podcast is for the people doing the work. Not consultants theorizing about it. Not vendors selling into it. The practitioners, the directors building enablement functions f…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-32-8eb744b8-6484-4a47-b6a1-f4cb81e94276.png)Apple Podcasts![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/1200x1200bf-60-6b16e06d-3891-43f0-845e-10175e3ac5c4.jpg)](https://podcasts.apple.com/gb/podcast/the-enablement-optimization-podcast/id1888276269) ### How I built an AI-powered sales enablement system that actually works URL: https://www.salesenablementcollective.com/how-i-built-an-ai-powered-sales-enablement-system-that-actually-works-2/ Last updated: 2026-03-20T16:00:02.000Z I could have called this "Most sales trainings don't stick." You probably would have understood exactly what I meant. But I didn't. I called it the [human-AI partnership](https://www.salesenablementcollective.com/a-human-approach-to-ai-and-automation/) because I'm incredibly passionate about this topic, and I want to share what I've learned about making sales frameworks actually work. My name is Caroline Maloney, and I'm the Global Head of Sales Enablement at [The Travel Corporation](https://ttc.com/). I lead a 70-person team globally that handles everything from QA and training to global product knowledge management, instructional design, and onboarding. Most importantly for this conversation, I built a bespoke sales framework for my organization, and I'm using AI to wrap around it for reinforcement. Let me tell you how. ## The uncomfortable truth about sales frameworks How many times have you heard this? "We rolled out a new [sales framework](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/)." Exciting, right? You spend six months building it, another six months rolling it out, and then... nothing. Your sellers haven't adopted it the way you hoped. There's no meaningful conversion uptick. You're left wondering what went wrong. I have a hypothesis about why sales frameworks fail, and it comes down to six main reasons. **First**, they stop at [training](https://www.salesenablementcollective.com/evolution-of-enablement/). We run the sessions, we check the box, and we assume the job is done. But training is just the beginning. **Second**, they treat every seller the same. A tenured sales rep who's been crushing quotas for years needs something completely different from a brand-new hire who just graduated from college and is excited to work at a tech company. Yet most frameworks ignore this reality. **Third**, many sales frameworks live outside the flow of work. Sure, you might be using Highspot or Seismic; fantastic tools, both of them. But if you're relying on those platforms alone to house your framework, you're missing out on the reinforcement that happens in real time, when sellers actually need it. **Fourth**, they don't start with a test cohort. I learned this one the hard way. We can't just roll out something new to every single salesperson in the organization and hope for the best. We need to start small, learn, and iterate. **Fifth**, frontline leaders aren't enabled early and often. I could write a book about this topic. Enablement leaders often completely miss the critical step of getting buy-in from frontline sales leaders. I'm not talking about VPs of sales or directors of sales. I'm talking about sales managers, performance leads, the people who are actually working with your frontline sellers every day. And last, KPIs are vague and determined after the fact. It's an ongoing struggle for enablement teams. We can't necessarily overlap our KPIs with sales leadership, but we have to be responsible for meaningful behavioral change in our sales team. Above all else, there's no integration strategy to ensure that your training or framework will actually stick. For expert advice like this straight to your inbox, sign up for Pro+ membership. You'll also get access to 100+ hours of exclusive video content, a complimentary Summit ticket, and so much more. So, what are you waiting for? [Get Pro+ ](https://www.salesenablementcollective.com/pro-plus-membership/) _This post is for paying subscribers only._ ### Five reasons your B2B deals are stalling mid-pipeline and how to move them URL: https://www.salesenablementcollective.com/five-reasons-your-b2b-deals-are-stalling-mid-pipeline/ Last updated: 2026-03-24T17:45:34.000Z Too often, deal outcomes are pushed from one month to the next, then into the next quarter, but never marked as lost or actively rejected. For reporting purposes, these are still live opportunities. In reality, they are not progressing. This is one of the most common issues I see in [B2B businesses](https://www.salesenablementcollective.com/b2b-sales-enablement/), and it isn’t caused by external factors like pricing or competition. More often, stalled deals are the result of how those opportunities were qualified, managed, and progressed by the sales team (or not). [Research](https://hbr.org/2022/06/stop-losing-sales-to-customer-indecision) consistently shows that a large proportion of B2B opportunities end in no decision rather than a competitive loss, which means the biggest risk is not losing to another vendor but losing momentum altogether. If you want to improve pipeline performance, it’s worth understanding why deals stall mid-pipeline, because that is where most of the damage happens. ## What do I mean by mid-pipeline? When I talk about mid-pipeline, I am referring to the no-man's land after evaluation and before shortlist evaluation, where deals go to die. This is typically where proposals are shared, internal discussions happen, and buyers evaluate risk more seriously. At this point, you are no longer trying to generate interest. You are trying to guide a buying group through a decision. This means that deal discipline is more important than early-stage interest. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/Pipeline-fate-breakdown.jpg) ### Reason 1: Poor qualification at the start The most common cause of stalled deals is also the least surprising: the deal should not have entered the pipeline in its current form. The client's problem might be loosely defined or based on an assumption. There may be no clear urgency or consequence of inaction. Access to decision-makers is limited, or opportunities were created to hit targets rather than because the conditions were right. In any of these cases, a deal may move initially because the buyer is willing to explore options. But as soon as scrutiny increases, the momentum will slow down. This is consistent with what we see across most B2B pipelines. 💡 Stalled deals are the result of weak buying signals entering the system, which makes progression difficult regardless of rep effort. Put simply, if the commercial foundations are not in place early on, the deal will almost always stall later. This is why [qualification frameworks](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) matter. They are a practical filter. If you can’t clearly answer what problem is being solved, who owns it, and why it needs to be addressed now, the deal is active but not viable. ### Reason 2: Weak understanding of the decision process One of the biggest mistakes I see is assuming that interest equals progress. A contact may be engaged. They may respond positively. They may even request a proposal but none of that means the business is ready to buy. B2B decisions are made by groups, not individuals. Those groups, often known as the ‘buying committee’, have competing priorities, internal politics, and different levels of risk tolerance. If you do not understand how that decision will be made, the deal will slow down as soon as it reaches internal review. > The warning signs are consistent: no clear map of stakeholders, no visibility of approval steps through finance, legal, or procurement, no defined timeline, and too much reliance on a single contact to champion the deal internally. Your role goes beyond selling a solution. You need to [help the buyer navigate their own internal process](https://www.salesenablementcollective.com/buyer-enablement/). If that process is unclear to you, your progress will be inconsistent. ### Reason 3: Lack of urgency and unclear value A deal will only move as fast as the buyer's motivation to change. If that motivation is weak, the deal slows down regardless of how strong your solution is. This shows up in familiar ways: proposals sent but never actively discussed, interest that remains warm but never converts into commitment, and the ever-reliable "let's revisit this next quarter." > At this stage, the issue is rarely functionality, competition, or price. More often, it is the absence of a compelling event, something that creates a real reason to act within a defined timeframe. That could be a contract renewal, a new senior hire with a mandate to change approach, a regulatory requirement coming into force, or a budget that must be allocated before year-end. Without [something like this](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/), the deal relies on general interest rather than a genuine need to act. For a deal to move, the buyer needs to be confident in three things: why they need to act, why they should choose you, and why they should act now. If any of those are unclear, the safest decision is to do nothing, which is exactly why so many deals end in indecision rather than loss. There is a broader dynamic here worth naming. Buyers are risk-averse. They are more concerned with avoiding a bad decision than making a good one. If the perceived risk of change outweighs the perceived benefit, the deal will stall. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/Richard-Lane-1.jpg) ### Reason 4: Inconsistent or passive follow-up Every interaction should [move the deal forward in a specific way](https://www.salesenablementcollective.com/sales-management-routines-at-scale/). That means agreeing on what happens next, when it happens, and who is responsible. When meetings end without a clear next step, when long gaps appear between touchpoints, or when proposals are sent without a scheduled review call, the deal drifts. And once a deal starts drifting, it rarely recovers on its own. One of the simplest ways to address this is to introduce a mutual action plan, a shared document agreed upon with [the buyer who outlines the key steps required to reach a decision](https://www.salesenablementcollective.com/buyer-enablement/). Who owns each step on both sides, and the timeline for those steps. It covers when the proposal will be reviewed, when additional stakeholders will be brought in, when commercial discussions will happen, and what needs to be resolved before a final decision. The critical distinction is that these steps are agreed upon together, not assumed by the seller. [Conversations, not content: How sales enablement lost its way | SECContent is king for content marketers, but conversations are the lifeblood of sales: how to put together a conversational toolkit for reps![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-503.png)Sales Enablement CollectiveSteve Mayernick![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1531537571171-a707bf2683da-1)](https://www.salesenablementcollective.com/conversations-not-content-how-sales-enablement-lost-its-way-2/) ### Reason 5: Over-reliance on the wrong pipeline signals A final issue that causes B2B deals to stall mid-pipeline is how teams interpret pipeline data. Many businesses still rely on [sales activity signals](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/) to judge deal health. They measure KPIs such as: - Recent contact - Number of meetings - Volume of opportunities - Pipeline coverage ratios [These metrics](https://www.salesenablementcollective.com/sales-metrics/) help track sales activity, but they do not tell you whether a deal is progressing or how that translates to pipeline movement. Stalled deals often remain marked as “active” because something happened recently, even if nothing meaningful changed, which is why pipeline quality is more important than pipeline size. Leading metrics for quality include: - Stage aging - Conversion rates between stages - Opportunities with no clear next step If you are not tracking these signals, you will miss early signs of stagnation and overestimate pipeline strength. [Not all sales metrics are equalAre you celebrating busyness, or are you actually hitting milestones? Here is how to tell if your team is making real progress or just running in place![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-502.png)Sales Enablement CollectiveRichard Lane![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Richard.png)](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/) ## What should sales leaders do differently? If this article has you ready and raring to address stalled deals in your CRM, the first piece of advice I can give you is to improve how deals are created, qualified, and progressed in the first place. A few small shifts can make a difference. Whenever I am asked to help an organization close more deals, I always go back to qualification. [Move performance conversations](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/) away from activity volume and towards stage conversion, time in stage, deal velocity, and win rate. These give you a far clearer picture of whether opportunities are genuinely moving. Embed a qualification framework and use it consistently. That means defining clear stage exit criteria, requiring evidence of buyer commitment before moving deals forward, and challenging assumptions in deal reviews rather than accepting surface-level updates. Look beyond surface-level updates. Instead, ask your sales development reps: - What has changed since the last interaction? - What has the buyer committed to? - What is preventing the next step? If they can’t answer those questions, the deal is not progressing. Finally, align your enablement activity directly to deal progression. Content libraries, CRM tools, and messaging frameworks all have their place, but the central question should always be: what do sellers need to do differently to move a deal from one stage to the next? Everything enablement delivers should tie back to that. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/Stage-conversion-funnel-1.jpg) ## Stalled deals are a signal Stalled deals can’t be fixed by asking the team to call more or push harder. They are usually the result of how opportunities were qualified, how well the buying process was understood,[ how clearly value was communicated](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/), and how consistently momentum was managed. When those elements are in place, deals move forward. When they aren’t, they slow down. Simple as that. For sales leaders looking to improve pipeline performance, start by reviewing what is progressing versus what is active. Be stricter on qualification. Be clearer on decision processes. Make sure every interaction ends with a defined next step. And pay closer attention to signals like time in stage and conversion, not just pipeline size. Because in most cases, improving revenue performance is not about [generating more leads and opportunities](https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/) but getting more of them over the line. ### Sales Enablement Summit New York 2026 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-new-york-2026-ondemand/ Last updated: 2026-03-18T15:24:20.000Z _This post is for paying subscribers only._ ### What is sales enablement? A comprehensive guide URL: https://www.salesenablementcollective.com/what-is-sales-enablement/ Last updated: 2026-03-18T16:12:53.000Z ## What is sales enablement? Sales enablement is a strategy which encompasses coaching, training, content, technology, processes, and all other activities with the aim of supporting and empowering sales reps to progress sales opportunities through knowledge-based interactions with prospects. The simple version: Sales enablement is about providing salespeople with support and training to help them be better at what they do. Sounds easy enough, but there’s more to it than meets the eye. A good sales enablement department will work with key stakeholders to ensure: - New sellers are [onboarded quickly and efficiently](https://www.salesenablementcollective.com/secs-onboarding-playbook-download-it-today-blog/). - There’s [quality sales content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) for sellers to use. - That sellers know which pieces of content to use (and when). - That seller performance is tracked so sellers know where they need to improve. - The company’s [sales kick-offs](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) are engaging and effective. - Sellers have the fewest possible barriers during the sales cycle and in their day-to-day role. - That good sales training and coaching is going on. - Cross-functional communication between the marketing team and the sales team is efficient. - That the organization’s long-term sales enablement strategy is sound. While specific responsibilities vary from role to role, you get the idea. Sales enablement departments work on improving and maintaining some of the most critical, revenue-driving aspects of an organization. --- --- ### What isn't sales enablement So, there’s our sales enablement definition. But sometimes things are better understood by taking a look at what they’re *not*. Most importantly, sales enablement *is not sales operations.* Sales operations deals with the processes, the technology, and the overall *backend* to the sales experience. That means things like setting up automations in the CRM (Customer Relationship Management software) and training salespeople on how to use the software and tools that help them to do their job. Enablers might sometimes work with the SalesOps team, but their responsibilities are distinct. There’s also a distinction to make between sales enablement and sales training, or sales coaching. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/Report-5.png)](https://www.salesenablementcollective.com/optimizing-your-most-important-marketing-channel-your-sales-team/) [ Get the playbook ](https://www.salesenablementcollective.com/optimizing-your-most-important-marketing-channel-your-sales-team/) --- ### How is sales enablement different from sales training and coaching? [B2B sales enablement](https://www.salesenablementcollective.com/b2b-sales-enablement/) is different from sales training in that it focuses on providing the sales team with all the knowledge, resources, and tools they need to be successful long-term. Sales training, however, is geared towards teaching sellers the specific sales skills they need to improve their performance, increase their win rate, and close more deals. In that sense, sales training is *just one aspect* that sits under the wider umbrella of sales enablement. In the past, people with job titles like sales trainer and sales coach would teach those specific skills. These roles still exist today, but as organizations began to expand their sales training into broader, more strategic disciplines the need for the term “sales enablement” came about. ### Why is sales enablement important? Sales enablement is important because, as a function, it dedicates itself to supporting and empowering sales reps. Empowered sales reps: - Display increased sales confidence. - Are more likely to improve their performance. - Provide a better customer experience for prospects. Multiplied across your entire sales team, this can lead to increased revenue. And, as you’ll know, the [buyer journey](https://www.salesenablementcollective.com/buyer-journey-stages-and-tactics-template-framework/) no longer starts at the first contact with the seller. Nowadays, potential customers are well-informed before they ever interact with your sales team. If your sales reps aren’t prepared for that, you’ll fall behind the competition. They need to be kept up to date with the latest developments in buyer behavior, and sales enablement plays a crucial role. Sales success is about more than just training and coaching sellers in the short term to strengthen their skills. It’s about having a long-term, strategic sales enablement process in your organization that ensures your sellers are equipped with the knowledge they need to speak authoritatively about your products, as well as those of your competitors. Do this, and watch your reps discover their newfound ability to communicate why yours is the only *real* solution for *each* individual prospect. In turn, you’ll see your sales teams close more deals and bring in more revenue. And what could be more important than that? 🤑 --- [What is a sales enablement maturity model? | SECA sales enablement maturity model helps you track your team’s journey to becoming a key, strategic part of your organization. This article explains why the model is important and what it looks like.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/09/volodymyr-hryshchenko-L0oJ4Dlfyuo-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-enablement-maturity-model/) --- ### What is the goal of sales enablement? Sales enablement exists to increase the profitability of an org’s sales team. That’s the key goal. As you can imagine, increasing win rates means increasing the effectiveness of each sales rep on payroll. More won deals means more revenue. As such, enablement can be excellent for a business’ bottom line. But increasing win rates isn’t the only way an enablement team can increase your sales team’s profitability. Here are some of a sales enablement professional’s responsibilities that also lead to increased revenue: - To successfully onboard reps. - To improve sales confidence. - To boost sales win rates. - To aid sales teams with their greatest challenges. According to our survey for the [2025 Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/), **72.8%** of enablement teams are responsible for onboarding new sales reps, while a staggering **97.3%** of enablers are at least *partially* responsible for onboarding. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/Onboarding-ownership.png) [2025 Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) ### Why might this be? Onboarding is directly tied to the “time to productivity” metric. That is, how long does it take for a new rep to come into the company and start effectively selling, more than offsetting the cost of bringing them into the business? Improving the confidence of sales reps is another core responsibility, and is tied to profitability in a number of ways. First, a more confident sales rep is a more comfortable, relaxed sales rep. More confidence means less anxiety, more freely flowing conversations, and better performance under pressure. As sales is a performance-based role, it’s common for underperformers to churn. The hiring and training process costs a business money, so turning an underperformer into a reliable rep is another way enablement teams can increase overall team profitability. Enablement teams can instill this confidence in a number of ways. Providing strong enablement content, is one way of doing this. ### What is sales enablement content? So, the creation and maintenance of sales content is another part of the sales enablement job description. [The Sales Enablement Landscape Report 2025](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) found that **over 80%** of enablement teams are at least partially involved in the process of creating this content. Sales content, sales collateral, and sales enablement content (these terms are often used interchangeably) give reps the ammunition they need to handle common objections, speak authoritatively about problem competitors, and frame your product as the ideal solution for the prospect. [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/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/Content-Strategy-1.png)](https://www.salesenablementcollective.com/content-mapping-template-framework/) This content comes in different shapes, sizes, and formats. From one-pagers that sales reps can give to prospective customers, to battlecards that reps can use to get the lowdown on their competitors before a sales call. Simply put, [sales enablement content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) contains information for either a sales professional or prospective customer to view, which provides them with a better understanding of your product or service, and convinces the prospect of the value of that product or service. ## Reporting and analyzing your sales enablement results Sales enablement works. [According to G2](https://learn.g2.com/sales-enablement-statistics?ref=salesenablementcollective.com), “organizations with sales enablement achieve a **49%** win rate on forecasted deals, compared to **42.5%** for those without. But how do you know your efforts are working? And, even if you’re convinced they are, how do you make a convincing case to your bosses that you deserve the investment you’ll need to achieve your career goals? Measuring sales enablement can be difficult — it’s often tricky to tie a new onboarding program directly to an increase in new rep ramp time, for example. And how do you prove that your new content management system has led to easier access to content — and therefore increased usage? --- --- The answer is to pay attention to key sales enablement metrics. Here are the top five metrics enablers use to measure the success of their function, according to our [2025 Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/): - Content adoption. (**50%**) - Win rates. (**42.2%**) - Quota attainment. **(43.1%)** - Sales cycle length. **(33.6%)** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/content-adoption.png) [2025 Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) ### The importance of content adoption rate The most widely adopted metric enablement teams use to measure success, according to our data, is the *rate of adoption for enablement content*. A whole **50% of enablers** use this metric to measure their own success. Here are some reasons why this is important: - **First**, content adoption is easy to measure. All reps need to do is report whether they use the content they’re given, and whether they believe it helped in the outcome of a deal. - **Second**, content adoption is an input-related metric, and the closest thing to a leading indicator of success you’ll get. Your enablement team can directly control how much enablement content they produce, and its quality. Metrics like win rates and sales cycle length are lagging indicators of success, since deals may take months to close. - **Third**, low content adoption rates can signal wasted enablement efforts and, importantly, a general lack of cohesion among the sales team. ### A lack of cohesion in the sales team Enablement content doesn’t just deal with competitors. It also serves as a delivery method for key deliverables from the product marketing team, like your positioning and messaging strategy. Product positioning and messaging change over time, so your customer-facing teams need to be kept abreast of any updates to the way you’ve decided you’ll speak about your products or services. This is because it’s crucial your prospects experience a coherent, congruent customer journey. If only some of your reps are using the content you produce, such cohesion is off the table, and usually points to a lack of alignment within the team. In practice, this means different reps giving prospects different takes on where your product shines, what its strengths are, who it’s for, and what position you occupy in the competitive landscape. This is a problem. You want the same message drilled into your prospects at every touchpoint. It makes your brand seem more reliable, more trustworthy, and more worthy of your prospect’s money. --- [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_objectives_kpis.jpg)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) --- ## Who owns sales enablement? So we understand a bit more about the function and its goals. But who does the work sit with? In smaller companies, there’s often no dedicated enablement team. Instead, multiple departments (either formally or informally) handle the enablement responsibilities. Primarily, marketing, product marketing, and sales will take on the responsibility to ensure sales reps have content that helps them sell the organization’s product or service, and that sales leadership is providing adequate coaching for underperforming reps. At larger businesses with the budget for a dedicated enablement function, you’ll have [solo sales enablers](https://www.salesenablementcollective.com/how-to-run-a-one-person-enablement-team/), or even entire teams dedicated to ensuring reps are receiving top-class support. According to last year’s Sales Enablement Landscape Report, the most common team composition is a one-person team (35%), followed by 2-4 (30.7%). ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/Enablement-teams-2.png) [2025 Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) ## How to perform sales enablement So… how do you *do* sales enablement? If you’ve been tasked with building an enablement function, how the heck do you do it? ### Step 1: Align with the C-suite First, you need to get a sense of what the business’ goals are. When it comes to enablement, this is often simple: “Sell more products. Make more money.” But it’s not always so cut and dried. It’s *always* worth checking in with the leadership team. This might just mean perusing documented files that outline your company goals. At a small startup, though, this might mean sitting down one-on-one with the CEO. The name of the game here is to figure out: 1. Where the organization is right now. 2. Where the org wants to get to. Then, it’s up to you, the sales enablement professional, to figure out how you can help make that happen. ### Step 2: Time for a Listening tour Now, you need to get a sense of what the problems are. These are the blockers currently preventing the company from moving from point A to point B as defined in step 1. To understand the problems, you need to listen to your stakeholders. That includes your sales reps, but it also includes other departments around the business. Product marketing might have already tried some enablement with little success. Such information can be invaluable. Take “listening” literally, too. Listen to recordings of sales calls for the most objective view of what might be going on during conversations with prospects. Listen hard, read between the lines if you have to about what the problems are, before seeking to offer solutions. If you get the solution wrong because you didn’t listen well enough, you’ll waste time producing the wrong stuff, and you risk having reps follow guidance that hurts performance rather than helps it. There’s no surer way to damage your reputation, so take your time with this step. ### Step 3: Get Stakeholders on board The message to convey is this: You’re here to help. Not to get in the way. You’re there to help reps earn more commission, experience less stress and anxiety, to feel more confidence, and to more consistently achieve their goals. “Seek first to understand, then to be understood” is the fifth habit in Stephen Covey’s bestselling book, “[The 7 Habits of Highly Effective People](https://www.amazon.co.uk/Habits-Highly-Effective-People-Anniversary/dp/1471195201/ref=sr%5F1%5F1?crid=34UW9QEMUY7L5&dib=eyJ2IjoiMSJ9.KIWtEtORlJzyFgRW21YYJDd7w2s1l5SYDdMDTmnm338BFkhissGjLhrrIz0pm8YsuK7aMPfMdeBedun4y9KeS%5FrJNUvcW0pcHBStgp910tzh4qrGAiAiIW2EeSfpZWOTgfubzjyifmT6zJoj3T%5FpJp9Ag2Led-qpxP2f9R%5F%5F7RbWw8pcOheGHqMtZLwVH2OQGdjsgd9wXgstaTV-yaiv82j4M2pi18bueIMLfAJpR34.P4OPcfVqzOKCv1Xx7OS%5FWPaK%5FQgTcBK9I-5RqMEZcgw&dib%5Ftag=se&keywords=stephen+covey&qid=1722003455&sprefix=stephen+covey,aps,86&sr=8-1)”. If you want people to see your point of view, first show them you understand theirs. When you take your time in Step 2, and can show your stakeholders that you understand their frustrations by communicating them back to them in your own words, you’ll find people much more willing to try out your solutions when you eventually present them. ### Step 4: Start building solutions You know where you are, and where you want to get to. You have a good idea of what’s standing in the way of you getting there. So it’s time to start removing those blockers, and that means building solutions. Now’s the time to start creating enablement content. You may have to work cross-collaboratively at this stage, which is why it’s so important to have buy-in already. Collate the information your reps need to handle objections more effectively, or deal with tough competitors when they come up in conversation, and deliver it to them in the way they’ve told you should be most useful. ### Step 5: Start delivering those solutions Hold workshops and deliver content with your content management system (CMS) to get reps the information they need, *when* they need it. At this point, it’s *really* crucial that your reps are bought in, or that all important metric, the content adoption rate, will be abysmal. You’ll have gone to all that effort of building solutions for the problems your reps face, and it won’t matter. No one will be engaged during your workshops. No one will use the content you’ve built. When your reps *are* on board, however, they’ll be aware of your work before you bring it to them. They’ll be checking in, and offering feedback when you ask for it. They’ll help you shape the ultimate enablement solution *for them*, and they’ll help you iterate and improve on future versions, too. And that’s crucial: Your first version is not your final version. Don’t fret about getting something perfect over the line. If it helps a little bit, it has done its job. So long as you keep listening, future versions *will* be better. --- ## Looking for next steps? So you know how to perform sales enablement in principle, but do you have a strong enough mental model of the function to navigate its challenges with confidence? Our eBook guides you through the core pillars of sales enablement. Check it out. 👇 [The core pillars of sales enablement: SEC eBookOur free eBook lets you dip your toes into an ocean of enablement knowledge to help you kickstart your career.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-8.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_The_core_pillars_of_sales_enablement_eBook_meta_.png)](https://www.salesenablementcollective.com/the-core-pillars-of-sales-enablement-ebook/) --- ## What are sales enablement tools? Sales enablement professionals adopt a wide array of tools and technology to help them in their role. These include content management and learning management systems, AI-powered conversation intelligence tools, all-in-one sales enablement platforms, and more. These tools help sales enablers support reps more effectively at scale. There’s a lot of depth to this conversation, which is why we have an entire article dedicated to running through the various types of [sales enablement technology and tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) you’ll hear about in the landscape. ## What is revenue enablement, and how does it differ? If you’ve joined in on any conversations across the enablement community, or attended our events, you’ll probably have heard the term [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/). But what is revenue enablement and where did it come from? Essentially, organizations began realizing that the principles behind sales enablement were incredibly sound. For that reason, they began to expand from solely empowering and supporting the sales team, to looking at the entire customer-facing, revenue-driving part of the organization. Now, you’ll often find more mature enablement organizations dropping the “sales” label and going by revenue enablement, taking the marketing and customer success teams under their wing. This ensures that there’s total alignment between what the prospect is experiencing pre-sale, during the sales process, and post-sale in their interactions as a new customer. ### What about go-to-market enablement? It’s the same story with go-to-market enablement. Why stop with the customer-facing teams if enablement is so effective? Organizations that employ go-to-market (GTM) enablement extend that level of support to any department involved in that GTM process of launching a new product or service, including product and often engineering teams too — in addition to the teams covered by revenue enablement. ### Where does buyer enablement fit into this? Buyer behavior has changed, and continues to change. While sales enablement is one part of the equation in adapting to this change, “[buyer enablement](https://www.salesenablementcollective.com/buyer-enablement-what-is-it-and-why-is-it-important/)*”* is also a part of this adaptation. The idea of buyer enablement involves bringing that same level of empowerment that reps receive from sales enablement, to buyers. Buyer enablement is part of a larger move to a buyer-centric selling paradigm. You have to understand a buyer’s preferences before, during, and after they buy if you want to provide them with the best experience possible. ## Getting hired as a sales enablement manager Becoming a sales enablement professional can be a deeply rewarding career path. Your job involves helping others achieve their potential, and assisting those who are struggling in their role. What’s more, your work is closely tied to revenue, so annual salary review conversations should be a breeze. There's also a creative element when it comes to designing content and training sessions, as well as aspects of project management and data analysis. There's something for everyone! Thinking this could be the role for you? Learn all about [sales enablement manager salaries](https://www.salesenablementcollective.com/what-is-a-sales-enablement-managers-salary/), or check out our [in-depth guide to getting hired in the industry](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/). ### Sales enablement vs product marketing: Key differences you need to know URL: https://www.salesenablementcollective.com/sales-enablement-vs-product-marketing/ Last updated: 2026-03-25T15:56:57.000Z [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) and product marketing. The two disciplines are often misunderstood, or worse, confused as the same function. These functions may work in similar areas, but their expertise differs quite dramatically. Product marketers focus on promoting products to customers and bringing features to market, while sales enablers focus on training and supporting your sales team. That’s not to say these functions don’t share some overlap – product marketers and enablers are both known to create sales collateral. The true power in these teams is when they collaborate to promote uniform product messaging across your organization and beyond. ## What is product marketing? [Product marketing](https://www.productmarketingalliance.com/what-is-product-marketing/) is a subset of marketing focused on bringing a product to market, promoting it to customers, and generating demand for the product. Essentially, product marketing bridges the gap between the product and the customer by crafting the perfect messaging and positioning to target your ideal customers. This involves countless hours of research, strategy, and collaboration. Product marketing managers (PMMs) play a critical role in a successful product launch, from understanding the market, conducting competitor research, and crafting the perfect messaging to creating a pricing strategy and planning launch assets. In the increasingly busy marketplace, you run the risk of your [product launch](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/) disappearing into the noise without a PMM’s help. Some of the roles and responsibilities of a PMM include: - Market research - Messaging and positioning - Pricing strategy - Defining buyer personas - Managing product launches - Competitive intelligence 💡 Looking for a deeper dive into all things product marketing? Learn more on our sister community, [****Product Marketing Alliance's**](https://www.productmarketingalliance.com/what-is-product-marketing/) site. --- --- ## What is sales enablement? Since you’re on our site there’s a good chance you already have a basic understanding of sales enablement, but just in case you’re unsure… Sales enablement is a support function focused on enabling your sales team to close deals by creating [training materials](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/), collateral, and coaching programs. Enablement professionals also conduct onboarding programs to help new reps get to grips with the processes at their company. Essentially, this function aims to increase seller productivity and revenue by enabling sellers to excel in their roles and close more deals. This can be through upskilling initiatives such as training and coaching or through knowledge-sharing activities such as creating battlecards, sales playbooks, and product cheat sheets. Some roles and responsibilities of sales enablement include: - [Sales rep onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) - Training and coaching the sales team - Creating and distributing [sales collateral](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) - Measuring sales performance - Sharing product knowledge with the sales team --- --- ## Key differences between product marketing and sales enablement Just in case it isn’t yet clear how these two functions differ, let’s break down the seven key areas where these two teams’ knowledge and responsibilities diverge. ### Goals The first difference between these two functions is their goals. Product marketing aims to effectively market your product to your target audience to generate leads. This means generating product awareness and demand, but not necessarily generating sales. Whereas sales enablement teams look to boost [seller productivity](https://www.salesenablementcollective.com/the-dark-arts-of-data-evolving-from-sales-training-to-sales-productivity-2/) and increase deals won. Their impact will directly affect how sales reps approach conversations with prospects and therefore is crucial to increasing revenue. ### KPIs Different goals mean different measures of success. So, these teams keep track of different metrics to prove their ROI. Product marketing teams tend to track metrics such as: - **Customer acquisition cost.** The cost of gaining a new customer. - **Customer engagement.** How engaged your customers are with your product and campaign. - **Product usage.** Tracks how your customers use your product and how often. - **Customer retention.** Measures how well your product retains customers. - **Campaign performance.** This can include social media metrics, email open rates, and conversion rates, but essentially measures how well your marketing campaign performed. While sales enablement pros track: - **Time to productivity.** How quickly after onboarding a sales rep closes their first end-to-end deal. - **Available selling time.** The amount of time sales reps spend on calls, outreach, and other attainment activities. - **Content usage.** Measures which sales collateral is being used and how often. - **Sales confidence.** Tracks how confident and knowledgeable your sales team feels. - **Win/loss rate.** The ratio of deals closed-won versus deals closed-lost. [Enablement metrics 101Carly Lehner discusses enablement metrics 101; why metrics matter, which metrics to use, and how to use data to inform enablement programming.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveCarly Lehner![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_metrics.jpg)](https://www.salesenablementcollective.com/enablement-metrics-101/) ### Activities Sales enablement and product marketing also vary in their day-to-day activities and tasks. PMMs focus on building out a stellar marketing strategy for your product. This involves defining product positioning and messaging, detailing [buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), and strategizing the details of the next product launch plan. That’s not to mention executing these launch plans through various channels (email, social media, blog content, whitepapers, paid ads, billboards, etc) and tracking the success of these campaigns. Sales enablement professionals, on the other hand, focus on supporting sellers to win deals. On the day-to-day level, this means hosting training workshops, creating sales collateral, tracking sales metrics, onboarding new sellers, and optimizing existing programs. ### Audience The next main differentiator is the audience and key stakeholders of these teams’ efforts. Product marketing focuses on sharing the product value externally by directly engaging with prospective customers and tailoring marketing efforts to suit different ICPs. Whereas enablement pros work internally to ensure sales reps understand the value proposition of the product and can effectively sell your offering to customers. In short, product marketing connects directly with customers, while enablement connects directly with sales and indirectly with customers. [Scaling sales enablement: a product marketing perspectiveSapphire Reels took us through a case study and provided practical tips for scaling sales enablement to win the hearts of your sellers while driving the right value-selling behaviors. Sapphire explained how product marketing can have a great impact in sales enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveMax Duce![](https://images.unsplash.com/photo-1551288049-bebda4e38f71?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/scaling-sales-enablement-a-product-marketing-perspective-2/) ### Feedback loop Similar to the audience differences, these teams are also part of different feedback loops. PMMs gather feedback from the market and customer opinions to refine their marketing strategies and buyer personas. Enablers gather [feedback](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) from the sales team to improve sales collateral and training programs. ### Tools With differing responsibilities, product marketers and sales enablers also utilize different tools to help them complete their work. Some common product marketing tools include: - Marketing automation platforms - Content creation tools - Competitive analysis software - Customer feedback trackers While sales enablement professionals typically use: - Customer relationship management (CRM) systems - Sales training platforms - [Content management systems](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) (CMS) - Conversation intelligence tools [What are sales enablement tools?There are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_cms.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ### Relationship with sales Product marketing teams don’t have a strong relationship with sales, but they do share crucial product knowledge, messaging, and resources with the sales team to help them sell. On the flip side, sales enablement teams have a strong relationship with sales reps and sales leadership. Helping the entire sales team to meet their goals through training and support. ## Overlap of product marketing and sales enablement Remember back at the beginning of this article, where we hinted that there was some overlap between product marketing and sales enablement? This section covers that overlap and helps to clear up why these functions often get confused. ### Messaging Having strong product messaging is essential for creating product-market fit and effectively positioning your product in the marketplace. Messaging is the story your customers buy alongside your product, so it needs to be compelling and uniform. Both teams work to ensure product messaging is cohesive across your organization. First, product marketing crafts the messaging and spreads it to customers via marketing efforts. Then sales enablement is briefed on this messaging so they can educate sales reps on the language to use when selling. Without sales enablement, sales reps wouldn’t be aligned on the product’s messaging, leaving sales and marketing with mismatched communications with customers. > (Or in some organizations, product marketers may take on this role, in the absence of an enablement pro, which is why PMMs often report “sales enablement” as part of their role.) 📖 Looking to take your messaging knowledge to the next level? [Get Messaging Certified!](https://learn.salesenablementcollective.com/course/messaging-certified-masters) ### Content For simplicity, we’ve explained that enablement professionals produce and distribute sales content. While this is true, it isn’t the full story… The truth is, product marketers are often tasked with creating some sales collateral too. This makes sense, as PMMs are often the experts on product positioning and messaging, as well as competitive intelligence within an organization. When enablement and product marketing work together, they can create effective sales content by combining their expertise. Enablement can provide insights into which formats work best, and PMMs can provide product and market knowledge (more on this later). [Creating content salespeople will love | SECGood sales content can be the difference between a successful and unsuccessful deal. Naturally, you want to create content that your salespeople get value from as they work to close deals. Too often salespeople don’t use the content that’s been created because they can’t get any value from it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1443916568596-df5a58c445e9?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDM1fHxoYXBweXxlbnwwfHx8fDE2MzU5MzM4MjI&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) ### Supporting sales We already mentioned the different relationships PMMs and enablers have with the sales team and that’s still true, but at the end of the day, product marketing also steps in to support sales. Whether it's creating sales collateral, sharing product knowledge, or passing over [marketing-qualified leads](https://www.salesenablementcollective.com/sales-and-marketing-lead-optimization/), product marketing understands that supporting sales ultimately leads to increased sales. ### Impact customers While sales enablement professionals don’t typically interact directly with customers, they still impact customer interactions. The training and [coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) they provide to sales reps translate into a better experience for customers, as they are more knowledgeable and considerate of prospects's needs. And, as we’ve previously highlighted, PMMs also impact customers through their marketing efforts. Meaning both of these functions contribute to customer experience in some fashion. [Mapping the customer sales journey: Making sales buyer-centric | SECMapping the customer sales journey allows you to see touchpoints in a more meaningful context - learn to empower your sales reps with these maps here!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1519885277449-12eee5564d68?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MXwxMTc3M3wwfDF8c2VhcmNofDEyfHxtYXB8ZW58MHx8fA&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) ## Best practices for aligning sales enablement and product marketing To truly see the power of product marketing and sales enablement in your organization, these functions need to be aligned. Here are our top tips to ensure your PMMs and enablers are on the same page. ### Strategy meetings Hosting joint strategy meetings regularly can allow for increased communication and idea sharing. This may involve sharing plans, goals, and schedules to make sure they align across these teams. Aligning around common objectives can ensure PMMs and enablement pros are working with each other's interests in mind. ### Content creation When it comes to content creation, product marketers and sales enablers should work together and make use of each other’s expertise. Sales enablement teams can inform the best formats for certain types of sales content and can create effective sales methodology cheat sheets. Whereas PMMs can provide insights into product messaging and write battlecard comparing competitors. PMMs can also provide information about an upcoming launch to give the sales enablement team enough time to create new content for the sales team. [Snooze-proof your product training | SECDave Chace explores the advantages of snazzing up your demos and training by using new, virtual tools.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/09/kate-stone-matheson-uy5t-CJuIK4-unsplash-2.jpg)](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) ### Feedback loop Creating a feedback loop between sales enablement and product marketing is essential for successful [alignment](https://www.salesenablementcollective.com/30-minutes-to-sales-and-marketing-alignment/). Passing insights back and forth will help to inform each other’s strategy and activities. Here are some examples of insights to feedback: - The product messaging for X product has changed. - Our customer research shows Y is a new competitor to our brand. - Sellers say our customers regularly suffer with Z pain point. - Sales reps prefer type A sales collateral over B. ### Analytics Don’t just share these qualitative insights and tidbits of information. It’s also important to crunch the numbers together to see the data behind the feedback. - Which pieces of content are used most frequently? - Which pieces of content most commonly lead to a won deal? - Which channels are customers most likely to convert from? Asking these analytical questions (and others) helps to back up feedback and monitor the performance of enablement and PMM joint activities. With this data being shared, these teams can work together to create an even stronger customer journey. ### Empowering sales leaders: IBM's blueprint for driving enablement adoption URL: https://www.salesenablementcollective.com/empowering-sales-leaders-driving-adoption/ Last updated: 2026-03-25T08:07:05.000Z Have you ever been tasked with transforming an entire region's sales leadership overnight? That's exactly the challenge I faced last year at IBM, and it taught me some truly invaluable lessons about driving sales enablement adoption across a large organization. As a [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) and learning specialist, I've worn many hats throughout my career but this particular challenge pushed me to new limits - and led to some exciting discoveries. Picture this: I'm in the middle of coaching a sales conversation when my phone pings with a Slack from one of our executives: > "Got a moment? We've got a bigger problem, and it's all about sales enablement." Little did I know that this message would kick off a whirlwind journey to revolutionize our sales leadership across the Asia-Pacific region. In this article, I'll share the story of how we planned and executed IBM's First Line Managers Sales Academy, the challenges we faced, and the key insights we gained along the way. Whether you're a seasoned sales enablement pro or new to the field, I hope I can provide you with some valuable insights and practical strategies for driving adoption in your own organization. So, let's dive in! ## The challenge: Enabling sales managers to drive growth So, back to this problem, our executive explained to me that IBM had changed its business model, and our first-line sales managers were struggling to adapt. He wanted to know how we could help the entire APAC sales profession evolve. It was a tall order, but I was intrigued. The idea was simple yet powerful: make people more competent, help them win more, and they'll be prouder of their work and perform better. We had the data to back up the need for change, our first-line managers across APAC had identified three key areas for improvement: 1. **Growing their business more effectively** 2. **Coaching and leading their teams better** 3. **Building plans for growth** The question was: *How could we help them spend less time problem-solving and more time growing themselves, their teams, and their businesses?* [How modern sales organizations are approaching sales enablement to drive resultsMindtickle’s Chris Lynch looks at key stats that highlight the approaches modern orgs are taking to sales enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveChristopher Lynch![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/11/m-ZzOa5G8hSPI-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-modern-sales-organizations-are-approaching-sales-enablement-to-drive-results/) ## Planning the sales academy ### Assembling a dream team To tackle this challenge, we formed a diverse working group. But we didn't stop there. We brought in business leaders from across the APAC region, including marketing and communications experts. We even roped in more learning professionals and sales enablement specialists too. You might think we were crazy to involve so many people, but that's the IBM way. Everyone at the table has an opinion, and collaboration is not just accepted - it's encouraged. ### Choosing the right format ### After much discussion, we decided on a face-to-face event. Despite my initial advocacy for a live virtual engagement, we realized that our managers hadn't interacted in person with other IBM employees across the geography for a long time due to COVID lockdowns. We needed to bring them together. Choosing the location was our next challenge. We considered various options across APAC but ultimately settled on Singapore. It's central, home to many of our regional leaders, and easily accessible for most participants. ### Developing the three-day agenda ### We planned a three-day event called the First Line Managers Sales Academy. Here's how we structured it: 1. Day 1: **Growing IBM** 2. Day 2: **Growing yourself and your team** 3. Day 3: **Growing your business** Let me dive in a little further… [Building a world-class revenue engine: panel discussion | SECIn any organization, revenue is king. So creating a streamlined, efficient, and effective revenue engine that sits at the heart of the business is the ultimate goal.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1579621970588-a35d0e7ab9b6?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDh8fGdyb3d0aHxlbnwwfHx8fDE2MzY1NTQ0ODg&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/insiders-guide-building-a-world-class-revenue-engine/) ## The three pillars of growth ### ### Growing IBM ### On day one, we focused on IBM's strategy. Our approach is simple: hybrid cloud and AI. We wanted to ensure all our first-line managers understood where IBM is heading. To drive this message home, we brought in some big guns. Paul Burton, who runs APAC, and Rob Thomas, who leads sales globally, were there in person. Imagine nearly 200 APAC first-line managers getting to shake hands and chat with these top executives. It was extraordinary and really set the tone for the event. Rob Thomas summed it up perfectly: > *"The most important role in IBM is you."* That 10-second statement encapsulated his entire 20-minute talk and emphasized the value we place on our managers. ### Growing yourself and your team ### Day two was my favorite part. We blended sales learning with leadership development, customizing global leadership content for an APAC audience. We kicked off with Junie Steadman from the Potential Project, who introduced the concept of Compassionate Leadership. It's all about doing hard things in a human way - a crucial skill in the often tough world of sales. I then led a session on personal growth, focusing on building resilience, maintaining focus, and prioritizing actions. We made it interactive with flipcharts, sticky notes, and even a brief on-stage meditation. One of the most popular activities was drawing our "ikigai" - a Japanese concept about finding your purpose. We gave out prizes for the best drawings, and the energy in the room was fantastic. We also dedicated time to coaching skills. We broke into triads to practice coaching, observing, and giving feedback. It was a great way to sharpen this critical skill for sales professionals and leaders. To cap off the day, we brought in Marty Moore, author of "No BS Leadership." His insights on leading in a sales environment were a hit with our participants and added credibility to our program. ### Growing your business ### Day three was more technical but equally important. We dove into IBM's Industry Handbook, exploring how to engage with our ecosystem of business partners and drive sales outcomes. This was particularly crucial for our APAC region, where much of our business is driven through partners. In some countries, it's driven 100% through business partners, which is a significant change from IBM's traditional go-to-market model. [Building for fast growth in a global team | SECDaniella Bellaire, Chief Revenue Officer at Diversio, discusses building for fast growth in a global team framed in her own experiences.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniella Bellaire![](https://images.unsplash.com/photo-1495908333425-29a1e0918c5f?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDh8fGdyb3d0aHxlbnwwfHx8fDE2MjYyNjY5MDc&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/building-for-fast-growth-in-a-global-team/) ### Execution and outcomes ### Throughout the event, we focused on engagement. We used interactive methods like flipcharts, sticky notes, and lots of group work. We also had microphones around the room to encourage participation. We conducted daily surveys to keep a pulse on participant satisfaction and make real-time adjustments. The results were impressive: - We achieved an excellent NPS of 88. - 97% of our first-line managers participated. - The energy in the room was palpable, with nearly 200 people actively engaged. While it's hard to quantify exactly how much this event contributed to our success this year, the feedback we received was overwhelmingly positive. You could see it in people's faces, hear it in their voices, and feel it in the energy they brought back to their teams. ## Key learnings ### Reflecting on this experience, here are some key takeaways for anyone planning a similar initiative: 1. **Advocate for in-person meetings**: The value of face-to-face interaction cannot be overstated, especially in a post-COVID world. 2. **Involve stakeholders early**: The earlier you know your outcomes and get buy-in, the smoother the planning process will be. 3. **Embrace diverse perspectives**: Our "cast of thousands" all added value. Don't be afraid to involve people from different departments and roles. 4. **Get a project manager early**: This was our biggest learning. Having someone dedicated to managing the project from day one would have made everything run more smoothly. 5. **Bring in external experts**: Outside perspectives, like those from the Potential Project and Marty Moore, added credibility and fresh insights to our program. In conclusion, driving sales enablement adoption across an organization is no small feat. It requires careful planning, diverse input, and a willingness to invest in your people. But when done right, the results can be transformative. As sales enablement professionals, we have the power to shape the future of our organizations. By enabling our leaders, we're not just improving individual performance - we're driving growth and success across the entire business. So, the next time you're faced with a challenge like this, remember: bring people together, focus on growth at all levels, and don't be afraid to think big. **The results might just surprise you.** --- *This article comes from *Tim Littlejohn*’s insightful talk, ‘Enabling leaders to drive enablement adoption across your organization’, at our *2023 Sydney Sales Enablement Summit*, check out his full presentation* [***here***](https://www.salesenablementcollective.com/sales-enablement-summit-sydney-2023-ondemand/?wchannelid=0kswb9brqm&wmediaid=c0r243wf3f)*.* ### Sales Enablement Summit Austin 2026 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-austin-2026-ondemand/ Last updated: 2026-03-04T16:52:20.000Z Catch up on all your favourite sessions from Sales Enablement Summit Austin and hear from the likes of 1Password, Microsoft, Google and more. _This post is for paying subscribers only._ ### Sales Enablement Certified: Leadership URL: https://www.salesenablementcollective.com/learning/on-demand/sales-enablement-certified-leadership/ Last updated: 2026-04-27T13:28:20.000Z _No content available._ ### Sales Training Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/sales-training-certified-masters/ Last updated: 2026-04-27T13:27:09.000Z _No content available._ ### Pricing Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/pricing-certified-masters/ Last updated: 2026-04-27T13:25:58.000Z _No content available._ ### Sales Onboarding Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/sales-onboarding-certified-masters/ Last updated: 2026-04-27T13:25:06.000Z _No content available._ ### Buyer Psychology Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/buyer-psychology-certified-masters/ Last updated: 2026-04-27T13:24:17.000Z _No content available._ ### Enablement Stakeholder Management Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/enablement-stakeholder-management-certified-masters/ Last updated: 2026-04-27T13:07:59.000Z _No content available._ ### Messaging Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/messaging-certified-masters/ Last updated: 2026-04-27T13:06:59.000Z _No content available._ ### Sales Enablement Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/sales-enablement-certified-masters/ Last updated: 2026-04-27T13:06:21.000Z _No content available._ ### Enablement Metrics Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/enablement-metrics-certified-masters/ Last updated: 2026-05-26T08:52:35.000Z _No content available._ ### Sales Coaching Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/sales-coaching-certified-masters/ Last updated: 2026-04-27T12:55:26.000Z _No content available._ ### GTM Summit | Virtual Feb 2026 URL: https://www.salesenablementcollective.com/gtm-summit-virtual-feb-2026/ Last updated: 2026-02-27T16:32:39.000Z Alignment is the 2026 GTM strategy. _This post is for paying subscribers only._ ### Internal certifications: enablement's most underrated tool URL: https://www.salesenablementcollective.com/internal-certifications-enablements-most-underrated-tool/ Last updated: 2026-02-24T09:35:33.000Z Let me start with a confession. We in enablement? We're good at making things more complicated than they need to be. It's our superpower. But when you strip away all the certifications, programs, and classes around [change management](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/), what you're left with is pretty simple: we have a current state, we have a desired future state, and there's this gap in the middle. The real question is how do we get people to move across that gap? I've been thinking about this a lot lately, especially after developing our social selling certification program at SAS. And here's what I've learned: until someone in the field takes action, you haven't enabled them. I don't mind how fancy your content is. I don't mind how amazing your training is. I don't care about how polished those materials you're delivering to your sales leaders are. Until somebody does something, you haven't enabled them. ### Making the abstract concrete There's this word I learned in college that's been rattling around in my brain lately: reify. It means to consider or represent something abstract as material, concrete, or definite in form. And honestly, this is what we have to do for our field every single day. Think about it. Most of what we teach people is actually really abstract. [Prospecting](https://www.salesenablementcollective.com/best-sales-prospecting-techniques/), coaching, [onboarding](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/), negotiation, discovery, what are those actually? We live and breathe this stuff every day so it makes sense to us. If I said to you, "Hey, we need to develop an onboarding program to help make sure that our team in 30, 60, and 90 is prospecting with the qualified ICP," that makes perfect sense to you. But to the field? They're thinking, "Yeah, but it's Tuesday at 2 o'clock, what do I do?" This disconnect between our strategic thinking and their tactical needs is where certifications come in. And before you roll your eyes thinking this is just about social selling, stick with me. This has nothing to do with social selling specifically. Anything you want to do can be a certification program. Don't even call it a certification if you don't want to. Call it a badge, a club, or whatever works for your culture. Some of your sellers are probably trying to achieve President's Club every year, and what is that really? It's just a special group of people who've proven they're on the inside. ## Three benefits of internal certification programs When we created our social selling certification at SAS, we discovered three major benefits that apply to any certification program you might create. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/Pillars-of-certification-benefits.jpg) ### 1\. Making new behaviors tangible The biggest thing a certification does is make what you're asking of your team tangible. They know what to do. Take prospecting as an example. "Hey, we want to help you get better at prospecting." What does that even mean? Let the word "better" be a big red flag because you can't track better. Instead, imagine saying, "We're going to help you with prospecting. We're going to give you the [tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) that you can use to identify and qualify the customers you should be contacting. We're going to give you a playbook that outlines what the approaches are, the scripts you should be using, whether it's a phone call or email or social. And we want to talk about what is expected as far as the activity numbers and then give you a path to help do that." Now that becomes tangible. That person on Tuesday at 2 o'clock knows exactly what to do: "I should be making these 10 phone calls I was supposed to make using this script to this specific type of customer." ### 2\. Creating a communication tool This might actually be one of the biggest benefits. A certification program gives you a communication tool for two very specific stakeholders. First, it's for the person you're trying to get to do something – that seller in the field, the customer success person, your technical enablement team, whoever it is. It lets you communicate clearly: here's what I expect you to do. But even more importantly, it gives you a way to communicate with your leadership. Since we've developed our certification program, I don't get nervous when my boss, and my boss's boss, and my boss's boss call me and say, "I'm going to talk to the SVP of sales in this region. What have you done for them?" Now I can look at a spreadsheet and say, "Well, they've got four sales teams. We've put three of them through their training. By the way, the fourth one, the sales manager is being difficult and isn't giving us the time. And by the way, those three teams, here's the impact we've had on them. The team that hasn't gone through the training? Here's how they're doing." That conversation takes us about five minutes to figure out. But it's only possible because we've reified the abstract program into something specific. ### 3\. Simplifying ROI measurement Think about a lot of the programs you develop. When they're kind of loosey-goosey, it's difficult to measure impact. You end up saying things like, "I think we put them through this AI role-playing, and it's available to them. We're not sure how much they did it, and we think it helps." Compare that to: "We have a role-playing certification. If you've done 10 role plays and you've passed the test and the AI said you did a good job, you get this badge. And by the way, when people have that badge, we track their pipeline development. We track their sales conversion and it's 16 points higher." Boom. [The ROI](https://www.salesenablementcollective.com/prove-sales-enablement-roi-with-metrics/) becomes much clearer. There's also something else that certifications do, depending on how you present them. They make things cool. I have a good friend Andy Crestodina who once said, "If you draw a circle in the sand and get in it, other people will want to join you." There's truth to that. It's about saying, "Here are the people who are certified. Why aren't you?" It makes the communication a little easier. ## Our social selling certification results I know most of you aren't involved in social selling specifically, but let me share what this approach has done for us. We developed three levels of certification. One is an on-demand training program. One is a live training process where they work with our team. And then the mastery level, that's for people who really want to get involved. They get one-on-one help, we do some auditing, and we're tracking specific activities. It allows people to opt in where they want. Today we have 586 certificate holders. Our goal is 600 by the end of the year, so I'm checking it every morning. We've gotten almost 600 individuals certified in the first 18 months of the program. But it doesn't stop there. The certification has given us the ability to continue talking to people and having a reason to engage. We run follow-up trainings for the various levels every other month, at least every quarter. Two weeks ago we had 67 people in a training. Completely optional. Their sales managers aren't making them do it, but 67 people spent an hour with us just to learn more about how to use some of the new [tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) that are available. We also send out quarterly emails to all our certificate holders. I know, I know – nobody reads emails. But just having an excuse to show up and make it interesting, share some successes that we've had and that others have had gives us a great opportunity to keep the conversation going. The impact? Just this year alone, if social selling is involved in a deal, those deals are 51% bigger. So when we want to talk about impact, this allows us to go to other parts of the organization and ask, "Do you want this?" ## Setting the stage for your certification If you want to put together any sort of internal certification, there are three things you need to do to till the fields before you even plant the seeds. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/Abstract-to-Action-1.jpg) ### 1\. Build cross-functional relationships That's a fancy way of saying you need to know all the different stakeholders who would touch this. I think it's important to know two groups specifically. First, the people who can be allies. Is it marketing? Is it ops? Are there specific groups you need to get tied together with? For example, if you wanted to create a certification around a specific tool – I was speaking with somebody who's trying to roll HubSpot out to their organization – maybe it's working with ops and saying, "Hey, we need to partner together so we're working in lockstep." The second group is the people who will be upset when they hear about your certification and you didn't talk to them. You know who they are in your organization. It's that person who's like, "Well, we're involved with that, why weren't we told about it?" For our program, I'm responsible for social selling. We also have, in our marketing department, the employee advocacy team and the people who run the official company social media accounts. You're darn right I got to know those people really well. So they didn't go, "What is this? Shouldn't we have been doing that?" I started making relationships with them way before we ever did this. I didn't always ask them permission, but they at least had a way to call me and find out if something was up. ### 2\. Define clear activities Think about what you actually want people to do because they've gone through your program. Not what they know – what they do. You have to have clearly defined activities. Here's the way to test if you have a clearly defined goal: can it be answered with a yes or a no? If you cannot take that metric, whatever that parameter is, and answer with a yes or no, you have not clearly defined it. "Better" is a red flag. We don't want better. We want: they did this many times. They did it this way. They used this tool this many times. I can look at a report and know how often our people use Sales Navigator, how often they log into it. I have goals around that. How many times they've saved a lead in the platform. That's what we're looking for – those specific numbers. ### 3\. Find a leadership sponsor You don't always need somebody in the C-suite to sponsor this, and that's fine. You don't need an active sponsor. What you need is air cover. You just need someone who can say, "Well, this is something that's important to this individual." Look at whatever program you want to create the certification for. Where does it align with organizational goals? Who does it connect with? That might be some of your sales leadership or your CRO. It might be someone in marketing or operations. Figure out who can give you that air cover. When I started our certification program, it literally began because it was on a roadmap. Not even the main roadmap – it was in the "here's some ideas we have" section. Our senior director was in a meeting with the chief sales officer, who asked, "What's that?" I got an email the next day, and suddenly that certification program became "We are going to do that." What that meant is our chief sales officer wanted it. That allowed us to get the resources and the permission to do it. You don't need them to say, "Yes, I'm going to give you a budget." But having that person who thinks what you're doing is a good idea helps a lot. Let's get the objections right on the table. ### "I don't have permission" Here's the secret: you don't need it. Every certification, every badge, every club, and every group is completely invented. That's a dirty little secret. Now, some certifications are good inventions that we all agree with. I'm glad my doctor is certified. If I'm calling a lawyer, I want them to have passed the bar. But eventually, everything is just a shared invention. You don't need permission to do any of this. Do you know who I asked for permission to do a social selling certification? Nobody. I just said, "All right, we're going to do it." If you do want to create a certification around a specific tool, then maybe talk to your vendor to make sure you're not stepping on any toes. We have a social selling certification, not a Sales Navigator or LinkedIn certification. We don't say that's what it is. And definitely go talk to your vendors – maybe they have some tools you can use to help. Similarly, if you're using an established [sales training process](https://www.salesenablementcollective.com/what-is-a-sales-methodology/), and there are lots of them out there, if you want to get that certification, fantastic. I'm not telling you to take Challenger Sale and then just not pay them for it. But if you really think about what we're asking our people to do, you don't need a trademark on it. You're asking them to do some pretty basic activities. ### "I don't have the resources" Of course you don't have the resources. Who in here is over-resourced in their organization? None of us are bleeding budget. Here's the thing: you actually don't need more resources. Just repurpose what you have. In our journey with the social selling certification, we added exactly zero things to what we were already doing. We were already running training. We already had the on-demand programs. Yeah, we do some audits now for the people who are really rock stars, but you know how much it costs us? Zero. It literally cost us the price of making those stickers, and our printing team did that. Instead of thinking, "I've got to now do additional work," look backwards. What have you been creating this year? What can you take and package in a way that is much more easily communicated with the field? What can you take and put a framework around and say, "This is what we've actually been doing"? We had been doing these trainings already, but people would ask, "Is this team enabled on social selling?" And I'd have to say, "I think we went through the training, but actually we did the training like six months ago, and I know there's a bunch of turnover and we reorganized, so I think some of them..." Now, my colleague Becky Brown, who's way more organized than I am, has an amazing spreadsheet. I call her and say, "Okay, we need to know," and boom – she gives me this list. It makes everything so much easier. ### "I don't have the bandwidth" Again, of course you don't. You're being asked to do so many things. We talk about the need to be proactive versus reactive, and it's great because we should be super proactive. But we all know we're going to go back to the office tomorrow or Monday, or let's be honest, we're going to check our email later today, and there's going to be three things we're being asked to do. There's always this pressure on our bandwidth. You're never just going to have a day when you think, "I have got nothing to do today, let's work on a certification." Start small. You don't have to roll out an entire process quickly. ## Launching your certification Once you've got your program ready, you have to get it out into the world. I've written a number of books, and what I learned very early on is that writing books is easy. Getting people to buy your book is really hard. That's why you'll see people in your networks talking about their launch days or why movies have premiere days and make it a big deal. It's all about getting people's attention. Do the same thing for your program. ### Pre-launch with pilots There are pilots to try stuff out, and then there are pilots who are like, "We're going to do this, we're going to get some momentum first." We had a few sales teams that we piloted in our certification program. We knew this was good. We knew it was going to stick because what that allowed us to do is start day one and not say, "Hey, would somebody like to get certified?" Instead, it was, "You should get certified. Forty-three of your peers are already certified." That change in communication was so valuable. ### Make it an event Again, it's all invented. Pick a day – launch day. Even if it's something you've been doing for a while. "January 2nd, 2026, is the launch of the new onboarding certification." Talk to your sales leaders who you've got in a coaching program. "March 6th is the beginning of our new certification, and we want you to be involved in that." Pick a day. [From Onboarding to OutperformingJoin us and Bigtincan, for a live session to discover how AI can instantly connect and upskill your sales and marketing teams, slashing onboarding time and creating lifelike training scenarios that truly sharpen your skills.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-494.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/DO-NOT-OVERRIDE-PMA_Webinar_Meta_Template_--11--2.png)](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/) ### Identify your champions Think about who the people are that are super excited. You all know who they are. There's that salesperson, that sales leader who will actually talk to you all the time, sometimes too much, who's really engaged. Great, that's your champion. "We're starting a new certification program. We want you to be leading it. I want you to be in the first cohort." Find the people who are respected by their peers. If there's a sales team, there's somebody who's a rock star that other people listen to. Get that person to be your champion if they're up for it. ### Over-communicate This is probably one of the biggest mistakes we make in enablement – we think people have heard us. We all joke, "Yeah, nobody reads their email." I don't mind what platform you use – Slack, Viva Engage, pick your platform – they're not paying attention. What's really happening is they are paying attention when they have time and when they're not worried about getting in front of a prospect or getting an email from their sales leader, hitting quota, or all the stresses that our salespeople have. So just keep talking about it. I've written books before where literally six months in, somebody's like, "Oh, I heard you wrote a book." I've been telling you every day for the last six months! If you ever get to the point where you feel you've discussed your program too much, you are starting to get through. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/The-implementation-checklist.jpg) ## Keeping the momentum going You draw the circle, you get inside and say this is cool. You can't do that once. You have to keep talking about how cool this is. How cool this circle is. Don't you want to be in the circle? Don't you want to have that badge? Don't you want to be certified? Don't you want to be in the club? We're 18 months in, and we talk about it just like it started. Those stickers we made? We just had that idea about a month ago. It was an excuse to talk about it again. It was an excuse to send those to all of our people who were certified. You still do all the things that you would if this was just one of your programs. We track it, report it, all of that. Nothing changes. But add in celebration. This gives you an opportunity to celebrate and elevate the people who are certified. Talk about them – they're champions. Make them feel good. Make other people want to feel good just like them. When you do that, it gets exciting. We have a social selling program, so of course people are going to talk about it on LinkedIn. But when we sent these stickers out, people started taking pictures of them and sharing them. We didn't ask them to. Some posts got 18 likes, others 24, and one got 84 likes. My senior director posted hers – you want to talk about getting support? She was into it, and then she posted it, and then a bunch of people said that's great. It's called job security. One of our sales managers in Germany shared it too. They're actually sharing within their circles of influence how cool this is. Think about where there's a place for you to really frame up your program. ## The challenge for you Change how you look at your programs, and that allows the field to change how they look at them. Most importantly, it allows them to start. You're on a starting line – you've got to do something. So here's my challenge for you: when you go back home, back to the office, think about where you can frame something up. Where's a circle you can draw around something you're already doing? Just make it a little more compelling. Make it so that you can easily communicate to the field so they know when they've done what you asked them to do. Because at that point, then you've enabled them. The beauty of this approach is its simplicity. We spend so much time thinking about complex [change management frameworks and methodologies](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/), but sometimes the answer is just making things tangible for people. Give them a clear path, a way to measure progress, and recognition when they achieve it. That's what certifications do – they take all those abstract concepts we deal with every day and turn them into something people can actually grasp and act on. Remember, until someone takes action, you haven't enabled them. A certification program, or whatever you want to call it, is just a tool to drive that action. It's about creating clarity in a world full of abstract concepts and competing priorities. It's about giving people a reason to engage with your programs not just once, but continuously. And it's about making your impact measurable and communicable to everyone who matters. So go ahead, draw your circle in the sand. Get in it. And watch as others start wanting to join you. ### Partner enablement: A practitioner's guide URL: https://www.salesenablementcollective.com/partner-enablement/ Last updated: 2026-02-24T15:27:56.000Z When [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) took off, its offshoots followed. Revenue enablement, GTM enablement, and partner enablement each carved out their own territory and they've stuck around because they work. Partner enablement, in particular, has become one of the most valuable plays in the enablement toolkit. As [go-to-market](https://www.salesenablementcollective.com/everything-you-need-to-know-about-go-to-market-strategy/) motions get more complex, with more channels, more stakeholders, and more indirect revenue , the ability to enable the people outside your organization to sell as effectively as those inside it has become a genuine competitive advantage. Most enablement professionals cut their teeth on direct sales. They know how to build playbooks, run certifications, and create content for internal reps but the moment they're asked to enable a channel partner, someone who also sells three of their competitors, who they speak to once a quarter, and who has their own processes and priorities, the playbook changes. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/The-three-stages-of-growth.jpg) Enabling your organization's external partners is a powerful strategy with extraordinary benefits but it also poses a unique set of challenges that most enablement professionals aren't used to. This guide breaks down what partner enablement is, why it matters, where it differs from sales enablement, and how to do it well. ## What is partner enablement? Partner enablement is the structured process of equipping channel partners with the knowledge, content, training, and support they need to sell, implement, and market your products effectively. Done well, it helps partners represent your brand with consistent messaging and deliver reliable customer outcomes. ### The two components of partner enablement Partner enablement typically includes two connected workstreams: **External partner enablement** supports the people who sell and deliver your solution on the partner side. This often includes resellers, distributors, managed service providers (MSPs), independent software vendors (ISVs), and system integrators. External enablement focuses on product knowledge, positioning, sales plays, implementation guidance, and customer success best practices. **Internal partner enablement** supports your channel organization, partner account managers, alliances, channel sales, partner marketing, and solutions engineering. Internal teams need repeatable processes, clear messaging, and operational tooling to recruit, onboard, coach, and support partners consistently. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/venn.png) **Partner enablement involves enabling both your internal reps to support your partners, and the partners themselves.* ### Why both components matter If external partners aren't enabled, they may struggle to position your solution, leading to slower deal cycles and inconsistent customer experiences. If internal teams aren't enabled, partners often experience unclear processes, delayed support, and fragmented communication. Strong partner enablement is ongoing. Your product, competitive landscape, and positioning will evolve, and your program needs a reliable mechanism to keep partners current. This dual focus is what separates effective partner programs from underperforming ones. ## Why is partner enablement important? Industry research shows that partners influence a significant share of B2B revenue, especially in channel-heavy categories. When enablement is patchy, it shows: [24.2 percent of enablers](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) say more than eighty percent of their content goes unused. No wonder partner results feel impossible to forecast or scale. [Impact of Enablement Report 2025 | SEC x SpekitDownload your copy of SEC’s 2025 Impact of Enablement Report today (in partnership with Spekit).![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-492.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Impact_of_Enablement_Report_Spekit_Meta_-1.jpg)](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) Partner enablement improves results by making it easier for partners to learn your messaging, execute repeatable sales motions, and deliver consistent customer outcomes. - **More predictable partner revenue** Clear messaging, sales plays, and onboarding reduce guesswork and help partners sell with confidence. In fact, organizations in [the SEC Salary & Landscape Report 2025](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) saw pipeline growth climb from 23.2 to 36.2 percent after tightening their enablement motion, growth that fuels partner-driven revenue. - **Faster ramp time for new partners** Structured onboarding and role-based training reduce time to first deal. Partners can move from "signed" to "productive" with fewer ad hoc support requests. - **Better customer satisfaction** When partners understand positioning and implementation expectations, customers receive more consistent delivery. This reduces escalations, improves retention, and supports expansion. - **Cost-effective market expansion** Partners provide distribution in new regions and verticals without building direct coverage everywhere. Channel partner enablement helps you scale that reach without proportional headcount growth. - **Stronger partner relationships** Partners prioritize vendors that make it easy to sell and support the product. Consistent enablement increases engagement and reduces churn to competing programs. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## The similarities between partner enablement and sales enablement Sure, sales enablers enable sales reps, while partner enablement involves [enabling your channel partners.](https://www.salesenablementcollective.com/channel-sales-enablement/) But in practice? Partner enablement and sales enablement aren’t that different. ### 1 - Both need custom content Both partner and sales enablement need customized [enablement content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/). You’ll use this to fit specific roles and use cases. In sales enablement, we train sales teams on how to have different discussions depending on the use case or industry. In partner enablement, your partners need to understand your product’s use cases well, too. ### 2 - The 80/20 rule applies to both The 80/20 rule applies to both types of enablement. About 80% of your messaging, positioning, and value proposition will be the same, regardless of the deal type. But you’ll tailor a crucial 20% to different types of customers. In partner enablement, you’ll tailor 20% to the partner type or vertical. Customizing content makes your enablement efforts resonate with your audience. Be they internal reps or external partners. ### 3 - Both require content efficiency Enablement teams are small. They’re often strapped for resources. If you operate inefficiently, you’ll miss out on the impact you could have otherwise achieved. This is true whether you’re practicing sales enablement or partner enablement. As **Brooke Coletti, Sr. Enablement Manager at AWS,** puts it: > “Another similarity is the importance of sharing enablement content across teams. Whether a need arises from a partner or is identified internally, it’s crucial for the enablement team to communicate and share content to scale effectively. This collaborative approach helps ensure consistency and efficiency in your enablement efforts.” ## Key differences between partner enablement and sales enablement While there are similarities, there are also some notable differences between partner enablement and sales enablement. ### 1 - Partners need finalized messaging from the start One significant difference is that your partners need *proven* messaging. When we’re enabling sales, we can afford to try out new things. Not so with your partners. Partners often sell your competitors' products, as well as yours. If your [value propositions](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/) aren't compelling and easy to understand, those partners might find it easier to sell your competitors' products instead. Make it the path of least resistance for them to sell *your* stuff. Give them proven messaging from the start. ### 2 - Partners need “just enough” information You engage with your internal teams frequently, but you won’t touch base with your partners as often. They have other responsibilities and might not have the bandwidth to process frequent updates. Therefore, your enablement materials need to be: - Concise - Relevant - Easy to digest ### 3 - Getting feedback from partners is more challenging Sales reps are loud. If they’re missing vital content, they’ll tell you. The same is true for content that’s not up to scratch. Getting feedback from partners, however? This can be more challenging. To get this right, you’ll have to build strong relationships. Only then will your partners offer you the candid feedback you need to improve. Without it, there’ll be an artificial ceiling on the value you can get out of your partner program. --- [How to use competitor analysis for sales enablementDiego Rios breaks down how to turn competitor analysis into actionable pieces of sales enablement content for your teams using Workera as a case study.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-246.png)Sales Enablement CollectiveDiego Rios![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social--Designing-a-sales-onboarding-program-from-scratch-1-1.png)](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/) --- ## Building an effective partner enablement strategy A partner enablement strategy works best when it follows a repeatable lifecycle: set goals, enable partners to execute, and measure what improves revenue and customer outcomes. Here's how to build one that actually drives results: ### 1) Define goals, partner types, and success criteria Start by clarifying what you want the partner channel to produce. Are you looking for a partner-sourced pipeline? Geographic expansion? Implementation capacity? Once you know what you're after, segment partners by type (reseller, distributor, MSP, ISV, SI) and by maturity. This lets you tailor your partner onboarding and training to what they actually need. Document what "productive" looks like for each segment. Think time to first deal, certification milestones, or services capability. You'll need these benchmarks later when you're measuring success. ### 2) Create partner-ready messaging and sales motions Partners need finalized positioning, clear ICP guidance, and a small set of repeatable sales plays they can actually use. Your enablement content should include: - Partner-facing pitch deck - Discovery guide - Pricing and packaging guidance - Competitive talk tracks - Objection handling scripts Keep materials concise and easy to reuse. Partners are more likely to adopt assets that are short, current, and clearly mapped to deal stages. Nobody wants to dig through a 50-slide deck to find the one thing they need. ### 3) Build a structured onboarding journey (30–60–90 days) Create onboarding paths by role—sales, technical, marketing, and leadership all need different things. Include clear milestones like portal access, baseline product training, deal registration process, and first co-sell motion. Add lightweight checkpoints throughout the partner lifecycle. Live Q&A sessions, office hours, or a partner launch call can reduce early friction and keep momentum going. The goal? Get partners productive as quickly as possible while setting them up for long-term success. ### 4) Run ongoing training and certification Establish a cadence for product updates, new use cases, and competitive changes. Your partner training can't be a one-and-done thing—the market keeps moving, and your partners need to move with it. Certification programs help standardize quality and signal partner competency to customers. Use a mix of self-serve modules, live sessions, and hands-on labs depending on partner complexity. ### 5) Measure adoption and optimize continuously Track both leading indicators (training completion, content usage) and outcomes (pipeline, win rate, time to first deal). Use the data to identify where partners stall and which materials actually support revenue. Build a feedback loop through surveys, partner advisory sessions, and QBRs with top partners. The best partner enablement strategies evolve based on what's actually working in the field. Remember: your partner enablement strategy is only as good as your ability to execute it consistently and improve it over time. ## Common challenges in partner enablement Partner enablement programs often fail for the same reasons: inconsistent execution, unclear expectations, and limited visibility into what partners actually use. ### Gathering meaningful partner feedback Partners don't always share issues early, especially if they think it'll affect the relationship. That can leave you optimizing based on assumptions instead of partner reality. While internal teams are vocal about their needs, you have to work harder to get that kind of feedback from external partners. But partners have access to intel you don't—they can tell you what resonates with different industries and company sizes. Build feedback into the operating rhythm through short surveys, office hours, advisory groups, and QBR notes that roll up into a single backlog. ### Scaling enablement across diverse partners A global SI and a local reseller won't need the same onboarding path, sales plays, or technical depth. One-size-fits-all enablement typically reduces adoption. Use modular learning paths and tiered requirements by partner segment. Standardize the core messaging, then vary depth and delivery based on partner maturity. ### Maintaining message and brand consistency Another challenge is balancing broad, high-level messaging with specific, actionable content. > "We need to provide partners with a 30,000-foot view that applies to the masses while also making sure we're diving into specific details." **\- Brooke Coletti,** **Sr. Enablement Manager, AWS** Outdated decks and inconsistent talk tracks create customer confusion and increase risk in late-stage deals. This often happens when partners save files locally or build their own assets. Centralize "approved" messaging and make it the easiest option to access and reuse. Add simple guidance on what can be customized and what must remain consistent. ### Driving partner adoption and engagement Partners may ignore enablement if the value is unclear or the experience is time-consuming. Adoption drops quickly when content is long, difficult to find, or not mapped to real sales situations. Tie enablement to outcomes partners care about: faster deal support, clearer differentiation, and co-selling help. Recognize progress through certifications, tiers, and visible program benefits. ### Measuring effectiveness and proving ROI Without attribution, it's difficult to justify investment or decide what to improve. Many teams track activity but can't connect it to revenue outcomes. While enablement typically doesn't influence how partners get paid, you can still try to understand how they're compensated. Some partnerships follow a tiered approach, bronze, silver, or gold-level partners with different requirements and training needs. Define a [small KPI set](https://www.salesenablementcollective.com/sales-enablement-kpis/), establish baselines, and review trends monthly. Combine quantitative data (usage, pipeline) with qualitative insights (partner feedback) to prioritize improvements. ## How to enable internal partner reps [Training internal](https://www.salesenablementcollective.com/evolution-of-enablement/) partner reps, or “training the trainers,” is a fundamental aspect of partner enablement. There’s a fundamental difference between enabling direct sales reps, who are selling directly to the customer, and then enabling these partner reps, who are the ones training your partner to sell your products. Partner reps need to be well-versed in your products and resources to support partners effectively. They’ll often act as the face of your company, representing you in interactions with your partners. ### Enable them like this... If your partner reps don’t feel well-resourced and confident, it’s not just them who’ll suffer. Your partners will suffer too. These reps should be able to: - Support your partners through the sales process, - Anticipate and provide necessary collateral, - Join calls with partners and customers. To enable your partner reps, every piece of enablement material has to be easily accessible. --- ## Tips for transitioning into partner enablement ## 1 - Understand the business case Find yourself doing partner enablement but aren’t sure how to succeed? Start by gaining an understanding of the business case for the shift. Why is the company focusing on partner enablement now more than before? Building a partner ecosystem can take time. It’s important you (and your stakeholders) understand that going in. You have to nurture relationships. Build them from the ground up. It might take 18–24 months to see results. If you’re a team covering both partner and internal enablement, start by building internal content. Once that’s built, you can adapt it for external use. Don’t forget to check your messaging is polished to minimize confusion. For larger teams dividing up partner and internal enablement responsibilities, make sure there’s alignment. Share content and collaborate. Always view your internal and external partner organizations as extensions of the sales team. ### 2 - Treat partners like VIP customers The parallel between partners and customers is strong. Your best partners will bring a lot of value into your business. It’s important to nurture those relationships and show your partners how much you value them. Run special events for your partners, and make sure to create a strong end-to-end user experience for them. ## Partner enablement tools and technology The right stack helps you scale partner enablement without relying on manual follow-ups and one-off asset sharing. It also creates visibility into adoption, partner readiness, and performance. ### PRM systems and partner portals Partner relationship management (PRM) tools provide a central hub for onboarding, deal registration, lead distribution, communications, and partner performance. Many programs use a partner portal as the "front door" where partners access training, content, and support workflows. Examples include Salesforce Partner Relationship Management, Impartner, and Channeltivity. **Selection criteria:** CRM integration, role-based permissions, deal registration workflow, content governance, and reporting. ### Partner training and certification (LMS) Learning platforms help deliver training at scale while tracking completion, test scores, and certifications by role. This is especially important when partners provide implementation or managed services. Examples include Docebo and other LMS platforms that support external audiences and certification management. **Selection criteria:** external user management, multi-format content support, certification paths, and analytics tied to partner tiers. ### Content management and sales enablement platforms Partners need fast access to current decks, talk tracks, one-pagers, and co-marketing assets. Sales enablement platforms can help ensure partners find the latest approved content and see what's being used. Examples include Highspot, Seismic, and Showpad. **Selection criteria:** search and tagging, version control, partner access, content recommendations, and usage analytics. ### Analytics and reporting Measurement often spans PRM, CRM, LMS, and content platforms. A BI layer can help connect enablement activities to pipeline and revenue outcomes. Examples include Tableau and Power BI or built-in analytics within your PRM and CRM. **Selection criteria:** data connectivity, standardized definitions (partner-sourced vs. partner-influenced), and dashboards for both channel leaders and partner managers. [5 Key Shifts: Your workbook to drive sales team performanceDiscover the 5 key sales coaching shifts you can implement today, to make a positive impact tomorrow. Download the workbook free!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-248.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_5_Shifts_Playbook_Social_Meta_.png)](https://www.salesenablementcollective.com/5-key-shifts-your-workbook-to-drive-sales-team-performance/) ## Measuring partner enablement success Measurement is what turns partner enablement from "activity" into an improvable revenue system. Track a small set of partner enablement KPIs consistently, then use the results to prioritize enablement updates. ### Partner enablement KPIs to track **Revenue and pipeline outcomes** - Partner-sourced pipeline and revenue - Partner-influenced pipeline (if you track influence) - Win rate and average deal size for partner deals - Sales cycle length for partner deals **Readiness and adoption** - Training completion by role - Certification rates by tier - Content usage (views, shares, sends) for key assets - Portal logins and active partner users **Operational efficiency** - Time to first deal for new partners - Partner ramp time (from signed to productive) - Deal registration throughput and approval time - Support volume and common enablement-driven escalations ### How to calculate partner enablement ROI Start with baseline performance before a new onboarding flow, certification, or content refresh. Track total enablement costs—tools, content production, training delivery, and headcount. Then measure incremental impact using a consistent comparison period. A practical approach? Compare outcomes for enabled vs. non-enabled partners or pre/post cohorts and attribute uplift to the specific initiative where possible. [Prove the ROI of Sales Enablement With This FrameworkPosition your sales enablement efforts as integral to revenue success and prove ROI with this three-part framework.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-493.png)Sales Enablement CollectiveEllie Salicetti![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Yvonne-Anders.png)](https://www.salesenablementcollective.com/prove-sales-enablement-roi-with-metrics/) ### Build a feedback loop to improve results Combine quantitative partner enablement metrics with partner feedback to understand why performance changes. Review partner performance tracking monthly, and run quarterly reviews with key partners to identify friction in onboarding, messaging, and deal execution. Treat enablement assets as living materials. Retire low-usage content, refresh talk tracks when positioning changes, and keep certification aligned to the capabilities you want partners to deliver. ### The key metrics that separate sales activity from actual pipeline movement URL: https://www.salesenablementcollective.com/not-all-sales-metrics-are-equal/ Last updated: 2026-02-20T16:50:08.000Z [All B2B sales leaders](https://www.salesenablementcollective.com/3-hard-truths-for-enablement-leaders/) have had at least one quarter with strong activity levels that don’t translate into revenue. The sales team is usually meeting activity KPIs, such as making a high volume of calls, booking meetings, and maintaining healthy pipeline coverage. However, a closer look at the deals data shows that many aren’t advancing towards close. I have seen this pattern repeatedly across inside sales teams, particularly in enterprise businesses where sales cycles are longer and more complex. [Sales development reps (SDRs)](https://www.salesenablementcollective.com/sales-readiness-how-to-develop-an-ideal-rep-profile-to-drive-continuous-excellence/) hyper-focus on “doing” because it’s easy to measure. They assume that with enough activity, revenue will eventually follow. Sometimes it does. Often it does not. The distinction between sales activity and progress is one of the most important things for a sales leader to know. Fail to separate the two, and you’ll end up managing effort rather than outcomes. ### Progress over activity in B2B sales When I discuss sales activity, I mean the day-to-day inputs we can count, such as: - Calls made - Emails sent - Meetings booked - Demos delivered - Opportunities created - Pipeline coverage ratios [These metrics](https://www.salesenablementcollective.com/enablement-metrics-101/) are necessary. Activity baselines matter because they show a minimum level of effort and outreach. Without outreach, nothing happens. But activity levels tell us that something was done. It does not tell you whether the buyer has progressed closer to being a won sale. [The essential guide to: Sales enablement metricsStruggling to prove the impact of your sales enablement efforts? Unsure which metrics really matter? Get the answers with our essential ebook!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-486.png)Sales Enablement CollectiveRichard Bracchi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Guide_to_Sales_enablement_metrics_DocSend-1.png)](https://www.salesenablementcollective.com/the-essential-guide-to-sales-enablement-metrics-that-matter-ebook/) When I mention sales progress, I mean something different. Progress is visible in: - Stage-to-stage conversion - Reduced time in stages - Call-to-conversation rates - Clear next steps agreed with the buyer - Commercial qualification depth - Improved win rates Real sales progress requires some kind of [buyer validation](https://www.salesenablementcollective.com/buyer-enablement/). If the buyer has not taken a meaningful step forward, the opportunity has not progressed, no matter how many internal actions have been logged. To put it simply, activity is seller-driven, while progress is buyer-validated. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/Richard-Lane.png) Be clear about what is really important ### Why high activity often fails Sales leaders face a growing set of pressures. In a noisy digital world, [SDRs](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) can struggle to create quality conversations. On the marketing side, leads vary in standard, which only wastes sellers' time and generally, buyers are harder to reach. So, of course, the natural response is to increase volume. Make more calls. Send more emails. Book more meetings. However, increasing activity doesn’t automatically improve [the quality of engagement](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/). In fact, it can dilute it. [Lead nurturing track template | Free downloadBuild and maintain relationships with potential customers at every stage of the sales funnel.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-487.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Lead-generation-objectives-tracking-framework-revops--2-.png)](https://www.salesenablementcollective.com/lead-nurturing-track-template-framework/) ### Tracking activity without real buyer engagement I have reviewed pipelines where calls were plentiful, yet conversion from call to qualified opportunity was poor. Despite the team working hard and having lots of conversations, there was no commercial relevance. Without a clear qualification, calls and even booked meetings become outcomes in themselves, as opposed to the really important figures: sales and revenue. > **Measuring pipeline volume without pipeline health** Another common pattern is inflated pipeline coverage masking weak conversion. Leaders might feel reassured by a 3x or 4x coverage ratio, but when they analyze: - Stage aging - Conversion rates between stages - Opportunities with no clear next step … they often find deals are stalled. The sweet spot is measuring both pipeline volume and health, in terms of how likely an opportunity is to close (based on actual data). ### Falling into the performance management trap It’s easier to performance-manage against activity. Leaders can ask for more calls and set higher meeting targets. These are controllable behaviors that give the illusion of improvement. On the other hand, coaching commercial depth is hard. It requires us to inspect deals properly, challenge qualifications, and sometimes accept that the pipeline needs to reduce before it can improve. Early in my leadership career, I learned that activity targets without quality standards simply train teams to hit numbers, not to win business. ### Costs of confusing activity with progress Sales (and marketing) leaders are accountable for revenue efficiency, which means the costs of confusing activity with progress are significant. If your team is busy but not advancing deals, your cost of sale increases. You are paying for effort that does not convert. Account executives spend time progressing poorly qualified opportunities, while SDRs book meetings that won’t move beyond the first conversation. > **More people doing low-impact work does not improve revenue per head.** Often, [pipeline stages](https://www.salesenablementcollective.com/sales-pipeline-tracker-excel-framework/) reflect internal optimism rather than real buyer commitment, and this makes forecasting unreliable. Deals may appear active because there has been recent contact, but if there is no clear commercial validation, that activity should not be included in the forecast. When the quarter-end comes, leaders either depend on intuition or fail to make forecasts at all. Good sellers want to feel effective. If your culture rewards busyness rather than meaningful advancement, strong performers will disengage. Over time, this erodes standards and can cause high staff turnover and recruitment issues. Instead of prioritizing calls made, meetings booked, and opportunities created, sales leaders should place more emphasis on positive conversations per day, stage conversion rates, time in stage, qualification score, win rate, and revenue per rep relative to activity levels. ### The importance of a qualification framework The most practical way of moving from an activity focus to a progress focus is by implementing a structured qualification framework or methodology. This means creating clear, shared standards for what constitutes a qualified opportunity and what must be present before an opportunity or deal is lodged. Without [a qualification framework,](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) SDRs book meetings without assessing commercial viability, AEs advance deals based purely on optimism, pipeline stages don't reflect buyer intent, and forecast confidence remains low. With a qualification framework embedded into CRM stages and coaching routines, each stage has defined exit criteria, buyer commitment is required before progression, managers inspect qualification depth rather than just deal count, and forecast discussions are grounded in numbers and depth. A qualification framework also forces more meaningful conversations, answering questions like: - Is there an articulated problem with measurable impact? - Is there budget alignment? - Do we have access to decision-makers? - Is there urgency tied to a business outcome? - Has the buyer agreed to a defined next step? Embed qualification into training, pipeline reviews and performance management. It isn’t enough to simply introduce a framework; it must be tracked and managed over time. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/Richard-Lane--2--1.png) What are you training your team for? ### How sales leaders measure what actually matters Great sales teams understand that activity tracking is necessary, but it is only the starting point. When we clearly distinguish between activity and progress, we improve revenue efficiency, forecast accuracy, seller capability, and pipeline health. Remember: If the buyer hasn’t moved, the opportunity hasn’t progressed, no matter how many conversations have taken place. This principle has shaped how I inspect pipelines, coach managers, and define performance standards. Separating activity from progress is a must for sustainable business growth. ### Less tool, more impact: A guide to the sales enablement tech stack URL: https://www.salesenablementcollective.com/less-tool-more-impact-a-guide-to-the-sales-enablement-tech-stack/ Last updated: 2026-02-20T15:00:36.000Z I'm Nada, and I look after sales enablement, partner enablement, and customer enablement for [Pentaho,](https://pentaho.com/?utm%5Fsource=ghost) part of Hitachi Vantara. Over the past 25 years working with major organizations, I've implemented over 15 pieces of tech stack and retired over 20\. This experience has taught me something crucial: managing the ever-growing, ever-changing world of sales tech stacks requires a fundamentally different approach than most enablement leaders take. ### The VUCA environment We're operating in what's known as a VUCA world—one characterized by volatility, uncertainty, complexity, and ambiguity. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/VUCA-Matrix---Scaling-Up.webp)](https://www.therainmakergroupinc.com/blog/scaling-your-business-in-a-vuca-world) VUCA World In this environment, agility isn't optional. The statistics bear this out: [the average tenure of a CRO](https://www.revenueoperationsalliance.com/cro-insights-report/?utm%5Fsource=ghost) in organizations turning below $5 billion annually is just 18 months. For those who've been in an organization for five years or more, this likely means working under two or three different CROs, each bringing their own strategy, direction, and preferences. This constant change inevitably influences decisions around tech stack adoption and retirement. [Sales enablement professionals](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/?utm%5Fsource=ghost) often find themselves responsible for the tech stack whether they've formally accepted that responsibility or not. The landscape typically looks chaotic: multiple overlapping tools, some actively used, some abandoned, and some that nobody remembers purchasing or why. The expectation is that sellers will work smoothly across 10, 15, or sometimes even 20 different platforms. Yet the reality rarely matches this expectation. Many organizations maintain extensive tech stacks that their sales teams don't consistently use. ### Understanding your tech landscape The fundamental question becomes, what am I actually trying to get my sellers to do? This isn't straightforward. Beyond the basics; perhaps Salesforce as a CRM and [a sales methodology](https://www.salesenablementcollective.com/sales-methodology-secrets-7-key-principles-from-industry-experts/?utm%5Fsource=ghost) like Command of the Message, Sandler, or Challenger, the layers multiply quickly. Consider the question: What handles [forecasting](https://www.salesenablementcollective.com/sales-forecasting-template-framework/?utm%5Fsource=ghost)? What about call listening and coaching? Where does content live, and how do we measure its effectiveness? Is this internal content for sellers or customer-facing materials? Who creates it? Who ensures compliance? Working in data at Hitachi Vantara, where data storage, protection, and integrity are paramount, has reinforced an important truth about AI and GenAI: they're only as intelligent as the data they're fed. An enablement tech stack needs optimization, quality data, proper categorization, and alignment with the sales cycle and stages. There's always an opportunity to reassess how well [the stack meets these criteria](https://www.salesenablementcollective.com/building-a-tech-stack-where-to-start-and-how-to-progress/?utm%5Fsource=ghost). _This post is for paying subscribers only._ ### The SPICED sales methodology: What it is, and how to use it to close more deals URL: https://www.salesenablementcollective.com/spiced-sales-methodology/ Last updated: 2026-02-19T14:51:01.000Z ## What is the SPICED sales methodology? The SPICED sales methodology is a customer-centric sales framework that helps go-to-market teams run better discovery, align around what the buyer actually cares about, and drive buyer engagement throughout the deal. Developed by [Winning by Design](https://winningbydesign.com/), SPICED stands for Situation, Pain, Impact, Critical Event, and Decision. Unlike transactional approaches that rush to a pitch, SPICED is designed for modern, consultative selling, especially in recurring revenue models where winning the deal is only the start and retention matters just as much as acquisition. [Sales methodology secrets: 7 key principles from industry expertsAn expert panel discusses the ins and outs of sales methodologies - how to select one, best practices, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-491.png)Sales Enablement CollectiveThomas Cheriyan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/lindsay-henwood-7_kRuX1hSXM-unsplash-2-2.jpg)](https://www.salesenablementcollective.com/sales-methodology-secrets-7-key-principles-from-industry-experts/) The SPICED selling method's five elements are designed to help salespeople identify customer needs and position their product or service as the solution to those needs. This selling method aims to help sellers diagnose the problem a buyer has, develop a profound understanding of the viability of this deal in particular, and finally to demonstrate understanding and empathy for that problem to maximize persuasiveness. While frameworks like [BANT or MEDDIC lead qualification methods](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) stop at surface-level qualification, teams that switched to SPICED saw meeting effectiveness and partner CSAT jump by three to nine points in [Google’s 5 Key Shifts study](https://www.salesenablementcollective.com/inside-the-mindset-shifts-that-transformed-googles-sales-strategy/). Deeper buyer insight sparks urgency, consensus, and clear value. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/pain.webp) **Understand your buyer's pain points and* ***frustrations** *, and you're that much closer to understanding their needs.* ## What are the five steps of the SPICED sales framework? Each letter represents a critical element you need to uncover during your sales conversations. ### 1\. Situation Start by understanding your prospect's current state. What's their business situation? What systems, processes, or solutions are they using now? How are things working for them? This isn't about gathering basic company information you could find on their website. You're looking for the real story behind their current setup and what's driving them to consider a change. 💡 ****Tips:** • At this stage, questions can be very general. The aim is just to get the prospect talking about how they do things right now. • Always think ahead to the later steps in the SPICED method. If you hear emotional language, for example, consider this a verbal cue that you’re ready to move the conversation to the **pain* stage. ### 2\. Pain Once you understand their situation, dig into what's not working. What specific problems are they facing? What's frustrating them about their current approach? The key here is getting beyond surface-level complaints to understand the root causes. Ask follow-up questions like "What's causing that?" or "How long has this been an issue?" 💡 ****Tips:** • Listen for emotional language around things the prospect is trying to achieve. • Hopes and desires for the future can be just as important clues as negative emotional language. • Ask prospects questions like, “What would that process look like in an ideal world?”. • The stronger a buyer’s emotional pain, the more interested they’ll be when you offer a solution. • Consider how appropriate your solution is for the particular problems the customer is having. How much of an antidote to their pain can your product be? ### 3\. Impact Now quantify what these problems are costing them. What's the financial impact? How is it affecting their team's productivity? What opportunities are they missing? This stage is all about uncovering details about the impact adopting your product could have on the prospect and their org. If you can express the prospect’s frustrations back to them, but not tie them to shortcomings in their existing solution, you’ll struggle to position your own product as an essential addition to their tool set. *Details* are the key. Just as, in the *Situation* stage, reps should listen for emotional language to help them transition into the *Pain* stage, reps should listen out for specific *details* about where those frustrations come from. Details are the bridge between the *Pain* and *Impact* stages of the SPICED methodology. You want to get really good at expressing back to the prospect exactly where their existing solution is falling short. This will not only show your buyers you understand their pain, but also set you up to position your product as the answer they’ve been looking for. 💡 ****Tips:** • Remember: details are key. If you’re able to articulate the prospect’s frustrations, but not how your product could help them, you might be lacking in specifics. • Get the customer to give you details about how their existing solution falls short of their ideal outcome. • Ask questions that drill down into the details of where and how current solutions are failing. • Keep the conversation focused on the prospect; their situation, their emotional state, the impact to them and their everyday life, as well as the longer-term impact to their organization. • Emphasize the downsides, and risks involved, with **not* taking action, too, to further persuade action. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/impact.webp) **If you don't understand the* ***impact** *your product can have on the buyer's life, and their org's goals, you'll struggle to make clear to them why they should buy.* ### 4\. Critical event In the SPICED sales methodology, the *critical event* is the deadline your prospect needs to have the deal done by. Or, that they need to show evidence of progress by a particularly critical meeting, and that getting a solution in place that enables such reporting before then is necessary. During the *critical event* stage, you’ll ask the prospectquestions about their deadlines. It’s still just as important to gather as much information as possible during this stage. A single date isn’t enough. You want to understand *why* this date is important to the buyer, what the consequences for missing that date might be, and any other dates that might impact the sale. 💡 ****Tips:** • Don’t confuse the prospect’s critical event with your own mental deadline of when you want the deal done. Wanting to close the deal before the end of the quarter so you can hit quota is not a critical event. • Be wary of false deadlines. When your buyer mentions a date, test it by asking what the consequences will be if that deadline isn’t met. • If there are few, or no, consequences for missing the deadline, this is probably not the key deadline you’re looking for. ### 5\. Decision Finally, map out how they'll actually make this decision. Who else needs to be involved? What's their evaluation process? What criteria will they use to choose between options? In the final stage of the SPICED process, you’ll seek to uncover information about the decision-making process at your buyer’s firm. **Key information includes:** - Who’s involved in the process? - Are decisions made by committee, or does an individual have the final say? - What are their criteria for deciding? - How long does the process typically take? Remember, you won’t always be speaking to the ultimate decision maker. Even if you’re able to convince the person you’re speaking to that you can help *them*, you’re not guaranteed to get a sale unless the *ultimate* decision-maker gives their sign-off. Balancing persuasive energy between the needs of the person they’re talking to, and the needs of the ultimate decision maker, is one of the biggest challenges your sales team can face. Spending enough time during the discovery stage figuring out the ultimate impact is an effective method of handling this, since you’ll be able to position your product as the solution to the issues the wider organization is facing. 💡 ****Tips:** • Prioritize prospects based on the probability they’re a winnable client. • Ask about the firm’s previous experiences bringing products similar to yours into their working processes. • Expertly anticipating objections and requirements from an entire decision-making committee is a difficult sales skill to master. The more information you can uncover during the other SPICED stages, the easier a time you’ll have here. ## How to implement SPICED across your organization Let’s say you’re selling a SaaS project management solution for large, mature enterprises, and you’re in conversation with a prospect. Here’s a brief look, in Q&A format, into what a conversation following the SPICED selling methodology might look like. ### The “Situation” stage > Q: “How many staff members do you employ globally?” > A: “Around 600 staff members globally.” A question early on about the size of the business gives you a sense of what’s at stake. As with all work, it pays to prioritize. In sales, that’s no different, and uncovering information (like the size of the account you could win) helps you do just that. It also provides much-needed context for what you’ll learn later in the process. ### The “Pain” stage > Q: “What challenges are you facing around internal organization?” > A: “Missed deadlines, lost tasks, lack of accountability. Lack of visibility into ownership.” The pain stage is critical, so questions about challenges and frustrations are a no-brainer here. Remember to watch out for emotional language. If the prospect is hesitant to talk about negatives, ask them instead what their processes would look like in an ideal world, or about the consequences of existing processes failing. ### The “Impact” stage > Q: “How do missed deadlines and lack of ownership affect productivity, morale, and revenue growth at your company?” > A: “Productivity and morale are definitely hurt by it, with knock-on effects to our rate of revenue growth.” Questions about the impact failing solutions are having gives you a sense of the impact your own products could have, and enables you and the rest of your sales team to position your solution as the answer to the prospect’s prayers. ### The “Critical event” stage > Q: “When do you need a working solution for project management by? What happens if you miss this deadline?” > A: “Leadership team wants a working, viable, and scalable solution for project management in place by end of quarter.” When you know that this is a quality lead that’s a good fit for your product, and that your solution could really positively impact their org, it’s time to start gathering information about the deal itself. Direct questions about the timeline your buyer is working towards are important, as they give you the clearest sense of how fast you need to move, and what information to provide. ### The “Decision” stage > Q: “Who is involved in the decision-making process? What are your criteria for making a decision around adopting a new tool like this?” > A: “The CFO gets final sign-off on any new tools for budgetary reasons. Price, integration with other tools, and API-access for powerful reporting are all high priority decision criteria.” Information you gather at the *Decision* stage is all-important. This is where you learn who *else* you have to persuade (often without direct access to them), how fast or slow the deal might move, and exactly which criteria you need to speak to when positioning your product to stand the best possible chance of winning the deal. ## 5 Tips for using the SPICED selling method to close more deals ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/How-SPICED-drives-buyer-engagement--1-.png) ### 1) Ask open-ended questions Remember that the aim of this [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) is to gather information in a structured way. Closed-ended questions shut this down. Open-ended questions, meanwhile, force long form, unique answers from prospects that will reveal information helpful to moving the customer through the sales cycle. Ask open-ended questions while moving through the SPICED framework to gather as much information as possible. ### 2) Demonstrate active listening In his groundbreaking book on negotiation, *Never Split the Difference,* [former FBI hostage negotiator Chris Voss](https://www.blackswanltd.com/chris-voss) introduces the concept of Mirroring. This is where, while gathering information, you repeat back to a person the last few words of what they just said. This is a great way to listen actively, since it’s a foolproof way of communicating to your prospect that you’re in sync with them, while prompting them to continue. It’s also a great way of stalling for time if you’re not quite sure how to respond to what they’ve just said, since it puts the onus back on them to continue speaking. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/voss-1.jpeg) **Former FBI negotiator Chris Voss emphasizes the effectiveness of* ***mirroring** *the prospect.* While Voss’s mirroring technique is very effective, the best way to demonstrate active listening is to repeat back to someone what they’ve said in *your own words*, rather than in words they’ve used. This reflects an age-old principle described by [Stephen R. Covey in *7 Habits of Highly Effective People*](https://www.franklincovey.com/the-7-habits/): “Seek first to understand, then to be understood.” When you’re able to signal to someone that you understand them, and perhaps even communicate their problems to them more clearly than they can articular them to themselves, they feel you’re on their side. If you’re on-side, you’re trustworthy, and they’re much more likely to listen to what you have to say. ### 3) Consider the decision-making committee Always be thinking about the committee behind the decision-making process. While *Decision* is the final stage in the SPICED methodology, you need to bear it in mind from the start. The more in-tune you are with the fact the person on the other end of the phone isn’t the only one you have to persuade, the better your chances of closing the deal. You’ll be more aware of the decision-making criteria you should be speaking to and, therefore, how you should be positioning your product. It’ll also help direct the questions you ask at each stage of the discovery process. ### 4) Use the framework as structure for enablement content Frameworks like SPICED exist to help your salespeople close more deals. They provide structure to the sales cycle, and the conversations taking place within it, through the discovery stage and beyond. If your org has a [sales enablement function](https://www.salesenablementcollective.com/what-is-sales-enablement/), and favors the SPICED sales method, your enablement team can build their enablement content around the five stages of the SPICED structure. Competitive battlecards offer structure to a sales call in the same way SPICED does. They’ll lead with an overview of a particular competitor, but the best will go on to offer ways to handle common objections, offer so-called *landmine* *questions* that lead the prospect to reveal to themselves why a competitor’s solution might not be viable, and even include information about a competitor’s strengths and their pricing strategy. In a similar way, enablement reps can develop SPICED cheatsheets as a part of their enablement content, driving faster onboarding for new reps, and improving the *Time to Productivity* metric. ### 5) Work with sales enablement for even better results If you’re struggling to increase your win rates, having a few reps adopt a new sales methodology might not be enough. If you don’t already have one, a dedicated sales enablement professional can help enable your reps with the information they need at every stage of the sales process to persuade customers, handle objections, ward off would-be competitors, and seal the deal once and for all. --- ### Sales Enablement Summit, Washington DC, January 2026 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-washington-dc-january-2026-ondemand-2/ Last updated: 2026-02-11T16:25:02.000Z Catch up on every session from Sales Enablement Summit Washington DC _This post is for paying subscribers only._ ### Why strong completion rates aren’t boosting your revenue URL: https://www.salesenablementcollective.com/completion-rates-dont-equal-competence/ Last updated: 2026-03-26T15:55:06.000Z Teams check boxes to say training is done. But does that actually help reps close deals? Completion rates look great on paper, yet reps still freeze in live conversations, struggle with objections, and lack confidence when it matters most. In this live session, we’ll compare **passive training** with **interactive practice** and unpack why completion metrics fail to reflect real sales readiness. You’ll learn what enablement teams should measure instead, and how organizations that move beyond box-checking see up to **45% higher ROI** and **75% better retention**. This is a practical session for enablement, sales, and revenue leaders who want proof that training actually works. ### **Insights you'll walk away with:** - Why completion rates are a misleading indicator of sales readiness - What enablement teams should measure instead of (or alongside) completions - How to validate readiness *before* reps talk to real buyers - Common mistakes that weaken sales training programs - Why interactive practice fundamentally changes learning outcomes ### **Sign up and solve pain points like:** - **Completion rates that don’t reflect real readiness** Training gets “completed,” but reps still struggle in live conversations. Learn why completion metrics fall short, and what actually indicates competence. - **False confidence from passive or AI-only training** Videos, scripts, and generic AI tools don’t prepare reps for real objections or pressure. See where passive and AI-only training fails, and how interactive, conversational practice closes the gap. - **No clear way to prove enablement impact** Enablement teams often lack visibility into skill progression and outcomes. Learn how to measure readiness, retention, and performance, and connect training directly to business results. ### **Meet the experts** **Douglas Montgomery, Chairman, Westwood Global Energy Group and Institutional Board Advisor** Douglas Montgomery is a seasoned global leader who transformed Wood Mackenzie’s GTM operations, scaling revenues from $11 million to over $200 million and expanding its international footprint from 2 to over 20 offices. Having built high-performance teams of 120+ and overseen critical M&A and product innovations, he now leverages this deep operational expertise as a Portfolio Chairman and Non-Executive Director. Douglas specializes in guiding boards through the complexities of rapid scaling, structural reorganization, and strategic market positioning within the energy and technology sectors. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/03/Douglas_Montgomery_1027_Square_Web.jpg) **Chen Zhang, Chief Growth Officer, Rapport** Chen Zhang is a GTM leader with 15 years of experience building the engines behind major exits by Under Armour (MapMyFitness) and Expedia/Vrbo (HomeAway). As the former CEO and Co-Founder of Aquifer, she has a proven track record of helping global brands like Merck and Adidas use emerging technology to win new business and deepen client impact. Now serving as Chief Growth Officer at Rapport, Chen focuses on the practical execution and strategy required to scale AI solutions into consistent enterprise revenue. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/rapport-speaker-2.jpg) ### Turning sales into experience: Using gamification to reinvent enablement URL: https://www.salesenablementcollective.com/gamification-to-reinvent-enablement/ Last updated: 2026-02-19T13:32:13.000Z Three weeks into my new role at UKG, I'm already thinking about how to shake things up. After years of building enablement programs at companies like Procore and Autodesk, I've learned that the traditional approach to sales training just doesn't cut it anymore. You know what I'm talking about. The massive binders dropped on your desk. The endless PowerPoint decks. The "here you go, now you're trained" mentality that we've all experienced at some point in [our careers](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/). But here's the thing: people don't want to just receive information anymore. They want to interact with it, experience it, and actually remember what they've learned. That's where gamification and experiential learning come into play. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/02/300-x-100--3-.png)](https://learn.salesenablementcollective.com/course/sales-enablement-certified-masters/?utm%5Fsource=ghost) ## The evolution from information to experience I've been in the enablement space for over twenty years, and I've watched this fascinating shift happen. Once upon a time, entertainment meant going to see a movie. Advertising meant clipping coupons from the Sunday paper. And training? Well, that meant someone handed you a company handbook and wished you luck. All of these were about one thing: receiving information. But something changed. We started carrying screens in our pockets. We started expecting more from our interactions with content. Training, advertising, and entertainment all had to evolve to meet this new expectation for engagement and interaction. [The sales teams](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/) I work with don't want to sit through another lecture. They want experiences that stick. They want to be part of the learning process, not just passive recipients of it. ## Why gamification works: The science behind the fun _This post is for paying subscribers only._ ### Driving change in sales teams: what works and what doesn't URL: https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/ Last updated: 2026-08-12T09:00:28.000Z Old habits die hard, especially when money is on the line. So how do you transform decades-old sales approaches across an organization? In my **15+ years in sales enablement** at companies like Microsoft and MessageBird, I've banged my head against the wall many times trying to get teams to embrace new skills. While I don't have all the answers, I've picked up some hard-won lessons on the good, the bad, and the downright frustrating parts of transforming behavior. In this article, I want to share my key takeaways to help fellow enablement leaders and frontline managers drive real change. I'll take you through my failures and successes, organizing it into **"the good, the bad, and the ugly.**" My goal is to provide practical tips you can start applying now to motivate your teams. So, let’s dive right in! ## The ugly: Why changing behavior is so hard We all know driving real change is hard. As Mark Twain famously said, "I'm all in favor of progress; it's change I don't like." Customers initially get excited about new ideas and progress. But when it comes time to actually change entrenched habits and behaviors, resistance invariably crops up. On the sales enablement side, we often see that simply providing training isn't enough to produce real changes in seller behavior with customers. > *The metrics may look good on paper, but out in the field, reps quickly revert back to old habits.* On the business side, appeals for more training or feedback from customers frequently fall flat. Mandating actions doesn't work well either, as sellers resist top-down edicts. So why is driving change so difficult? I've learned it comes down to **three core challenges**: ### 1\. Under pressure, people revert to old behaviors When the stakes are high, people rely on entrenched habits - even if they've just received state-of-the-art training on new best practices. Fear of failure outweighs the motivation to change. ### 2\. Big goals feel overwhelming Launching a major new initiative for the sales team can seem like an impossibly large mountain to climb. Even if sellers make significant progress, falling short of the ultimate goal still feels like failure. ### 3\. Rational motivations aren't enough Appeals to logic rarely provide sufficient motivation on their own. Telling sellers they'll earn more commission from a new product doesn't necessarily get them to change decades-old habits. ## The bad: My early failed attempts Armed with these challenges, I set out to transform my sales team's skills at various companies. Unfortunately, my first few attempts failed to drive real behavioral change, despite seeming successful on the surface. ### Attempt #1: Inspiring training without coaching At Microsoft, we needed to train 15,000 sellers on how to shift from selling on-premises solutions to cloud-based ones. It represented a major change in everything from conversational approach to deal negotiation. I created what seemed like inspiring e-learning modules, videos, and other tools. Participation rates were sky-high, and survey feedback was extremely positive. But out in the field, rep behaviors stayed stagnant. The training simply didn't lead to change. 💡 ****Key takeaway:** Observation and passive learning don't drive real behavior change. ### Attempt #2: Layering coaching on top Realizing we needed more than just training, we added intensive in-person coaching. Sellers role-played new scenarios and got detailed feedback from managers. This time, we saw real improvement in reps embracing cloud-based sales. But coaching introduced new problems. Sellers resisted being critiqued and avoided scheduling coaching sessions. Managers struggled transitioning from directing to coaching. 💡 ****Key takeaway**: Coaching is powerful but requires changing ingrained habits on both sides. ### Attempt #3: Still falling back on old behaviors Even with coaching, sellers struggled to apply new skills in high-stakes customer conversations. At the first objection, they reverted to old comfort zone product pitches. 💡 ****Key takeaway**: Changing behavior requires more than new information - it demands practicing new habits until they become automatic. ## The good: A cadence that works After multiple failures, I finally developed a practical approach to driving adoption of new seller skills, which I recently implemented with a 15-person SDR team at my new company. Rather than one-off training, we created a four week onboarding cadence blending different modalities. Here are the key elements: ### Start with low-stress practice opportunities On day one, we presented a sample outreach email and had the group critique it on Slack. This instantly got them thinking critically and learning without any formal training. Short microlearning bites and informal polls provided low-key opportunities to introduce concepts. ### Use coaching to ingrain new habits We paired new SDRs with seasoned reps for coaching sessions to practice real outreach and get detailed feedback. Both partners gained insights from these exchanges. ### Make learning social and fun with competition A culminating team competition replaced stressful exams. SDRs learned from watching peers' presentations and provided constructive feedback. The contest format motivated engagement. ### Reinforce concepts through repetition We repeated core ideas across multiple formats over the 4 weeks. Consistent repetition helps new approaches sink in. ### Provide optional opportunities to dive deeper Optional learning sessions, content libraries, and Q&A office hours let people self-direct deeper dives on areas of interest. ### Use positive framing and motivation Rather than scolding sellers, we focused on positives like becoming better at their craft and working as a team. Aspirational emotions are more powerful change motivators than fear. ### Expect iteration Driving change doesn't happen overnight. We anticipate running updated versions of the cadence to meet evolving needs. --- [“Whatever the business needs, we do it”, Tjeerd Veninga | SECTjeerd Veninga joins us on the podcast to discuss all things sales enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/02/SEC_Podcast_Innovation_Uniphore.jpg)](https://www.salesenablementcollective.com/whatever-the-business-needs-we-do-it-tjeerd-veninga/) --- ## Key takeaways for changing behavior Through plenty of trials and errors, I've learned a few key lessons that I hope resonate with you: - **Change takes time**. Quick hits don't work. Create extended journeys that give people space to practice and reinforce new skills. - **Blend modalities**. Layer different learning tools like microlearning, coaching, and competitions to drive engagement. - **Appeal to emotions**. Rational arguments aren't enough. Connect with people's intrinsic desires for mastery and teamwork. - **Meet people where they are**. Provide optional and social learning opportunities instead of mandated activities. - **Practice makes perfect**. Repeatedly applying new approaches cements them into habits that stick under pressure. - **Engage managers in coaching skills**. Sales leaders need as much training on providing coaching as frontline sellers do on new selling skills. - **Stay positive**. Motivate with support and competition instead of criticism. - **Keep iterating**. Behavior change is a moving target requiring constant refinement and evolution. The path to true transformation is bumpy, but by keeping these principles in mind, I believe enablement leaders can get closer to our shared goal of driving change. ## Final thoughts And that's a wrap! I hope sharing my lessons learned helps shed some light on the good, the bad, and the ugly of transforming sales behavior. Driving real change is tough work. Believe me, I have the bruises to prove it! But with the right mindset and tools, it **IS** possible to build new habits across teams. Changing behavior is a journey, not a moment. Take it step by step, learn as you go, and don't beat yourself up. --- *This article comes from *Tjeerd Veninga*’s talk, ‘Changing behavior – The good, the bad, the ugly… and a way that actually works’, at our *2023 Amsterdam Sales Enablement Summit*, check out his full talk* [***here***](https://www.salesenablementcollective.com/sales-enablement-summit-amsterdam-2023-ondemand-2/)*.* ### Catalyst, powered by SEC San Francisco 2026 | OnDemand URL: https://www.salesenablementcollective.com/catalyst-powered-by-sec-san-francisco-2026-ondemand/ Last updated: 2026-01-30T11:37:15.000Z _This post is for paying subscribers only._ ### The non-negotiable foundations of successful enablement programs URL: https://www.salesenablementcollective.com/non-negotiable-foundations-successful-enablement/ Last updated: 2026-01-23T17:33:59.000Z Let me start with a confession. When I first stepped into enablement 18 years ago, we didn't even call it enablement. We just knew sales teams needed help, and someone had to figure out how to give it to them. Fast forward to today, and I'm still learning, still tweaking, and still discovering what works. But after building [enablement functions](https://www.salesenablementcollective.com/creating-a-scalable-sales-enablement-function/) from scratch at three different companies, I've learned this: your success depends entirely on the foundation you build. The truth is that across enablement, we're all facing similar challenges. We're all trying similar solutions. And sometimes, we're all wondering if we're doing it right. Well, here's what I've learned: if you're asking that question, you're already on the right track. ## Why your enablement needs a mission Here's a question that might make you squirm a bit: do you have a defined mission and vision statement for your enablement team? Not your company's mission. Not your sales organization's vision. Your enablement team's specific purpose for existing. When I asked this at a recent conference, about half the room raised their hands. That's actually pretty good. But for the other half (and maybe for many of you reading this) let's talk about why this matters. My mission has always been straightforward: ensure that members of my revenue organizations have all the skills, knowledge, and tools necessary to be successful in what they do. That's it. No fluff. No corporate speak. Just a clear statement of why I show up every day. Your mission statement describes the purpose of your enablement efforts. What's your team's reason for being? Your vision statement paints the picture of where you want to be; in other words, the desirable outcome of all your hard work. For me, the vision is to become a trusted advisor within my revenue organization, [driving readiness, capacity, and efficiency](https://www.salesenablementcollective.com/sales-readiness-vs-sales-enablement-separation-of-church-and-state-and-why-it-matters-2/) to help improve sales execution and accelerate sales. Will I ever fully get there? Maybe not. But it gives me something to work toward every single day. One of my CEOs used to say, "Everyone is in sales." I like to rephrase that: Everyone is in sales enablement. If you don't have sales in your job description, you're there to help sales sell. And as enablement leaders, we're the bridge between sales and everyone else. > You're not just enabling sales. You're building a culture of continuous improvement. ## The cornerstone you can't skip: Competency matrices Think about this for a second. You wouldn't build a house without blueprints, right? So why would you build an enablement program without [defining what success looks like for your reps](https://www.salesenablementcollective.com/the-secret-to-successful-sales-enablement-dont-forget-the-reps/)? Just like you need an ideal customer profile, you need an ideal rep profile. This competency matrix defines exactly what you expect each person to know, what skills they need to have, and what tools they need to be comfortable with to succeed. Remember my mission? Knowledge, skills, and tools necessary to be successful. Your competency matrix defines what that success actually looks like. It's the difference between hoping your reps figure it out and giving them a clear path to follow. ## The three pillars of every successful enablement program Once you've got your foundation set, you need to build on it with three essential pillars: ### New hire onboarding This is where it all starts. You're [introducing new hires to their roles](https://www.salesenablementcollective.com/onboarding-program-uber-for-business/), building that knowledge and skill set across industry understanding, product expertise, go-to-market strategy, sales process, and tools. Most of you probably already have this in place — it's usually where enablement programs begin. ### Continuous learning Here's where you build on what they learned during onboarding. You're reinforcing industry knowledge, product updates, and [go-to-market strategies](https://www.salesenablementcollective.com/10-golden-rules/). You're driving adoption of processes and tools. And crucially, you're ensuring business change awareness: new products, new processes, and new strategies. Whatever they need to know, continuous learning delivers it. ### Coaching and skills verification We talk about this all the time, but it bears repeating: you need to [enable your managers to be coaches](https://www.salesenablementcollective.com/the-power-of-intrapreneurship-and-coaching/). This is a critical part of any coaching and skills verification program. But it goes beyond that. You're also assessing and improving the existing knowledge base, making sure your reps actually know what they think they know about industry, product, go-to-market, sales process, and tools. _This post is for paying subscribers only._ ### 8 sales psychology principles (That make buyers say 'Yes!') URL: https://www.salesenablementcollective.com/8-principles-sales-psychology/ Last updated: 2026-03-31T06:38:53.000Z 💡 What’s a sales rep’s favorite word? "Yes!" Closing a sale ends with a 'Yes'. But to get to that point, you need to get inside your customers’ heads to: - Understand their individual needs so you can demonstrate how your product will help them. - [Anticipate and overcome objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) and deal with them in a way that satisfies the prospect. - Prepare to negotiate on factors like terms, conditions, price, or other variables so each party is satisfied with the potential deal. ### Sales reps as psychologists Harvard professor Gerald Zaltman found that about 95% of purchase decisions take place in the subconscious mind, which means you need to connect with buyers emotionally before logic even gets a look-in (Zaltman, 2003). Every good salesperson, therefore, has a solid grasp of psychology and its concepts. Here, we’ll run through the eight key psychological concepts that come into play during the sales process, and how you can [use them strategically to grow your sales](https://www.salesenablementcollective.com/6-proven-ways-to-close-more-deals/). ### Diagnosing and leveraging primary buying motives in sales Understanding what truly drives your prospect’s decision-making is essential for effective sales conversations. Most buying motives fall into a few core categories: fear (risk avoidance), gain (opportunity), prestige (status), security (stability), and convenience (ease). Recognizing which motive is dominant can help you tailor your approach and messaging for maximum impact. Start by using diagnostic questions to uncover your prospect’s primary motive. For example, you might ask: - What’s the biggest challenge you’re hoping to solve this quarter? - If you could wave a magic wand and fix one thing in your process, what would it be? - How would success with this project be recognized internally? - What concerns do you have about making a change right now? Listen closely to the language your prospect uses. If they mention avoiding mistakes or compliance issues, fear or security may be at play. If they focus on growth, market share, or innovation, gain is likely the driver. References to industry leadership or being first to adopt often signal prestige. Once you’ve identified the motive, align your messaging. For fear-driven buyers, emphasize risk mitigation and reliability. For gain-focused prospects, highlight ROI and competitive advantages. For those motivated by prestige, showcase case studies featuring industry leaders or awards. Security-minded buyers respond well to stability and support guarantees, while convenience seekers appreciate streamlined processes and time savings. A simple checklist can help: - Diagnose the motive using targeted questions - Listen for motive-specific language - Tailor your pitch and materials to address the primary motive - Reinforce your solution’s alignment with their core driver throughout the sales cycle This approach not only increases your relevance but also builds trust, as prospects feel truly understood and supported. --- ## 1 - The Reciprocity Principle One of the first social norms we’re taught from childhood is to say ‘thank you’ when someone is kind to you or gives you a gift. This is the reciprocity principle at a very basic level, and a powerful one that we carry into our adult lives. ### You do me, I’ll do you In practice, it means that most people feel obliged to return a favor (even if we didn’t request the favor in the first place). Reciprocity is one of the core principles behind sales and marketing: you’re essentially giving away [advice and resources that are valuable](https://www.salesenablementcollective.com/value-based-selling-taking-the-fear-factor-out-of-cold-calling/) to customers and potential customers. This encourages them to give you their contact details, sign-up to your mailing list and, hopefully, spend money with you in future. ### Lesson Reciprocity comes into play in sales because when you do something for a prospective customer, it makes it easier for them to do something for you in return. For example, if a sales rep approaches a prospect with generous intent and is able to offer something of value - such as advice, resources like content, or a free trial - this is a step towards engaging in conversation and developing into genuine leads. This works best when it’s offered: - Before asking them for anything in return (now they’re indebted to you) - Exclusive and personalized (making them feel special) --- ## 2 - The Liking Principle Sometimes it's not about what's being asked but rather about who is doing the asking. It won’t come as any surprise that people find it easier to say no to a stranger than to someone they know and like. For example, if a friend asked you to review and give feedback on their LinkedIn profile, you’d probably be more willing than if a stranger asked you to do the same. ### Let’s go retro Research has shown that this partly accounts for the success of demonstration parties, which began Tupperware in the 50s and 60s (ask your nan), and continues with Avon, Ann Summers and Body Shop parties, where hosts invite friends and family to their homes to demonstrate and sell products for a commission. With party games and snacks, this sales model is based on social activity as direct sales. ![Tupperware party](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2020/08/tupperware-party.jpg) Image courtesy of NostagliaCentral.com ### Lesson Find common ground. Establish a friendly, authentic and approachable style; ask questions to show you’re genuinely interested in their needs and how you can help them (and, of course, to inform your sales tactics and positioning). Show how you identify with your prospect and create a connection. If you've taken time to get to know your prospective customers and build some rapport, it will be much easier for them to say yes to you. ## 3 - The Social Proof Principle This is the concept that when people are not sure what action to take, they often look to the behavior or opinions of others to guide them - especially their peers. Perhaps unsurprisingly, Nielsen’s Global Trust in Advertising report found that 89% of consumers trust recommendations from people they know more than any other channel (Nielsen, 2021). And take the example of online reviews or recommendations; according to a Pew Research Center survey: an eye-opening 84% of Americans trust online reviews on sites such as Amazon, Tripadvisor and Trustpilot as much as a personal recommendation. ### We’ve got so much in common! Belonging to a group with shared characteristics appeals to our primitive needs to feel safe and establish social identity. From supporters of a particular football team, to those who can afford to demonstrate their status by owning a Rolex, we’re all pack animals at heart. ### Lesson In general, people are more comfortable ‘going with the crowd’. From a sales point of view, this is where storytelling and case studies come in: when people just like your customers are using a product and found success, it makes them much more likely to consider using it themselves. ### Storytelling techniques to build trust and drive emotional decisions [Storytelling is one of the most effective tools](https://www.salesenablementcollective.com/how-to-master-sales-messaging/) in a sales professional’s arsenal. It transforms abstract features into relatable outcomes and helps buyers see themselves in the story. According to Victoria Kendall, SVP, Sales Enablement, Vensure Employer Services: “Stories work because they have power to foster deeper connections between people.” To use storytelling strategically in sales, start with a clear structure: 1. Identify the core challenge your prospect faces. This could be a pain point you’ve heard repeatedly or a goal they’ve shared in conversation. 2. Select a real customer story that mirrors this challenge. Authenticity matters: choose a scenario that’s relevant and recent. 3. Set the stage with context. Briefly describe the customer’s situation before your solution entered the picture. 4. Highlight the turning point. What action did your customer take with your help? Focus on the decision moment. 5. Share the outcome, emphasizing both emotional and business results. Did they save time, reduce stress, or achieve recognition? Connect these outcomes to your prospect’s own aspirations. Victoria emphasizes that stories “inspire action” and “take you to an emotional level.” This emotional resonance is what builds trust and motivates buyers to move forward. People often buy based on emotion and later justify with logic, so stories that evoke empathy, relief, or excitement are especially powerful. For example, instead of listing product features, you might share how a client in a similar industry overcame a major hurdle (perhaps a missed revenue target or a stressful audit) and how your solution played a role in their turnaround. This approach not only builds credibility but also makes your offering memorable and trustworthy. Incorporate stories into every stage of your sales process. Over time, you’ll notice prospects opening up more, asking deeper questions, and moving through the funnel with greater confidence. --- *Fill out the form below to get our ebook on *how to master sales methodologies*. This ebook covers proven sales methodologies to help you close more deals. It’s the ultimate guide to elevating your sales strategy.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_OptimizingSales_Report_Cover-1.png) ## 4 - The Authority Principle It almost goes without saying, sales reps need to know their products inside out - not just the technical features, but the benefits it offers to customers, how it sits in the market alongside competitors, etc. But being able to actually demonstrate that credibility is exceptionally important. We need to feel that the person we’re talking to is an expert and that the advice they give is of real value, rather than ‘just a sales pitch’. ### Oh, just forget it then... People seek reassurance that they are making the right decision, whether that’s to continue to engage with the initial conversion, or making the actual decision to purchase. They want to be guided away from the uncomfortable feelings of uncertainty and choice paralysis (where there are so many options to choose from, it's easier to make no decision at all). ### Lesson Empower your salespeople by arming them with simple narratives supported by whiteboards, use cases, storytelling. Encourage them to establish and demonstrate thought leadership through their activity on LinkedIn and other online communities. Make sure they’re [confident in their knowledge of your product](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) and its benefits, as well as how to differentiate it convincingly from competitors. Social media is another important tool for developing personal and professional credibility, so encourage profile optimization, and the writing and sharing of high-quality content. --- [A no-bulls\*\*\* guide to measuring sales velocityChristi discusses why the key to measuring sales enablement impact is leaving irrelevant metrics behind and focusing on the most important - the sales velocity equation.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-398.png)Sales Enablement CollectiveChristi Loucks![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Kantata-Ben-Jones-The-evolution-of-enablement-How-to-drive-strategic-change-in-GTM-operations-3-1-1.png)](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/) --- ## 5 - The Consistency Principle Consistency is a compliance technique that works on the basis that people prefer not to contradict themselves in both actions and beliefs, both from a personal and social point of view. The need for us to feel good about ourselves is such that we want to be seen to be living up to prior choices and commitments. It’s behind what’s known as the ‘foot-in-the-door’ sales technique (a nod back to the days of door-to-door sales), which is based on the idea that if you can get someone to agree to a small initial request, they will be more likely to agree further down the line to a more significant request, which they would not have agreed to had they been asked outright. The theory is that agreeing to a small favor in the first instance makes someone feel good about themselves (positive self-perception), which they then feel compelled to maintain. ### Once you’re in, you’re in Have you ever been stopped in the street and asked to take part in a survey that will ‘take about two minutes’? Once you’ve stopped and engaged with them, most people will find it psychologically difficult to disengage when the researcher is still asking questions five minutes into the conversation because they have already committed to helping them out. It would seem rude. Another interpretation is in online remarketing. How often do you see ads following you for sites you’ve previously visited, but not made a purchase? These ads remind you that you invested time in browsing that site - you chose to and you accepted their cookies - and it’s effective in persuading people to return and possibly make a purchase this time (or a further purchase if they’re existing customers). ### Lesson Coach salespeople on how to ask the relevant questions to engage consistency. If a prospect has given their email address (your small request) in order to download your guide to choosing accounting software, you might ask them questions about their current accountancy pain-points and the effect they’re having on their business and profits (the bigger request). This creates a conversion and draws them deeper into revealing information to help the sales rep nurture the sale. ## 6 - The Scarcity Principle The fear of missing out can be a potent motivator to take action and is known as the ‘scarcity principle’. Think of those “while stocks last”, “limited offer”, and “sale must end soon!” marketing messages we see everywhere. This principle tells us people are more motivated by what they stand to lose as opposed to what they might gain. Daniel Kahneman won a Nobel Prize for his work in this area when he proved that human beings feel the pain of loss anywhere from two to two and half times more than the joy of gaining the same thing. In other words, losing $100 hurts much more than the joy you might feel if you found $100. ### It’s all about the FOMO We also tend to assume that things that are difficult to obtain are usually better than those that are easily available, as are those that other people want. This inclination to be the one that ‘wins’ the coveted item is a strong motivator. What you think of it like this, it explains the popularity of eBay and other auction sites. It’s not just the item itself that compels people to bid, but the competition element. ### Lesson Create excitement and a feeling of urgency with limited edition opportunities or products. Highlight closing or end date for offers, and what the prospect could lose by not going with you, your company or your recommendation. You need to highlight this potential loss if you want more people to take action. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## 7 - The Comparison Principle We’re naturally wired to perceive things and people into a context that’s easier to understand by thinking comparatively. We ask ourselves questions like: is this iPhone value for money? The answer depends on what we’re comparing it with. You may think “no, because it’s more expensive than my last phone”; “yes, because it’s got more functionality than my current model which will save me time and make me productive”; or even, “yes, because it’s flashier than my manager’s so will make me look/feel better about my status”. ### On the other hand… Robert Cialdini, author of The Psychology of Persuasion, explained that if we see two things in sequence that are different from one another, we will tend to see the second one as more different from the first than it actually is. This is called ‘perceptual contrast’. He gives the example that if you lift a heavy object, followed by one that’s lighter, you’re more likely to judge the second as weighing less than if you hadn’t picked up the heavy one first. He also tells the story of a real estate agent who deliberately showed potential buyers around houses that were in poor condition and overpriced,before showing them the one they really wanted them to buy. By contrast, the second one looked like a great deal, making customers want it more. The salesman said: “The house \[I want them to buy\] looks really great after they’ve first looked at a couple of dumps.” ### Lesson We mentioned choice paralysis earlier: this issue occurs particularly when we have to select from options that are difficult to compare. We become psychologically overwhelmed - paralysed - by information with no point of reference that it’s easier to walk away than to make a decision we’re not sure about. > Don’t overwhelm a prospect with choices. Discussing two or three competitors or comparative options is often enough (especially ones that have been identified by the customer themselves). Good salespeople make the proper comparison, so customers see their product or service in the best light. ## 8 - The 'Because' Principle Giving someone a reason behind a request is a powerful way of increasing the odds of them complying. Think of how often kids ask “why?”. Asking them to stop talking loudly at the movies is more likely to shut them up if you add “... because it’s spoiling the movie for other people”. As a sales rep, you might say: “Investing in this CRM system will help achieve \[your objective of\] cost efficiencies because it improves internal processes to understand customer data, helping to create outstanding customer experiences that lead to higher sales and repeat business.” ### Lesson Whenever you make a suggestion to a prospective customer, back it up with a reason using “because”. Show what’s in it for them. Demonstrate how your product will help them, and use it to handle objections effectively. --- [Enablement metrics 101Carly Lehner discusses enablement metrics 101: Why metrics matter, which metrics to use, and how to use data to inform your enablement strategy.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-399.png)Sales Enablement CollectiveCarly Lehner![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Kantata-Ben-Jones-The-evolution-of-enablement-How-to-drive-strategic-change-in-GTM-operations-2-1-1.png)](https://www.salesenablementcollective.com/enablement-metrics-101/) --- ## Four tips to help you get to 'Yes' ### 1 - Separate the people from the problem In sales negotiations, emotions run high. Deals matter to both parties personally and professionally. The first principle of principled negotiation recognizes this reality: attack the problem, not the person across the table. When a prospect pushes back on pricing, it's tempting to see them as difficult or cheap. Instead, view their concern as a legitimate business challenge you can solve together. Say something like, "I understand budget constraints are real. Let's explore how we can structure this to work for both of us." This separation allows you to be soft on the person while being hard on the problem. You maintain the relationship while rigorously pursuing a solution. ### 2 - Focus on interests, not positions Positions are what people say they want. Interests are why they want it. In sales, prospects often state positions like "We need a 30% discount" or "We require a six-month trial period." Dig deeper to uncover interests. Ask "What would that discount help you achieve?" or "What concerns does the extended trial address?" You might discover they're worried about implementation risk or need to hit specific budget targets this quarter. Once you understand interests, creative solutions emerge. Maybe you can't offer 30% off, but you can extend payment terms or include additional services that address their underlying concerns. ### 3 - Invent options for mutual gain Traditional sales negotiations often feel like dividing a fixed pie. Principled negotiation expands the pie by creating value neither party initially considered. Before entering negotiations, brainstorm multiple options that could benefit both sides. Can you bundle services differently? Adjust implementation timelines? Include performance guarantees? The key is generating possibilities without committing to them. Present these as options to explore together: "What if we tried this approach?" This collaborative problem-solving builds trust and often [reveals unexpected win-win scenarios](https://www.salesenablementcollective.com/turn-your-b2g-negotiations-into-win-win-situations). ### 4 - Insist on objective criteria When negotiations stall, objective standards provide a path forward. Instead of battling over who has more leverage, agree on fair criteria for decision-making. In sales, this might include industry benchmarks, market rates, company policies, or precedent from similar deals. If a prospect demands unprecedented payment terms, you might say, "Let's look at what's standard in your industry" or "Here's how we've structured similar partnerships." Objective criteria depersonalize difficult decisions and help both parties feel the outcome is fair, even if it's not their ideal scenario. ## Overcoming common obstacles in getting prospects to say 'Yes' ### • When the other party uses positional bargaining You've prepared for principled negotiation, but your prospect opens with "We'll pay X and not a penny more." They're locked into positional bargaining. Don't take the bait. Instead of countering with your position, redirect to interests: "Help me understand what makes that number work for your business." [Ask questions that uncover the reasoning](https://www.salesenablementcollective.com/3-deep-sales-discovery-questions/) behind their position. If they persist, use the "one-text procedure." Draft a preliminary agreement addressing both parties' interests and refine it together. This shifts focus from positions to collaborative editing. ### • Dealing with power imbalances Sometimes you're negotiating with someone who holds significantly more power – a major client who knows you need their business. Principled negotiation still works, but requires adaptation. Develop your BATNA (Best Alternative to a Negotiated Agreement) before entering discussions. Know your walk-away point. This knowledge, even unspoken, changes how you negotiate. Focus extra attention on objective criteria when power is imbalanced. Industry standards, precedents, and fair market values become your allies. It's harder for powerful parties to dismiss objective benchmarks than subjective arguments. ### • Managing emotions and difficult behaviors [Negotiations can trigger strong emotions](https://www.salesenablementcollective.com/mental-health-and-mindset-training-belongs-in-your-enablement-strategy/). When tensions rise, the principles become more important, not less. If someone becomes aggressive or emotional, acknowledge their feelings without accepting their behavior: "I can see this point really matters to you. Let's make sure we address it properly." This separates the person from the problem while maintaining forward momentum. Take breaks when needed. Sometimes a five-minute pause prevents hours spent trying to deal with the fallout from damaged relationships. Return to interests and objective criteria to depersonalize heated moments. --- [Conquering your operating cadenceMaggie Callahan’s comprehensive guide explains the importance of the operating cadence, and how to conquer it to optimize your sales coaching time.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-400.png)Sales Enablement CollectiveMaggie Callahan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Kantata-Ben-Jones-The-evolution-of-enablement-How-to-drive-strategic-change-in-GTM-operations-4-1.png)](https://www.salesenablementcollective.com/conquering-your-operating-cadence/) --- ## Implementing 'getting to yes' in your sales process ### Training your team on principled negotiation Start by shifting your team's mindset from "winning" to "problem-solving." Run workshops where reps [practice identifying interests behind positions](https://www.salesenablementcollective.com/how-to-get-salespeople-to-care/) using real customer scenarios. Create role-play exercises where one person states firm positions while their partner uncovers underlying interests. Film these sessions – watching themselves helps reps recognize when they slip into positional bargaining. Build principled negotiation into your sales methodology. Add fields in your CRM for capturing customer interests, not just requirements. Review these in deal coaching sessions to ensure reps look beyond surface positions. ### Creating negotiation playbooks [Document common negotiation scenarios with principled approaches](https://www.salesenablementcollective.com/the-essential-guide-to-sales-plays-highspot/). For each scenario, outline: - Typical positions customers take - Likely interests behind those positions - Options for mutual gain - Relevant objective criteria For example, when customers demand extended pilots, your playbook might reveal their interest is risk mitigation. Options could include success guarantees, phased rollouts, or reference calls instead of lengthy trials. Update playbooks quarterly based on successful negotiations. Share stories of creative solutions that addressed both parties' interests. ### Measuring success beyond win rates Traditional sales metrics don't capture principled negotiation success. Track relationship quality and deal sustainability alongside close rates. Monitor how often deals require renegotiation or result in early termination. Principled negotiations should produce more stable, satisfied customers. Survey customers post-sale about their negotiation experience. Measure value creation, not just value capture. Did negotiations uncover new use cases? Lead to expanded partnerships? These outcomes indicate successful interest-based negotiation that benefits everyone long-term. ## Conclusion Familiarity with these eight principles is valuable throughout the various stages of the sales cycle to improve engagement, relationship development and, ultimately, your sales figures. For now, consider how you currently sell and how you might incorporate them into your sales process. --- ## Master the psychology of sales with Pro+ Membership You've just learned eight powerful psychological principles and the 'Getting to Yes' negotiation framework. But knowing these concepts is just the beginning. To truly excel, you need to practice, refine, and continuously expand your expertise. That's where Pro+ Membership comes in. Get access to: - **Buyer Psychology Certified course** \- Deep dive into the science of buyer behavior with 3+ hours of expert-led content - **Live monthly workshops** on advanced negotiation techniques and sales psychology - **60+ templates and frameworks** including negotiation playbooks and psychological trigger scripts - **Exclusive case studies** from sales leaders at Google, LinkedIn, and IBM showing these principles in action - **1-on-1 mentorship** to help you apply psychological insights to your specific sales challenges Don't just read about sales psychology – master it. [Become a Pro+ member today](https://www.productmarketingalliance.com/pro-plus-membership/) and transform how you connect with buyers. 🧠 **Special bonus**: Pro+ members get immediate access to our Buyer Psychology Toolkit, featuring conversation starters for each psychological principle covered in this article. --- ### How to thrive as a one-person sales enablement team URL: https://www.salesenablementcollective.com/thrive-as-a-solo-sales-enablement-team/ Last updated: 2026-03-31T06:39:07.000Z Let me paint you a picture. You're sitting at your desk, drowning in Slack messages. Your sales director needs negotiation training by Friday. Marketing wants you to review their new pitch deck. RevOps is asking about that [onboarding metrics](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/) report... And somewhere in the back of your mind, you know you should be working on that strategic initiative that could actually move the needle for your entire sales org. Sound familiar? Whether you're flying solo or part of a small team, the challenges I'm about to share will hit close to home. ## The reality check nobody talks about I've been the one-person enablement army three times over. At Amazon Ads, I supported 300 account managers. Just me. At Ricoh, 25 global account directors looked to me for enablement. Again, just me. And at Deel? Try 250 SDRs scattered across the globe, all with different managers who had wildly different ideas about what success looked like. Here's what nobody tells you about being a solo enabler: the biggest risk isn't burnout (though that's real). The biggest risk is becoming so reactive and tactical that you lose sight of why enablement exists in the first place. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/Sandler-Submarine--5-.png) ## The trap that catches us all You know that feeling when you're constantly putting out fires? That's what happens when you're not intentional about your role. You get stuck in what I call the "urgent but tactical" zone. You're solving problems at the river's mouth, instead of going upstream to figure out why the problems exist in the first place. This analogy has become my north star. Picture yourself standing at the end of a massive river, trying to fix all the issues flowing past you. The sales team's [struggling with objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/). Deals are stalling in the pipeline. New hires aren't ramping fast enough. You're there with your little net, trying to catch every problem as it rushes by. But those problems? They started way upstream. Maybe in how leads are qualified. Maybe in the hiring process. Maybe in the tools your team uses. If you're always working at the estuary, you'll never solve the root causes. Without economies of scale, you end up doing everything manually. Creating the same training deck for the fifteenth time. Running the same objection handling session every quarter. You're not building systems – you're just doing tasks. And tasks don't scale. ## The quadrant that changed everything At Amazon, we had this principle: work backwards. Start with the outcome you want and figure out how to get there. I took that thinking and created what I call the enablement quadrant. It's simple, but it's been my guide through every role since. Picture a standard quadrant. On the vertical axis, you've got strategic at the top and tactical at the bottom. On the horizontal axis, reactive on one side and proactive on the other. Your goal? Live in that top-right corner—strategic and proactive. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/Eisenhower-prioritisation-matrix.png) Lisa Giusto's Enablement Quadrant Let me break down what each quadrant looks like in real life: **Reactive and Tactical**: This is where most of us start. Your sales manager asks for negotiation training, you deliver negotiation training. No questions asked. You're basically an order-taker, and while the work might feel important in the moment, it rarely moves the needle on actual sales performance. **Proactive and Tactical**: A step up. You're building programs and playbooks on your own initiative. You've got structure around onboarding, maybe some sales materials. It's good work, but it's still tactical. You're doing things, but are they the right things? **Strategic and Reactive**: Now you're getting somewhere. You're digging into data, understanding buyer journeys, partnering with performance analytics to spot trends. You're asking why deals take longer to close or why win rates fluctuate. You're reactive because you're responding to problems, but at least you're thinking strategically about root causes. **Strategic and Proactive**: This is the promised land. You're thinking ahead of the sales organization. You're partnering with RevOps (and if you're not talking to your RevOps team, please, as soon as you finish reading this, go find them). You're implementing sales methodologies based on data, not hunches. You're preventing problems before they start. --- [5 actions to scale GTM enablement as a solo practitionerBeing the first enablement hire is daunting — especially if your ultimate goal is to build a go-to-market enablement function that touches every part of the business. I’ve been there. In this article, I’ll share what I learned starting from zero so you can avoid the pitfalls, focus on![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-481.png)Sales Enablement CollectiveBrianna Lewke![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-28.png)](https://www.salesenablementcollective.com/5-actions-to-scale-gtm-enablement-as-a-solo-practitioner/) --- ## The Deel story that changed my perspective Want to know how this plays out in real life? When I joined Deel, one of the directors immediately asked me to run objection handling training for his team. Classic reactive and tactical request, right? Instead of saying yes, I asked to meet with him and his managers. "Walk me through your team's workflow," I said. "From the moment they wake up to the moment they log off. Every step." They looked at me like I'd grown a second head. But we did it. And you know what I discovered? They had no workflow. No structure. No consistent approach to managing prospects through the sales cycle. The SDRs didn't need objection handling training. They needed to know [where each prospect was in their journey](https://www.salesenablementcollective.com/customer-journey-mapping/). They needed a system for deciding who to call and when. They needed what I started calling "intentional selling" – knowing exactly what success looked like at each stage. ### I noticed this about our customers and it changed everything... So I started listening to their calls. Hundreds of them. But I wasn't listening to the SDRs' techniques (though some were great and others... had room for improvement). I was [listening to the customers](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/). What were their actual problems? What did they understand about our solution? What made them hesitate? After all those calls, I noticed something fascinating. Every customer problem fell into one of five buckets. Five core pain points that came up again and again. So I created a simple framework: five buckets, each with specific positioning and solutions. I ran sessions where SDRs would listen to calls together and identify which bucket each customer fell into. Within weeks, they had a common language. They knew within the first few questions where a prospect fit and how to position our solution. The director who wanted objection handling? He came back to me and said, "I absolutely love this. My team finally has a common language. Can we make these sessions mandatory?" That's the power of saying no to the tactical and yes to the strategic. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/Sandler-Submarine--7-.png) ## The brutal truth about where we spend our time Research shows that most enablers spend only 5% of their time being strategic. Five percent! The rest is tactical execution, and while some of that's necessary, it's not sustainable if you want to drive real impact. Your superpower as an enabler (especially one flying solo) is prioritization. It's not about doing more. It's about doing what matters. ### Here's my prioritization framework: **Work backwards from the outcome you want**: What's the actual outcome you're trying to achieve? More revenue? Faster ramp time? Higher win rates? Start there and work backwards to figure out what activities will actually impact those metrics. **Get the data**: You can't prioritize without data. And if your RevOps team isn't giving you clean data, learn to pull it yourself. When I was at Deel, I became a Salesforce wizard out of necessity. I needed to understand how deals moved through our pipeline, where they got stuck, and why. HubSpot isn't as easy, but it's still doable if you're willing to dig. **Focus on one strategic initiative at a time**: This is hard. Alexandra, who works on my team now, and I have what we call our "sheet of chaos" – an endless list of things we *could* be doing. But we force ourselves to focus on just a few critical initiatives at a time. Because here's the truth: you can't boil the ocean. Especially not by yourself. **Balance the reactive with the strategic**: You'll always have some tactical work. Product launches need enablement. Pricing changes need communication. But ask yourself every day: "How much time am I spending on work that actually moves the needle? And how can I carve out more time for strategic initiatives?" --- [Customer journey map templateThe customer journey map framework is a comprehensive tool designed to help marketers and sales professionals visualize and optimize the entire customer experience. Broken into five distinct sections, it outlines the various stages a customer goes through in their journey (from initial awareness to post-purchase loyalty), and maps out every![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-482.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market--3--1.png)](https://www.salesenablementcollective.com/customer-journey-map-template-framework/) --- ## The questions that cut through the noise When someone comes to you with a request, don't just say yes or no. Ask questions: - What problem are we actually solving? - Why do we have this problem in the first place? - What's the root cause? (And then go find the data to verify it) - Is this a process problem? Do we lack clear, documented SOPs? - Is this a tools issue? Too many tools? Not enough? The wrong ones? - Is this a skills issue? Do people actually not know how to do something? - Who cares about this issue and why? - How will we measure success if we fix it? - What's the cost of not fixing it? - What am I deprioritizing to work on this? That last question is crucial. Your time is finite. Every yes is a no to something else. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/Sandler-Submarine--6-.png) ## Building without budget (yes, it's possible) Let's talk about the elephant in the room. What if you have no budget? What if an LMS is a pipe dream and hiring help isn't happening anytime soon? First, breathe. I operated at Deel without an LMS and was perfectly happy. When I finally got one, I actually hated it. You don't need fancy tools to be effective. Here's what you do need: - **SOPs and documentation**: Create clear, scalable processes. Use Notion, Confluence, Google Docs – heck, use Word if that's what you've got. The tool doesn't matter. What matters is that you document everything so it can scale without you. - **Clear call structures and discovery guides**: Give your team frameworks for success. That five-bucket system I created at Deel? It lived in a simple document, but it transformed how 250 SDRs approached their calls. - **Documented onboarding with exit criteria**: Define what success looks like at the end of onboarding. What should new hires know? What should they be able to do? Make it crystal clear, and make it scalable. My first onboarding program at Deel was built in Notion. Tons of emojis, super simple, and the SDRs loved it. We later moved to Google Sites (seriously, if you need to create a learning journey without an LMS, Google Sites is your best friend). Quick to build, easy to update, and it did the job beautifully. - **Peer learning**: Remember those sessions where SDRs listened to calls together? Cost: zero. Impact: massive. Sometimes the best enablement happens when you get your team teaching each other. ## From solo to scaled: building a team With my current employer, we [built the enablement team I lead from scratch](https://www.salesenablementcollective.com/5-pitfalls-to-avoid-when-building-a-sales-enablement-team-from-scratch/), and I've structured it completely differently from any enablement team I've seen before. Most enablement teams are full of generalists – program managers who do a bit of everything. One day you're working on onboarding, the next day there's a product launch, the day after that someone needs negotiation training. You know what happens? Everyone stays tactical and reactive by default. At Ideals, I created what I call verticals. I have experts, not generalists: - Someone owns product enablement - Someone owns process and tools enablement - Someone owns the digital experience - Someone owns onboarding - Someone owns performance analytics and insights - And I'm hiring someone to own sales techniques and manager coaching This structure means we're always aligned with business priorities. We have clear ownership and accountability. And after two years with this model, I wouldn't go back. When you have experts who own their domains end-to-end, you get strategic thinking and execution, not just task completion. ## The mindset shift that changes everything ☝️ Here's what I want you to remember: enablement is a strategic revenue player. Not a support function. Not a training department. A strategic revenue player. But that starts with being intentional. It starts with saying no to the tactical requests that don't move the needle. It starts with going upstream to solve root causes instead of symptoms. Whether you're a team of one or twenty, the principles are the same: - Know your needles (what metrics actually matter) - Work backwards from outcomes - Focus on one strategic initiative at a time - Partner with RevOps like your life depends on it - Build scalable systems, not one-off solutions - Measure everything Being a solo enabler taught me to be ruthlessly focused on impact. Now, with a team, I still apply those same lessons. Because at the end of the day, whether you're alone or part of a larger group, your job is the same: help sales sell better, faster, and more. Your sales team is counting on you to be more than just a trainer or a content creator. They need you to be a strategic partner who understands the business, sees around corners, and builds the systems that help them succeed. That's what great enablement looks like. And yes, you can do it. Even if you're doing it alone. ### Prove the ROI of sales enablement with this 3-part framework URL: https://www.salesenablementcollective.com/prove-sales-enablement-roi-with-metrics/ Last updated: 2026-01-23T16:36:54.000Z Here's something my dad used to tell me all the time: “The time to fix the roof is when the sun is shining.” (Turns out [JFK ](https://en.wikipedia.org/wiki/John%5FF.%5FKennedy)said it too, which gives it slightly more merit than just dad wisdom.) But here's why this matters for enablement... We all know enablement is born during good times. The sun's shining, revenue's flowing, and a smart CRO thinks, “Hey, we're doing well – how can we do better?” That's when they bring you in to [build or grow the enablement team](https://www.salesenablementcollective.com/how-to-build-and-structure-a-high-performance-enablement-team/). But what happens when those clouds roll in? Maybe you hit a rough quarter or two. That CRO who championed you? Gone. New leadership walks in, looks around, and asks the dreaded question: “What exactly are you doing here?” I've been there. More than once, actually. And if you're nodding along right now, you know exactly what I'm talking about. ## From “gift” to linchpin: Why being nice isn't enough Here's something that might sound familiar: “You are such a gift. We're so lucky to have you.” First off, they are lucky to have you. But when leadership calls you a “gift,” what they're really saying is you're nice to have. Not need to have. There's a massive difference. Gifts are optional. They're lovely surprises. But you want to be crucial. So how do you make that shift? After building enablement functions from scratch at two hyper-growth startups, I've developed a framework that works. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/Three-part-framework-for-being-a-linchpin.png) It comes down to three key things: 1. Change how you speak to leadership 2. Stay strategically outcome and data-focused 3. Use storytelling to shape your impact Let me break each of these down. ## Part 1) Speaking the language of leadership - **Revenue** (shocking, I know). They report to boards and investors who expect that number to climb every single year. - **Growth**. They want to expand into new markets, increase market share, open new regions. They're constantly thinking about how to grow the pie. - **Efficiency**. Every year, they're asked to do more with less. And with AI becoming more prominent, that pressure's only intensifying. So where does enablement fit into these outcomes? We're not direct sales. I'm never going to sign an IO. But we absolutely impact revenue. We drive scalability, which directly supports growth. And we save time, which translates to efficiency and productivity gains. ☝️ ****Here's my rule:** If you can't tie an initiative back to one of these three outcomes, don't do it. Either reshape it to align with revenue, growth, or efficiency—or push it so far down your priority list that everyone forgets about it. ### What leadership doesn't care about This might sting a bit, but leadership doesn't care about: - The number of workshops you delivered - Your completion rates - How many learners you enrolled - The number of resources you created [These metrics](https://www.salesenablementcollective.com/sales-metrics/) *never* come up in boardroom conversations. So don't lead with them when you talk to executives! ## Part 2) Begin with the end in mind Close your eyes for a moment. Picture yourself at the end of the year. What stories do you want to tell your leadership team? I recommend having three ready: 1. **A revenue impact story** that connects your initiatives to metrics like increased deal size or improved win rates 2. **A scalable growth story** that shows how you helped the organization expand efficiently 3. **An efficiency story** that quantifies the time and productivity gains you delivered Now, I'm going to give you the actual recipes for crafting each of these stories. 💡 Think of these as frameworks you can adapt to your own organization; add your own ingredients, adjust the seasoning, make them your own. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/Ellie-Salicetti.png) ### The three essential ingredients Before we dive into the recipes, you need three key ingredients. Think of these as your high-quality olive oil, flaky sea salt, and freshly cracked pepper – the must-haves for any savory dish. ### 1\. Your baseline This seems simple, but it's where most people trip up. Any recovering people pleasers in the room? Yeah, I see those hands. When you're a natural people pleaser (and on a work visa like me, it's a double whammy), you hate saying no. Someone asks for something, and you promise to deliver it tomorrow. You move so fast that you forget to capture where things stood before you started. > But without a baseline, you can't quantify impact. ### 2\. Leading indicators These tell you whether you need to adjust course. Are people adopting the new process? Is confidence improving? These metrics help you spot issues before they show up in the numbers. ### 3\. Lagging indicators These are your outcome metrics – the ones that actually move the needle for leadership. ## Recipe #1: The efficiency story The key metric for efficiency? **Time saved.** Whenever someone asks me to create a resource – a playbook, template, whatever – I ask three questions: 1. **Has anything like this existed before?** You'd be amazed how often the answer is yes, and no one used it. That's [valuable data](https://www.salesenablementcollective.com/proving-the-value-of-sales-enablement-how-data-and-ai-can-transform-your-strategy/) about why it failed. 2. **How much time is this currently costing the team?** If you can't measure the time cost, you can't measure time saved. 3. **What challenge is this solving?** The number of people who can't answer this question would surprise you. “We want it” isn't a challenge – it's a preference. ### Real-world example: The QBR template Agency leads were spending three hours prepping for quarterly business reviews. The storytelling was inconsistent. Data lived in a dozen different places. It was chaos. We created a standardized template with a powerful narrative and centralized data sources. The results: - 90% adoption rate - Prep time reduced from 3 hours to 1 hour - Described as a “game changer” by the team 📖 ****Here's how I told the story to leadership:** “Agency leads were spending three hours preparing inconsistent QBRs with data scattered across multiple sources. We created a standardized template that reduced prep time to one hour. “With 40 agency leads running 4 QBRs annually, that's 320 hours saved per year. At a conservative $150 fully loaded hourly rate, that's $48,000 in annual productivity value.” See the difference? That's way more powerful than “They wanted it, and have you seen the template? She's gorgeous.” ## Recipe #2: The scalability story Scale can mean many things. Tool adoption across regions, process standardization, consistent onboarding. The key is showing how you helped the organization grow efficiently. ### Real-world example: New hire onboarding Time to first deal for new reps? 100 days. Not ideal. Our analysis showed why: - Inconsistent onboarding - No single source of truth - Unclear competencies We fixed all of that with a structured program including milestone tracking, role-play practice, and centralized resources. Result: Time to first deal dropped to 60 days. 📖 ****Here's the leadership story:** “New reps were taking 100 days to close their first deal due to inconsistent onboarding. Our new program with structured milestones and centralized resources reduced this to 60 days. “With 20 new hires annually, that's 800 days of productivity gained. At a conservative $40,000 productivity value rate, that equals $800,000 in potential revenue impact.” ## Recipe #3: The revenue story This is the **most important** story you can tell. And it starts with truly understanding your numbers. You need to know: - Current revenue gaps - Win rates - Average deal sizes - Deal velocity Once you understand where leadership wants to move these metrics, you can align your initiatives accordingly. 💡 ****Remember:** We don't directly drive revenue. But we impact competencies that influence revenue. Better objection handling improves win rates. Stronger discovery skills increase deal values. Process adoption accelerates deal velocity. ### Real-world example: Discovery program Remember that negotiation training request? We created a discovery program focused on value articulation instead. Baseline: $40,000 average deal size Result: $50,000 average deal size 💡 ****The leadership story:** “Average deal size was stuck at $40,000 due to inconsistent discovery and poor value articulation. Our new discovery program with standardized messaging and manager-led coaching helped increase average deal size to $50,000. “With 1,000 opportunities annually, this uplift could equal $10 million in additional revenue.” We're never solely responsible for these outcomes. But with solid data analysis and agreed-upon hypotheses, the story becomes clear – we contributed meaningfully to that improvement. ## Part 3) The power of data-driven storytelling Without data, you're just guessing. With data, you're building compelling narratives that resonate with leadership. Every story should follow this structure: 1. **The challenge**: What problem existed before? 2. **Your impact**: What did you create or implement? 3. **The quantified result**: What measurable outcome did you influence? ## Making the shift from activity to impact If you remember nothing else, remember this: Stay completely outcome-focused on revenue, growth, and efficiency. If an initiative doesn't tie back to one of these, it's not worth your time. Lead with data. You can't drive outcomes without understanding the numbers. Partner with sales ops, finance, whoever you need to get ironclad metrics. Finally, tell powerful stories. Begin with the challenge, describe your impact, and quantify the results. Make it impossible for leadership to see you as anything other than essential. ## Your action plan As you think about your enablement strategy, ask yourself: - What three stories do I want to tell come my next progression cycle? - What baselines do I need to capture now? - How can I shift my current initiatives to focus on outcomes instead of activities? The sun might be shining now, but clouds always roll in eventually. When new leadership asks what you're doing there, you'll be ready with data-driven stories that prove your impact on revenue, growth, and efficiency. You won't be a gift anymore. You'll be the linchpin that makes everything else work. And that's exactly where enablement belongs: right at the center of your revenue organization's success. ### How to turn AI into a full-time sales teammate (and close faster) URL: https://www.salesenablementcollective.com/how-to-turn-ai-into-a-full-time-sales-teammate-and-close-faster/ Last updated: 2026-01-08T17:00:39.000Z AI is often marketed in sales as mere automation, a magic button to send emails and fill CRMs. But for Enablement leaders, AI's true value is in changing how sellers operate. [Successful AI enablement ](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/)demands more than rolling out new technology; it calls for a full change management approach rooted in clear measurement. AI unlocks metrics like deal velocity, lead growth, and closed-won rates only when treated as a transformational initiative. Over the last year, my team has moved beyond generic "AI training" to focus on AI fluency. By integrating custom AI "Gems," [Kaizen-based process improvements](https://www.welcometothejungle.com/en/articles/slowly-but-surely-follow-the-kaizen-method-of-continual-improvement), and [the MEDDIC framework](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) into our [enablement strategy](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/), we’ve begun to see real bottom-line impact. This is our blueprint for enabling the AI-powered seller, measured from classroom to closed-won. ## The enablement shift: From consumer to creator Most sales organizations make the mistake of treating sellers as passive consumers of AI. We took a different approach and turned them into creators. In our 'AI-Powered Sales Excellence' program, we held workshops on building and using Gemini Gems (custom AI assistants for specific workflows) in the sales cycle. 💡 Instead of a generic prompt library, we taught the logic behind prompts. We encouraged reps to build Gems for their specific friction points, such as: **The "MEDDIC Deal Reviewer" Gem:** A rep can paste their call notes and CRM opportunity data into this custom Gem, and it instantly identifies which MEDDIC framework letters are missing. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/01/SEC_infographics_1-1.jpg) This saves time and reinforces our sales methodology in real time, informing reps about deal risk early, helping mitigate it, and increasing conversion and win rates. **The 'Objection Handler' Gem**: A role-play partner that uses our competitor battlecards to test a rep's pitch before calls. **The AI MEDDIC Sales Plan:** A sales strategist that leverages the MEDDIC framework to find decision-makers and champions, identify pain points, and desired metrics. Additionally, it develops an engagement strategy for messaging and outreach. ### Solving pipeline leaks with AI and Kaizen Enablement often focuses on lead volume, but the main revenue threat is stalled deal velocity at handoff points. Manual, porous knowledge transfer from Sales to Implementation caused delays after signature. We used the Kaizen framework to tackle stalled deals. [We enabled sellers to use AI to bridge this gap](https://www.salesenablementcollective.com/making-ai-part-of-your-enablement-day-to-day/). AI synthesized deal notes, call transcripts, and success criteria into a standardized Handoff Brief, reducing admin for sellers and providing clearer info for Implementation and Customer Success. **The Metric impact:** - **Deal Velocity**: Reduced the "dead time" between closed-won and kick-off. - **Lead Increase**: Automating handoff admin freed up hours for sellers, allowing more prospecting and top-of-funnel work. [Applying AI to your enablement strategy, with Jonathan Kvarfordt \[Video\]Jonathan Kvarfordt joins us on the podcast to discuss all things AI and enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-479.png)Sales Enablement CollectiveRichard Bracchi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-5-6.png)](https://www.salesenablementcollective.com/applying-ai-to-your-enablement-strategy-with-jonathan-kvarfordt-video/) ### Anchoring AI in methodology To drive closed-won rates, our team explicitly aligned our AI enablement with the MEDDIC framework. We integrated AI into our onboarding program for new hires, not as a separate module, but as the delivery mechanism for MEDDIC training. New hires use AI simulators to practice uncovering "Metrics" and identifying the "Economic Buyer." The AI provides instant, non-judgmental feedback on their adherence to the framework. This speeds up ramp time. New hires don’t wait for manager feedback; they get it from AI, which runs 20 simulations a week. They join live calls confidently, having practiced and 'failed' safely before. ### The Kirkpatrick strategy Enablement is often criticized for focusing on [vanity metrics.](https://www.salesenablementcollective.com/enablement-metrics-101/) To prove value, we follow the Kirkpatrick Model (L1-L4). ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/The-Kirkpatrick-Model.png) Here is how we measure the success of enabling sellers on AI: ### Level 1: Reaction (The "Smile Sheet") - **Metric**: Net Promoter Score (NPS) of the AI training workshops. - **Method**: Immediate post-session surveys. Did the sellers find the "Gemini Gems" session relevant? Did they feel confident using the tools immediately? - **Goal**: High engagement indicates that the "fear factor" of AI is being replaced by curiosity. ### Level 2: Learning (Knowledge Acquisition) - **Metric**: Certification and Simulation Scores. - **Method**: We don't just use quizzes. We use AI-scored role-plays. Can the rep successfully use an AI tool to research a prospect and build a valid MEDDIC hypothesis? - **Goal**: Confirm reps know how to use AI for strategic selling, not just prompt syntax. ### Level 3: Behavior (Transfer to the job) - **Metric**: Adoption and Usage Analytics. - **Method**: This is where the rubber meets the road. Are they using the "MEDDIC Checker" Gem we built? We track the utilization of these specific AI assets in their daily workflow. We also look for the "Kaizen" effect: are the automated handoff briefs actually being generated and sent? - **Goal**: Evidence of behavior change. AI is no longer a novelty but a habit. ### Level 4: Results (Business Impact) - **Metric**: Pipeline Health and Revenue. - **Method**: This is the data we present to the CRO. We compare the cohorts of "AI-Enabled" sellers vs. those lagging in adoption. - **Closed Won**: Do AI-heavy users have a higher win rate because they are better prepared for objections? - **Deal Velocity**: Has the time-in-stage decreased for reps using AI for research and admin tasks? - **Lead Increase**: Has the volume of self-generated leads increased because reps are using AI to personalize outreach at scale? - **Goal**: Show a direct link between AI fluency and revenue. [Optimizing your most important marketing channel: Your sales teamYou’ve refined every campaign, tracked every channel, and squeezed ROI from every tactic — except one: your sales team. Despite your best efforts, messaging still breaks down between marketing and sales. Assets go unused. Buyers hear inconsistent stories. And 70% of B2B companies report poor sales and marketing alignment. But![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-480.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Meta--1---1-.png)](https://www.salesenablementcollective.com/optimizing-your-most-important-marketing-channel-your-sales-team/) ### The future is hybrid selling [AI enablement's purpose](https://www.salesenablementcollective.com/ai-revenue-enablement/) is to free sellers from drudgery so they can focus on building relationships and driving results. By teaching reps to create custom AI Gems, smoothing friction via Kaizen, and grounding everything in rigorous measurement, we aren't just adding another sales tool; we’re sharpening our sales force's effectiveness. --- *Yvonne Anders has led GTM Enablement for nearly 8 years, specializing in modern sales and boosting revenue efficiency with technology. She has a background in instructional design and sales leadership, bridging traditional sales with the AI-powered future.* ### How to measure sales coaching effectiveness URL: https://www.salesenablementcollective.com/how-to-measure-sales-coaching-effectiveness/ Last updated: 2026-03-31T06:38:39.000Z The act of coaching is powerful, but it can be hard to know whether your efforts *worked* without tracking and measuring your coaching programs’ success (or lack thereof). [Sales coaching](https://www.salesenablementcollective.com/sales-coaching-and-training-hub/) is much like other sales enablement activities in that it can be somewhat intangible, and tying revenue improvements directly to coaching sessions isn’t always a safe bet. You can’t quite declare that a sales rep who went from missing quota to hitting it did so *just* because they spent time being coached by their manager. Ultimately coaching is about long-term behavior change, but there are ways to tell how successful your initiative has been. 👀 Psst… find even more sales coaching tips in our [Sales Coaching 101 playbook](https://www.salesenablementcollective.com/sales-coaching-101/). 📖 This guide covers: - Using data and feedback to determine success - Metrics to measure coaching effectiveness ## Using data and feedback to determine success As we highlighted, [good sales coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) isn’t just about the revenue metrics. It’s also about changing the attitude towards self-improvement and self-reflection within your organization, and tracking that is also worthwhile and tangible. ### Qualitative insights **Mark Garrett Hayes,** Author of ‘Sales Coaching Essentials’, believes there’s a qualitative element to measuring the success of your coaching efforts. > “The easiest way to tie coaching to results is if you're running deal reviews with people, and they say, qualitatively, that a particular conversation with a sales manager helped - someone coaching them helped to make that breakthrough - or if a rep says that deal was not closable without the coach’s intervention. > “Generally speaking, coaching is something that is deeply embedded within the DNA of really successful organizations and sales teams, and it's really tricky, in some instances, to prove a direct correlation between coaching interventions, and actual revenue results. > “It's down to behavior, it's down to people using what you're giving them, and getting results from that and testifying to it.” [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_objectives_kpis.jpg)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) ### Data-driven approach **Kate** **Philpot,** Vice President Global Sales Enablement at Getty Images,says that you can use quantitative improvements in metrics such as [win/close rate](https://www.revenueoperationsalliance.com/the-4-pillars-of-win-loss-analysis/) and quota attainment as long as you have the perspective that coaching is a long-term investment in bettering these figures. > “The only caveat is that we shouldn't expect change to happen overnight. > “Yes, incrementally, you should see shifts in the areas that your coaching has identified as areas for improvement and growth - but as we all know, it takes a long time for something to become a habit, and it takes just as much time for a habit to be broken and a new one to be created. > “Something that we spend a lot of time talking to managers about is to not expect a person to do a complete 180 after just one coaching session.” **Jeff Jaworski,** Senior Vice President of Strategic Partnerships, Americas at CoverGenius, echoed this sentiment, stating that over time you can compare the results of reps who have been coached to those who have not to see if on average, one group is more statistically successful than the other. > “If you're doing specific coaching programs, you can link it together with your CRM data. When you're working on a particular deal, you could tag that deal as a deal that’s going through coaching, and compare it to other deals that didn't go through coaching. > “Are we seeing any kind of differentials? Are we seeing higher pitch and win rates? Are the deal sizes larger? Is the time to close faster? You can get into real tangible things that will tell you whether coaching is actually driving business impact.” This approach is more effective at creating data-driven sales coaching than pulling out [individual metrics](https://www.salesenablementcollective.com/the-metrics-businesses-must-track-to-prove-the-impact-of-sales-enablement/), as individual reps and deals will be impacted by too many factors. The average can allow you to measure how effective your sales coaching program is across your entire sales team, encompassing different learning styles. ### Utilizing conversation intelligence Beyond traditional metrics, many [conversation intelligence](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) tools allow you to track the prevalence of keywords and phrases throughout a rep’s call. For example, if you are coaching a rep to follow the [MEDDIC framework](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) more closely, setting up phrase tracking in this platform and analyzing whether the rep’s usage (be they your own or one of your [channel partners'](https://www.salesenablementcollective.com/channel-sales-enablement/)) of key MEDDIC-related phrases increases over time could be a good way of tangibly proving a successful behavior change. This can work with several frameworks, as long as you can identify the keywords that’ll appear in coached reps' sales calls with prospects. [Lead qualification: using BANT and MEDDIC | SECYou’ll often hear the acronyms BANT and MEDDIC when researching lead qualification. These terms are great for helping sales reps understand exactly what to assess when qualifying a lead.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1586254116648-d33e0fada133?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDI3fHxlbGVjdHJpY3xlbnwwfHx8fDE2MzQwMzk3MzE&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) ## Metrics to measure coaching effectiveness There’s no single, definitive coaching metric. As we’ve mentioned, coaching is about creating long-term behavior changes across the sales team and creating an environment where learning and self-improvement are sought out and desired. This means each sales rep will have their own individual statistics that should be tracked to understand if their coaching is currently effective. ### Setting a goal Most important is deciding which metric you want to influence through coaching *before* the coaching actually begins. This is easily done with the [GROW coaching model](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/#the-grow-model) but applies in all scenarios. During coaching, a sales rep may say “I want to improve my win rate”. In that case, it’s straightforward to understand what performance data should be tracked - their win rate. If the rep’s win rate is better in the 3-6 month period after coaching than it was before, it’s a strong indicator that the coaching is working. However, sometimes a rep won’t have an exact metric in mind. They might say something like “I feel like I struggle to get deals past the discovery stage, and want to get better at that”. Before jumping immediately into discovery call coaching, you should discuss: - Why they don’t feel confident in these situations - What metric you should use to track this issue (in this case, conversion rate from discovery stage) - Where the rep currently stands with this metric - Where they’d like to get to This way, you can track the rep’s performance in this specific area over time, rather than relying on their feeling that discovery calls have gone well or badly. Not only do you have a way of tracking their improvement, but you also create a sense of reward when the rep sees that they’ve hit a tangible goal or target - as opposed to an abstract idea of improving in the area. ### Tracking sales rep’s goals Better still, by keeping track of how each rep does in reaching their individual goals, you can build a picture of how effective coaching is across the entire sales organization. If most reps are hitting their specific coaching goals, that’s a solid indication that your sales leaders and/or coaches are doing a good job in transferring skills to their reps. When you have data showing that coached reps are achieving their goals and improving **real metrics** like win rate or stage conversion rate, you’ll have an easier time justifying the time and resources spent coaching to anyone who is doubtful. > In short, there’s no one metric you can look at to determine coaching success. Instead, carefully selecting the metrics each rep is aiming to improve on an individual basis can provide indicators of the effectiveness of your coaching initiative on both an individual and team-wide level. ## Calculating the ROI of a sales coaching program Measuring the ROI of a sales coaching program is essential for decision-makers who need to justify investments and demonstrate business impact. ROI, or Return on Investment, in this context means quantifying the financial return generated by your coaching initiatives compared to the cost of running them. The basic formula is straightforward: 💡 ROI = (Net Benefit of Coaching – Cost of Coaching) / Cost of Coaching × 100%. To link coaching metrics to financial outcomes, start by identifying which [sales metrics your program aims to improve](https://www.salesenablementcollective.com/metrics-that-matter-how-to-use-data-to-communicate-enablements-business-impact/), such as win rate, average deal size, quota attainment, or sales cycle length. Track these metrics before and after coaching, and calculate the incremental gains. For example, if your win rate increases from 20% to 23% after a coaching initiative, that 3% lift can be translated into additional revenue based on your team’s average deal volume and value. Ben Gibbons, Director of Sales & Partner Performance at Databricks, spoke about this at our Sales Enablement Summit in London. He emphasized the importance of connecting coaching-driven improvements to bottom-line results: > “If, as enablement organization, we understand the size of the deals, we understand the average win rates, we understand the velocity, what we can start doing is we can start making some assumptions, right, around how we, as an enablement community, can positively impact that change.” Let’s walk through a simple example. Suppose your team closes 500 deals per year at an average value of $10,000 each, with a win rate of 20%. After coaching, the win rate rises to 22%. That’s 10 more deals closed, or $100,000 in incremental revenue. If your coaching program cost $25,000, the ROI would be (($100,000 – $25,000) / $25,000) × 100% = 300%. This approach provides a clear, business-focused rationale for coaching investments. By tying specific metric improvements to financial outcomes, you can confidently communicate the value of your sales coaching program to stakeholders. [Sales performance review template | Free downloadYour go-to tool to measure key sales metrics, identify growth opportunities, and celebrate team achievements.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Revenue-Enablement.png)](https://www.salesenablementcollective.com/sales-performance-review-template-framework/) ## Need more sales coaching insights? Discover our ultimate sales coaching resource. 📖 This playbook equips you with the expert-backed knowledge you need to create a culture of coaching and increase the performance of your sales team. 🎯 **1 free download. 8 experts.** Countless sales coaching takeaways! Download free → Get results ### The five secrets of successful change agents URL: https://www.salesenablementcollective.com/five-secrets-of-successful-change-agents/ Last updated: 2026-02-03T17:59:17.000Z Let me ask you something. Do you consider yourself to be a "change agent"? If you're working in sales enablement (and I'm guessing you are if you're reading this) then I'd argue you already are one, whether you realize it or not. You sit right at the intersection of people, process, and performance. And that makes you a critical driver in your organization's transformation efforts. Over my 15 years in the technology industry, specializing in transformation, strategy, change, and enablement, I've seen countless initiatives succeed and fail. Here, I want to share five practical, easy-to-apply strategies that can significantly increase your chances of success when driving change. These aren't theoretical concepts—they're approaches you can take back to your teams tomorrow. ## The reality check we need to have about change Here's the uncomfortable truth: most change initiatives fail. And the reasons why are frustratingly human and familiar: Resistance to change, too much change at once, stakeholder misalignment, poor or inconsistent communication. These probably all sound familiar, and I bet you're nodding along, thinking about that last rollout that didn't quite stick. But here's what keeps me up at night: the pace of change today is the slowest it will ever be. Transformation is accelerating, expectations are rising, and our organizations need to adapt faster than ever before. So how do we solve this problem? How do we increase our likelihood of success, reduce friction, and guide people through change in a way that actually sticks? ## Understanding the predictable path of resistance Before we dive into the strategies, we need to talk about the change curve. I can almost guarantee you've heard these statements during enablement initiatives: "It's not really gonna happen." "This is ridiculous." "What's the point?" "This will never work." These reactions aren't unusual. In fact, they're completely predictable. They reflect the early stages of the change curve, that natural cycle of resistance sellers move through before reaching acceptance. Understanding this curve helps us anticipate the human side of change and support our teams through it more effectively. Think back to your last enablement program. Remember those eye rolls? The crossed arms in the back of the room? That's human nature, not defiance. And once we accept that, we can work with it instead of against it. > The energy for change must be greater than the perceived cost of the change. ## Strategy 1: Create a North Star vision that actually resonates Every successful change initiative needs a simple, compelling vision that mobilizes people and gives them something concrete to rally around. Your North Star vision should tie directly to business priorities and connect to performance. Make it simple. Make it memorable. And eliminate the jargon. If you need a decoder ring to understand it, you've already lost. Here's what works: Use metaphors, analogies, or examples that make complex concepts immediately understandable. A picture, a story, a repeatable comparison can work wonders. And consistency is your secret weapon. Consistent messaging across channels builds trust and reinforces your vision. John Kotter, one of the most cited experts on change management, suggests repeating the vision ten times more than you think necessary. Ten times! That might feel excessive, but remember, people need reinforcement. Repetition is how behaviors stick. Repetition improves retention. (See what I did there?) ## Strategy 2: Make them part of the recipe Let me ask you this question: Have you ever taken a cooking class? There's something magical about food you've made yourself, right? It just tastes better. This phenomenon is actually called the IKEA effect: We value things more when we've put effort into creating them. So let's apply this to enablement. Co-creation means involving sellers and teams in designing new processes, tools, or ways of working. It means gathering input early so they feel ownership and commitment. It means making the solution relevant and practical for the people who actually use it. The more we can empower sellers, the more likely we are to be successful. Seek first to understand, then be understood. Build ownership and trust through co-creation by: - Engaging in dialogue and feedback loops - Involving sellers in shaping the change so they feel ownership - Leveraging influence by enlisting those who naturally motivate others - Mapping your stakeholders to understand influence versus attitude - Building powerful coalitions to drive momentum It's vital to embrace iteration. Listen to feedback, adapt, and create opportunities to empower. Some of my most successful and impactful enablement efforts have been founded on voice of the field, champion groups, or sales rep-led enablement activities. _This post is for subscribers only._ ### Stop the Chaos: A leadership framework for high-performance AI adoption URL: https://www.salesenablementcollective.com/stop-the-chaos/ Last updated: 2026-06-22T08:57:46.000Z AI is reshaping how sellers learn, prepare, execute, and engage buyers, but for many teams, the shift feels like chaos, not clarity. Expectations are rising. Information is exploding. Workflows are changing faster than sellers can keep up. Leaders have two choices: add more noise… or redesign the system. In this practical, real-world conversation, **Nick Kane** and **Greg Smith** break down what AI is *actually* changing inside sales organizations, why traditional enablement and coaching models aren’t built for this moment, and how leaders can bring structure, confidence, and predictability back to execution. You'll learn what’s driving today’s performance breakdowns, and the leadership framework that turns AI from a source of chaos into a strategic advantage. ### **Insights you'll walk away with:** - What happens when AI accelerates seller workflows, expectations, and decision-making - Why traditional training, onboarding, and coaching can’t keep pace with AI-driven selling - The shift from training events to AI-guided daily execution - A clear, repeatable framework for high-performance AI adoption - How to evaluate your team’s readiness and where leadership structure must evolve ### **Sign up and solve pain points like:** - **Seller overload and rising expectations** Understand how AI is transforming seller behavior, workflows, and pace - and what leaders must adjust to keep teams grounded and effective. - **Traditional enablement models breaking under AI speed** Learn why the “event-based” approach no longer works and what replaces it in an AI-first environment. - **Lack of clarity around AI’s real impact** Cut through the noise and identify what AI is actually changing in sales systems, roles, and daily execution. - **No structure for adopting AI across the team** Get a simple leadership framework to reduce chaos, guide adoption, and boost confidence and consistency. - **Difficulty turning AI from novelty into performance** Discover the habits, systems, and leadership decisions that turn AI from distraction into measurable sales results. ### **Meet the experts** **Nick Kane, Managing Partner, Janek Performance Group** Nick Kane is a founder and Managing Partner at Janek Performance Group, a leading sales performance organization specializing in training and consulting. With 25+ years in sales, sales leadership, and enablement, Nick has helped hundreds of organizations optimize performance and modernize their sales systems. He brings deep expertise in building scalable, high-impact enablement strategies. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/keopix_forrester_5936-scaled.jpg) **Greg Smith, EVP Technology & Innovation, Janek Performance Group** Greg Smith operates at the intersection of sales enablement and technology, with extensive experience designing modern sales platforms and AI-driven workflows. He partners with organizations to clarify product-market fit, build scalable innovation roadmaps, and ensure sellers remain central to every technological transformation. His approach blends innovation with a strong user-first mindset. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/1708889173641.jpg) ### Sales Enablement Summit London 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-london-december-2025-ondemand/ Last updated: 2025-12-12T09:46:56.000Z _This post is for paying subscribers only._ ### How we measure the ROI of enablement at Salesforce URL: https://www.salesenablementcollective.com/measure-roi-enablement-salesforce/ Last updated: 2025-12-08T13:45:48.000Z Let me start with a confession: when someone asks me about the ROI of my enablement programs, I still get that little flutter of anxiety. You know the one. It's the same feeling your reps get when prospects bring up that competitor who beats them every time. After four years of presenting different versions of this topic, I've learned something crucial: ROI conversations make us nervous because we're approaching them all wrong. We treat them like pop quizzes when they should be collaborative strategy sessions. ## The mindset shift that changes everything Here's what I want you to understand: proving ROI isn't about defending your existence. I asked a room full of enablement professionals if they thought ROI would shield them from layoffs. Not a single hand went up. Asked if one good QBR would give them a free pass next quarter. Same response. So why do we act like ROI is this magical shield? The real shift happens when you stop thinking "I need to prove my value" and start thinking "I'm here to deliver insights that help this business grow smarter and faster." That's a completely different conversation. Think about it. Your sales leaders already invested in you. They already believe enablement matters. What they need isn't proof you should exist. Instead, they need [insights about how to leverage what you do to hit their goals](https://www.salesenablementcollective.com/measure-enablement-impact-with-precision/). When leaders ask about ROI, they're really asking: "Help me understand how what you're doing connects to where we're trying to go." That's a partnership conversation, not a defense testimony. ## Why traditional ROI metrics fall short I had a moment recently that really drove this home. My team presented data showing 4,000 people went through our training. Impressive, right? Except we only have 3,000 people in our organization. So where did those extra thousand people come from? Turns out, the actual number was 900\. But wait, we only have 600 people in San Francisco. The CSAT score was 4.9 out of 5, which sounds great until you realize we didn't know how many people actually responded to the survey. This wasn't my team's fault. An analyst had handed them these numbers, and they'd accepted them without question because, well, the analyst must know better, right? Wrong. We have to be stewards of our own story. ## Building the right partnerships for ROI success Getting meaningful ROI data isn't a solo sport. You need the right partners, and each one owns different pieces of the puzzle. Let me break down who you need to know and why. ### Finance: Your unexpected best friend Finance might seem intimidating, but they're actually your secret weapon. These folks think in ROI terms all day long. They understand shadow numbers versus real numbers, break-even calculations, and how to model business scenarios. I sat down with our finance partner and asked her straight up: "How do you present when you need investment?" She literally opened up her templates and walked me through the calculations. We even sat together in ChatGPT working through scenarios. When I showed her a simple calculation: training 1,000 AEs with X quota, expecting 80% attainment, with just a 1-2% conservative uplift. The ROI was 78x on a $3 million investment. Her response? "Oh, no brainer. Approved." I sat there thinking, is this a trap? But no. When the math makes sense, finance becomes your biggest advocate. Here's what's really interesting: according to recent studies, 57% of finance leaders now play a lead role in shaping organizational strategy. They're not just counting beans anymore. They're helping decide where to plant them. ### RevOps: The data goldmine RevOps looks different at every company, but they're usually sitting on the data you desperately need. At Salesforce, we have three distinct roles: sales strategy (territory carves, TAM analysis), sales programs (in-quarter success, pipe activation), and planning teams. I had a revealing conversation with our strategy team. They didn't think enablement needed to be at the QBR. "You have this one line on this slide," they said. "Look, it says enablement." "Cool," I said. "What do you think I do?" "You know, onboarding and stuff." "How much is onboarding worth in your calculations?" Silence. "Well, if an AE doesn't ramp, doesn't that change your investment level? Don't you have to overhire?" "Wait. You own ramp?" That conversation led to a data project. Within two weeks, their analyst looked at our data and declared it a full-time job. Now I'm getting a dedicated analyst because they want the insights we can provide about ramp time, multi-cloud selling progression, and performance patterns. ### People Operations: The culture connection HR often gets overlooked in ROI conversations, but they're masters at measuring the unmeasurable. They've figured out how to make sentiment the most important survey of the year. Your CEO freaks out when employee survey results are bad, right? They're also knee-deep in the AI revolution, often owning company-wide tools and understanding integration challenges. Plus, they get the culture piece—when your training fails because of accountability issues or hiring surges, they're your partners in solving the root cause. _This post is for paying subscribers only._ ### The right way to collaborate with international teams URL: https://www.salesenablementcollective.com/building-trust-with-international-teams/ Last updated: 2025-12-05T10:56:07.000Z You know that sinking feeling when you're presenting to a screen full of blank cameras? Nobody wants to come on screen. You feel completely alone, anxiety creeping in as you realize you've got to continue this presentation without any audience feedback They're disengaged. *Stonewalled.* Now imagine that happening every single time you show up for an international enablement session. Doesn't matter the topic. Doesn't matter who's presenting. Same situation, every time. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/Sandler-Submarine--4-.png) ## Why international enablement felt impossible That was our reality at Instructure for far too long. And let me tell you, it was the epitome of the pit of despair. But here's the thing – we found our way out. And I want to share that journey with you because if you're struggling to connect with international teams, you're not alone. More importantly, there's hope. Let me paint you a picture of where we started. At Instructure (we're the company behind Canvas LMS), we had the classic SaaS story playing out. High market penetration in the US? Check. Low market penetration internationally? Also check. We had local boots-on-the-ground teams across our global regions who were smart, scrappy, and had high potential. We had a really competitive product that was displacing competitors left and right in North America. So why weren't we seeing the same success internationally? ### The truth about international differences The actual buying and selling nuances? The way people start to engage with a learning management system? They're wildly different depending on where you are in the world. Our regionally-based go-to-market teams knew this inside and out. The enablement team had to come to terms with it. Fast. ### It felt like this... It felt like standing on opposite sides of a chasm. We were trying to get enablement across the gap, but it just wasn't landing. Course completion rates in our LMS were abysmal. Sometimes [managers weren't adopting or assigning courses](https://www.salesenablementcollective.com/avoiding-pitfalls-to-enablement-adoption/) at all. There was very little trust. There was even less alignment. For my team, it was disorienting and demotivating. We knew we had to do something different. We had to fix this complete lack of a relationship with our audience and build something better. --- [To buy or build: Making the right business software decisionsDalip Jaggi discusses the key considerations of building or buying a new software solution for your organization. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-478.png)Sales Enablement CollectiveDalip Jaggi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---To-build-or-buy-1.png)](https://www.salesenablementcollective.com/to-buy-or-build-making-the-right-business-software-decisions/) --- ## Three opportunities that changed everything When I look back on that time, I can pinpoint three specific opportunities that shifted the narrative. These helped us lean into the people side of enablement, which is ultimately what this is all about. Though I'm talking about this through the lens of international stakeholders, these principles apply whenever you're facing resistance in your enablement efforts. ### Opportunity 1: Building genuine trust Trust. It's such a simple word, but building it across continents and cultures is complex. We started with two approaches: availability and advocacy. **Availability** meant showing them someone was listening. At the time, we weren't a big team. Just me plus three individual contributors. I left one person to [focus on onboarding](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/), and the other three of us each took a region. We became the single point of contact for that region. And then? We just spent time with people. #### 👂 **Listen like this to build trust fast:** We listened without judging. We showed up when they needed us to show up. We started to chip away with follow-through. Someone mentioned they couldn't get attention from marketing? We found out exactly who they needed and made the connection. Someone had a question about RevOps? We got them an answer. I know what you're thinking... that sounds like a massive time investment. You've got big business goals, revenue targets, and enablement to deliver. You're right. But we decided it was crucial to set aside that time for relationship building. Without it, those walls would never come down. **Advocacy** took a different form. I probably drove people crazy because they'd start hearing the same phrases coming out of my mouth in every meeting with product marketing, marketing, RevOps, you name it. I got really good at saying things like: > "Have you thought about LatAm?" > "What's Harrison – our GM for APAC – gonna say when I tell him we're not gonna have that product on local servers?" I coached my team to do the same. We became relentless advocates, making sure other teams kept our international colleagues top of mind. Even though the rest of the company hadn't had that cultural revolution yet, we were going to stand up and be those people who built trust. One watershed moment came when our APAC team had specific concerns about product. We had a new CRO who hadn't made it out to APAC yet, but everyone was coming in for our customer kickoff. I made it my mission to get him in a room with the APAC team. 💡 That was the lightbulb moment. Suddenly, they realized: maybe enablement really is listening. Maybe they are ready to bring other teams to the table and help the rest of the company invest in our success. ### Opportunity 2: Understanding and embracing culture Once we flipped that trust lever, we could move on to our next hurdle: culture. Obviously, there's the culture of where you live (the rituals, the norms). But there's also culture that's specific to the people working in an office. What I discovered was that the culture in our EMEA office, our APAC office, and our LatAm office were each unique unto themselves. And they were all very different from our North American culture. We needed to make understanding and respecting those cultures part of everything we did. Here's how: **1 - Time zone shifts** might sound trivial, but hear me out. We weren't just meeting with them at the end of our day because it was convenient for us (even though that meant 7 AM for them). We actually made an effort to meet them in their time zone. Yes, that meant I'd meet with someone at 9 PM my time because I knew they'd be awake and at their best. The feedback I'd get would be worth it. We also adopted habits like scheduling Slack messages and emails for their working hours. Not every one of our international teams worked this way, but we wanted to show we were hearing them. We understood that getting interrupted during personal time with Slacks and emails was a source of frustration. --- **2 - Representation** became crucial too. Our regional teams needed to see themselves in our materials. They weren't engaging with our North American courses because those courses didn't represent their market, their competitors, or the way their customers were buying. So we integrated them into our course creation process. Rolling out a new services course? Great! Let's get the APAC and EMEA services leads to help build it. Let's create distinct modules that represent their reality. We also went out of our way to find top performers and respected thought leaders in each region to feature as SMEs. No more defaulting to the local North American expert for everything. And we stopped using North American examples exclusively, even in our North American content. We made sure international customer examples appeared *everywhere*. --- **3 - Pattern matching** was controversial at first. The teams didn't trust me on this one. I looked for similarities across our international teams because nobody needs to be an island. So at company events, instead of creating more silos by putting international teams in three separate rooms, we brought them together. They thought I was absolutely crazy. But at the end of the event? "That was the best thing ever," they said. "They have the same problems we have." It allowed everyone to have that lightbulb moment: even though you're not at the corporate office, you still have advocates across the company. People experiencing the same things. People who can be part of your community. ### Opportunity 3: Creating lasting alignment Trust and culture laid the groundwork, but alignment made everything sustainable. We adopted a **global-first perspective**. Everything we build from an enablement perspective now starts global. We're not building from a North American perspective, or a LatAm perspective, or an APAC perspective. It's global first, then regionalized. We've gotten good at avoiding what I call "lazy mistakes." Playing Jeopardy with a global audience? That's a lazy mistake. Jeopardy doesn't resonate outside the US. Nobody knows what it is, and they definitely don't care who Ken Jennings is. Using only North American examples? Lazy mistake. Anything that's clearly going to alienate part of your audience? We learned to spot those and rise above them. The biggest change came when our executive committee started incentivizing the whole company and driving OKRs that would lead to accountability for international success. It got integrated into our AOP (Annual Operating Plan). This is the first year I've seen the full AOP sheet with international called out as distinct segments. Once you start driving forward, other organizations come with you. There's momentum. You don't feel like you're the only ones chasing this dream anymore. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/0034-715432956714544540.webp) ## What success looks like now The transformation has been remarkable. We've expanded our enablement team with dedicated people in Australia, the Philippines, and EMEA. Every day, they're connecting with individual contributors on the frontline as well as with teams and leaders. We also have a dedicated channel onboarding person. Now we're speaking the language in region, and it's enabling us to continue building that [trust and alignment](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) across the organization. But here's what really matters: those blank camera screens? They're full of faces now. Those stonewalled sessions? They've become interactive workshops where people actually want to participate. The pit of despair? We climbed out, and we're not going back. ## Your turn to build better international relationships If you're facing similar challenges with international teams, start with these questions: - Are you truly available to your international colleagues, or are you expecting them to adapt to your schedule and style? - Are you advocating for them in rooms where they're not present? - Does your content represent their reality, or are you asking them to translate everything through a North American lens? The journey from the pit of despair to genuine international collaboration isn't quick. For us, it's been a three-year journey and counting. But every step, every late-night meeting, every advocating conversation, every redesigned course, has been worth it. Because at the end of the day, enablement isn't about the content we create or the sessions we run. It's about the people we serve. And when those people are spread across the globe, working in different cultures with different challenges, our job is to meet them where they are. Not where we wish they were. Not where it's convenient for us. But exactly where they are. The good news? You don't have to stay in the pit of despair. There's a way out. And it starts with recognizing that your international teams aren't just an extension of your domestic operations – they're unique, valuable, and deserving of enablement that truly serves them. Trust me, the view from outside the pit? It's worth the climb. ### Sales Enablement Summit Chicago, November 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-chicago-november-2025-ondemand-2/ Last updated: 2025-12-04T17:07:16.000Z _This post is for paying subscribers only._ ### Sales Enablement Summit Toronto, November 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-toronto-november-2025-ondemand/ Last updated: 2025-12-04T17:06:50.000Z _This post is for paying subscribers only._ ### How to plan a cross-functional sales kick-off URL: https://www.salesenablementcollective.com/cross-functional-revenue-kick-offs/ Last updated: 2025-12-16T18:31:50.000Z ## Why traditional SKOs fall short [Sales Kick-Offs (SKOs)](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) have long been a staple of commercial organizations. You’ll energize your sales teams, unveil strategies, and set targets for the year ahead. But while Sales often takes center stage, other revenue-critical teams (Marketing, Customer Success, Revenue Operations) are frequently left on the sidelines. They’re invited late, or not at all. > **Today, this siloed approach isn’t fit for purpose.** Revenue generation is no longer the sole responsibility of Sales. It’s the outcome of coordinated efforts across the entire customer lifecycle. When [SKO planning ](https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/)excludes key departments? You get: - Fragmented messaging. - Misaligned goals. - Teams ill-equipped to deliver on the promises made at the event. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/Sandler-Submarine--2-.png) ## From SKO to RKO: A strategic evolution Progressive organizations are shifting from SKOs to Revenue Kick-Offs (RKOs). These are inclusive, go-to-market events that bring together every team that influences revenue: Sales, Marketing, Customer Success, RevOps, Product, and Support. The rationale is simple: if we’re all responsible for revenue, we should all be aligned from the outset. Unlike traditional SKOs that focus narrowly on sales tactics and quotas, RKOs align all revenue-driving teams under a unified strategy. They’re not just about motivating Sales for Q1, they’re about creating clarity, consistency, and cohesion across the entire customer journey. ## The cost of siloed planning When SKO planning begins in isolation, several issues tend to arise: - Non-sales teams feel like an afterthought. - Messaging and objectives become inconsistent across departments. - Post-event execution falters due to lack of preparation and alignment. In short, for your go-to-market function as a whole, a sales-only SKO can create more confusion than cohesion. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/Sandler-Submarine--3-.png) ### The lesson: Start cross-functional, stay cross-functional Here’s the hard-earned lesson from years in RevOps and Enablement: if you begin SKO planning with a sales-only mindset, you won’t achieve true alignment by the end. Retrofitting collaboration late in the process is like trying to add eggs to a cake after it’s baked. It simply doesn’t work. Instead, embed cross-functional collaboration from the very beginning. Your planning committee should include leaders from Sales, Marketing, Customer Success, and RevOps at a minimum. This sets the tone that the event belongs to everyone. Early collaboration surfaces critical conversations that might otherwise be missed. Sales may propose a bold new pitch, but Marketing can flag if it’s misaligned with market insights. Customer Success might advocate for onboarding improvements that directly impact retention. These discussions ensure your kick-off reflects a comprehensive go-to-market strategy, not just a sales plan with a few add-ons. ## Designing a unified, inclusive revenue kick-off Here’s a full plan for building a Revenue Kick-Off that drives alignment and action: | Recommendation | How to put it into practice | | ------------------------------------- | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | Form a cross-functional planning team | Include leaders from Sales, Marketing, CS, RevOps, and Product. No major decision, theme, agenda, or content, should be made in a silo. Early involvement drives early buy-in. | | Align on a shared “north star” metric | Choose a unifying goal (e.g., Net Revenue Retention) that all teams can rally around. This keeps everyone focused on both acquisition and retention. | | Co-design the agenda | Build sessions that reflect multiple perspectives. Pair sales training with CS and Marketing panels. Include joint workshops like “From Closed-Won to Value Realized.” | | Balance plenaries and breakouts | Use plenary sessions for shared context (e.g., company vision, product roadmap, customer panels). Use breakouts for role-specific training, just ensure they tie back to the main theme. | | Involve customers and product leaders | Invite them to participate in panels or Q&As. Their insights help all teams understand the customer journey and product direction. | | Give other teams ownership | Let Marketing lead a GTM strategy session. Have CS run a customer insights panel. When teams co-own parts of the agenda, they’re more invested. | | Secure executive sponsorship | Have your CEO or CRO champion the RKO. Their endorsement signals that this is a company-wide priority, not just a sales event. | ## Getting buy-in from other departments Cross-functional planning is essential, but how do you bring other departments on board? - **Frame the RKO as a shared win:** Don’t ask Marketing or CS to “support a sales event.” Position the kick-off as a strategic alignment initiative that benefits everyone. Highlight how it helps them achieve their own goals. - **Give real ownership:** Involve other departments in planning and delivery. When they own a session or outcome, they’re more likely to commit resources and energy. - **Leverage executive influence:** A message from the CEO or CRO that “this is a kick-off for all of us” can shift perceptions and priorities across the organization. ## Conclusion: One team, one mission, one kick-off To drive sustainable growth in 2026 and beyond, we must break down silos and treat the kick-off as a revenue team event from the very start. Embedding true cross-functional collaboration into SKO planning is a strategic necessity. It ensures Marketing isn’t treated as an afterthought, and Customer Success isn’t left scrambling to deliver on Sales’ promises. Instead, your entire go-to-market engine starts the year aligned and ready to execute. So as you plan your 2026 kick-off, remember: the earlier and deeper you involve your cross-functional partners, the stronger your execution will be. One team. One mission. One kick-off. That’s how you’ll succeed. ### Sales Enablement Awards 2025: Your winners URL: https://www.salesenablementcollective.com/sales-enablement-award-winners-2025/ Last updated: 2025-12-03T09:49:42.000Z It's finally time to reveal 2025's Sales Enablement Award winners. Each and every [shortlisted](https://www.salesenablementcollective.com/awards-2025-your-shortlist/) was deserving, which made it incredibly tough to narrow down the shortlist to pick a winner. Before the reveal, let us take a moment to celebrate *all* our nominees and shortlisted - thank you for making enablement an amazing, innovative place to be! 👏 And without further ado, our 2025 Sales Enablement Award winners: - **Sales Enablement Leader of the Year** - **Sales Enablement Rising Star** - **Sales Enablement Team of the Year** ### Sales Enablement Leader of the Year A massive congratulations to [**Krati Seth**](https://www.linkedin.com/in/kratiseth/), Sales Enablement Leader of the Year for 2025. Krati exemplifies excellence in global revenue enablement. Known for her ability to unite strategy with execution, she has transformed how [Whatfix](https://go.whatfix.com/lp/why-whatfix/brand/3/?utm%5Fsource=google&utm%5Fmedium=cpc&utm%5Fcampaign=Brand-UK-TIS&utm%5Fterm=whatfix&gad%5Fsource=1&gad%5Fcampaignid=22658762858&gbraid=0AAAAA-CqZFqaqfgQbBzXOlYE13Wf9wBS-&gclid=CjwKCAiAlrXJBhBAEiwA-5pgwvLlGH1R-Q7jefDCtgw45-a2iDpi7eUSzUmrzxnYOD-G4L5qhJWNihoC5GsQAvD%5FBwE) empowers its GTM teams, building scalable programs, elevating sales performance, and driving meaningful revenue impact. With more than a decade of experience across business development, strategic alliances, and enablement, Krati brings a rare blend of vision, grit, and deep industry expertise. By championing mentorship, challenging the status quo, and amplifying the voice of enablement across India and APAC, she has inspired a fearless, future-ready community. These qualities make her a standout recipient of the Sales Enablement Leader of the Year award. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/SHORTLIST-Leader-of-the-Year.png) ## Sales Enablement Rising Star Our Sales Enablement Rising Star for 2025 is [Shehmir Shaikh](https://www.linkedin.com/in/shehmir-shaikh/)**.** Shehmir exemplifies the energy and promise of a rising sales enablement leader. With more than 13 years of experience across SaaS, BPO, AdTech, IT, consulting, and e-commerce, he blends curiosity, strategic thinking, and executional rigor to elevate both sales and customer success performance. Known for building impactful learning experiences and driving cross-functional alignment, he brings strong expertise in customer success, adult learning, and project management. At GetYourGuide, he continues to raise the bar for what effective enablement can deliver. His drive and impact earn him recognition as a Sales Enablement Rising Star. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/SHORTLIST-Leader-of-the-Year-1.png) ### Sales Enablement Team of the Year Our Sales Enablement Team of the Year for 2025 is [**Service Now.**](https://www.servicenow.com/uk/) The ServiceNow sales enablement team exemplifies excellence in empowering go-to-market performance. With a unified mission to elevate how organizations work, the team brings the full power of ServiceNow’s AI-driven platform to life, translating complex capabilities into clear, actionable value for sellers and customers alike. Their programs help GTM teams articulate how ServiceNow transforms workflows, prevents issues before they surface, and unlocks meaningful productivity for every employee. By strengthening alignment, building scalable initiatives, and championing a culture of innovation, the team has accelerated impact across the business, making them standout recipients of the Sales Enablement Team of the Year award. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/SHORTLIST-Leader-of-the-Year--1--copy.png) ## Want to stay up to date with our winners, and more? First thing’s first, be sure to connect with all our winners and finalists on LinkedIn to congratulate them on their awesome work. And if you want to stay up-to-date on all the latest in the enablement space, network with these fantastic finalists, and meet even more of your peers, then the **Sales Enablement Collective** Slack community is for you! 👇 Join and [start connecting](https://www.salesenablementcollective.com/join-the-sec-slack-community/) with **10,000+** enablers from across the world, **today**. ### Enablement tech stack checklist URL: https://www.salesenablementcollective.com/enablement-tech-stack-checklist-framework/ Last updated: 2025-12-02T08:10:57.000Z Across modern sales organizations, tech stacks are becoming increasingly complex. Particularly within enablement roles, you’re expected to juggle dozens of tools, each promising efficiency, visibility, and better results. That’s why we’ve created a step-by-step tech stack checklist to help you evaluate what you have, identify what you need, and build a streamlined system that supports revenue growth. This template walks you through each critical step — from auditing your current tools to evaluating new vendors — complete with explanations, prompts, and best-practice considerations. ## Download your checklist ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/12/tech-stack-checklist.png) [Building a sales enablement tech stack \[checklist\]Building a sales enablement tech stack \[checklist\] Across sales organizations, tech stacks are becoming more and more complicated. It doesn’t matter whether you operate in the customer success realm, the sales enablement department, or marketing. The truth is that there’s a lot of pressure on…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-11.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyJmefl0dIK2HtFWkqsoyfgvqyiLzg8dPJi-Ui07XSV0HsP_yBt5aBVzhT9GkYVcMagm4n7e_iGhKUaKBpY99f5lldaH9p_zJpOLoqE1FBZ8YxRBHbu4-w1200-h630-p)](https://docs.google.com/document/d/1GUmYgyzo-ndqyHc0tA1crQpHhQ%5FDHsHcfgJgd1doYAo/edit?usp=sharing) [Building a sales enablement tech stack \[checklist\] (1)Building a sales enablement tech stack \[checklist\] (1).docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/12/Building-a-sales-enablement-tech-stack--checklist---1-.docx "Download") [Building a sales enablement tech stack \[checklist\]Building a sales enablement tech stack \[checklist\].pdf102 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/12/Building-a-sales-enablement-tech-stack--checklist-.pdf "Download") _This post is for paying subscribers only._ ### Why punitive sales compensation plans don't work in early stage SaaS URL: https://www.salesenablementcollective.com/punitive-sales-compensation-plans/ Last updated: 2025-11-27T11:54:24.000Z In the last decade, sales compensation has changed faster than almost any other function in SaaS. The latest [Gartner sales survey on B2B buying behavior](https://www.gartner.com/en/newsroom/press-releases/2025-06-25-gartner-sales-survey-finds-61-percent-of-b2b-buyers-prefer-a-rep-free-buying-experience) shows how B2B buyers increasingly prefer digital, [self-guided sales journeys](https://www.salesenablementcollective.com/customer-journey-mapping/) and complex internal decision processes. That shift has forced revenue teams to rethink how they structure their go-to-market motion and how they [motivate sales](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/). Yet punitive commission plans still appear inside companies that are trying to break into the US market, establish product market fit, or build their first predictable sales engine. The structure is simple. If you miss quota, you lose part of the commission you already earned, even if you closed real revenue. On paper, this looks strict and rational. In early stage reality, it often breaks the exact engine the company is trying to build.​ ## How punitive sales plans let you down Let’s imagine - a salesperson carries a quarterly quota of 30,000\. They close 10,500 in monthly recurring revenue credited toward quota, landing at roughly 35 percent attainment. The guaranteed contract value from all new deals reaches about 28,000. Based on a standard ten percent rate, the commission would normally be 2,800, but because this level of attainment falls into a mid-tier penalty bracket, the payout becomes 1,400. At first glance, this model appears to help conserve cash. However, even in low cash flow environments, this structure becomes difficult to sustain over time. Early stage teams operate with long buying cycles, unpredictable inbound, shifting product priorities, and customers who often require significant education before committing. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/Sandler-Submarine.png) When the compensation system reduces earnings so sharply during these natural fluctuations, it does not materially improve cash preservation. Instead, it creates uncertainty in the revenue function, which eventually becomes more expensive than the commission itself. The issue is not that penalties exist. Almost every startup experiments with tightening or loosening commission mechanics, depending on runway. The challenge is that an aggressive penalty applied during the foundational phase of go-to-market makes it harder to build predictable behavior. Reps may hesitate to pursue complex accounts, avoid multithreaded opportunities that take months to mature, or deprioritize strategic deals that could materially affect ARR but do not close within the quarter. Over time, this leads to a fractured pipeline, [uneven forecasting](https://www.salesenablementcollective.com/forecasting-errors-that-can-kill-your-business-performance/), and slower compounding growth.​ ​ ## Why companies still use punitive comp plans There are reasons these structures keep showing up, especially when leadership comes from large enterprise environments. ### 1 - They're meant to prevent sandbagging In big sales organizations, deal timing is a real problem. The [Bridge Group’s 2024 SaaS AE ](https://blog.bridgegroupinc.com/2024-ae-metrics-compensation-benchmark)[Metrics and Compensation Benchmark](https://blog.bridgegroupinc.com/2024-ae-metrics-compensation-benchmark) summarizes data from more than 170 SaaS companies and highlights forecasting challenges that come from deals slipping or being pushed into the next quarter.​ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/data-src-image-87456823-63c4-4ae8-9444-052cf1a9184b.jpeg) (2024 SaaS AE Metrics & Compensation: Benchmark Report by Matt Bertuzzi, Mar 5th, 2024)​ ​Punitive mechanics are supposed to make sandbagging less attractive. ### 2 - They are meant to create urgency The idea is simple. If a rep knows they will lose money when they miss quota, they will push harder to close. In high volume, transactional sales motions, this sometimes works. ### 3 - They are meant to protect limited cash Early companies with fragile cash positions sometimes use penalty mechanics to cap how much they pay out when performance is below target. All of this assumes something important. It assumes the sales environment is stable, that there is reliable inbound, and that the product is mature enough that the main variable is the rep. In early-stage GTM, that is almost never true.​​ ## Why punitive plans break in early GTM conditions ### 1.​ They punish reps for system level problems A large share of deal outcomes has nothing to do with the individual rep. Gong’s research on revenue productivity and quota attainment in [The State of Sales Productivity 2024](https://www.gong.io/files/gong-guide-the-state-of-sales-productivity-2024.pdf?utm%5Fsource=chatgpt.com) shows that high performers succeed when they have the right tools, data, and processes, not just “more pressure.” In early GTM environments, reps are often selling around missing features, incomplete integrations, unclear positioning, shifting pricing, and slow internal approvals. Penalizing them financially for those structural issues is misaligned with how deals are actually won and lost.​ ​ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/data-src-image-38560ff7-a133-44a4-a99f-e4a8a9cf72fe.png) (“State of Sales Productivity” report by [Gong.io](http://gong.io), 2024) ### 2.​ They reduce cognitive performance and strategic thinking Harvard Business Review has written extensively about how stress and uncertainty affect performance. In [Making Work Less Stressful and More Engaging for Your Employees](https://hbr.org/2019/11/making-work-less-stressful-and-more-engaging-for-your-employees), researchers note that high stress levels impair strategic thinking and creativity and make people almost three times as likely to leave their jobs. Sales is a cognitive discipline. When a rep knows that a single quarter below quota can cut their commission in half, they shift out of strategic mode and into survival mode. Survival mode rarely produces thoughtful, multithreaded enterprise deals. ### 3.​ They distort pipeline behavior Under penalty pressure, reps tend to 1.​ Prioritize small, fast moving deals over strategic accounts​ 2.​ Avoid complex customers who require education and coordination​ 3.​ Push buyers too aggressively at the end of the quarter​ 4.​ Stop experimenting with new motions or verticals​ McKinsey’s work on B2B buying behavior in [Five fundamental truths: How B2B winners keep growing](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/five-fundamental-truths-how-b2b-winners-keep-growing) shows that the companies that win are those that align channels, content, and human touch across long and complex journeys. Short term pressure on individual AEs rarely aligns with that.​ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/data-src-image-adc19dca-5cd1-451a-a895-1c3379c6b429.jpeg) (McKinsey and Company, Global B2B Pulse Survey, 2016, 2019, 2021, 2024)​ ​Punitive compensation nudges reps toward decisions that are good for the current quarter and bad for customer lifetime value. ### 4\. They damage retention and culture The Bridge Group’s long-running [SaaS AE Metrics research](https://blog.bridgegroupinc.com/saas-inside-sales-metrics) shows that hiring and ramping AEs is expensive and slow. Churn in the sales team is one of the biggest hidden costs in SaaS go-to-market.​ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/data-src-image-cae6119f-31ec-494e-9b80-41e2399bd89e.png) (“SaaS AE Report: Models, metrics, and Compensation Research” by The Bridge Group, 2024) ​ Penalty driven plans accelerate burnout and attrition. High performers with options leave first. Those are usually the people who could have built the entire motion. ### 5\. They ignore modern buying cycles Recent [Gartner research on B2B buying teams](https://www.gartner.com/en/newsroom/press-releases/2025-05-07-gartner-sales-survey-finds-74-percent-of-b2b-buyer-teams-demonstrate-unhealthy-conflict-during-the-decision-process) shows that most B2B buyer groups experience unhealthy conflict during decisions and use complex, non-linear processes.​ ​ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/data-src-image-ed86613d-d4de-4e89-92fd-436304b8cea0.png) “Impact of Relevance on Buying Group Consensus”, Gartner Sales Survey, May 7, 2025​ That means timelines will stretch, stakeholders will change, and priorities will shift. Punishing individual AEs for longer cycles and increased internal conflict on the buyer side is simply out of sync with how decisions are made now. ## What a healthier compensation structure looks like Removing punitive mechanics does not mean removing accountability. The real goal is to align incentives with the actual drivers of revenue. A healthier model for early and growth stage SaaS usually includes: 1.​ A consistent 10 to 12 percent commission on all new business booked​ 2.​ Clear, achievable quarterly quotas based on realistic pipeline coverage​ 3.​ Accelerator tiers that increase commission once reps pass 100 or 120 percent of quota​ 4.​ SPIFs aligned with strategic initiatives such as new product lines or target segments​ 5.​ No retroactive penalties on commission already earned​ This is close to what many successful SaaS companies at Series A through Series C implement, and it matches what the [**Bridge Group benchmarks** ](https://blog.bridgegroupinc.com/2024-ae-metrics-compensation-benchmark)describe as common practice for top performing teams. It rewards the right behaviors. It supports thoughtful multithreaded selling. It encourages reps to go after complex, high value accounts instead of racing for quick wins that look good on paper and fall apart later. ## Final thoughts Punitive commission plans are a legacy tool from a world where sales was treated as a simple control system. If numbers are low, push harder. If quotas are missed, punish the rep. Modern SaaS is not that world. Revenue performance is shaped by product, marketing, customer success, security reviews, legal, procurement, pricing, competitive alternatives, and timing. A single person, even a very good AE, does not control all of that. When one person is expected to build a pipeline, educate the market, manage complex stakeholders, coordinate onboarding, and still close business in a lengthening buying cycle, treating them as the main financial risk is not only unfair. It is inefficient. The companies that win long term tend to treat sales compensation as part of their go-to-market architecture, not as a pressure tool. They design plans that reflect how buying actually works, and they pay people reliably for the real value they create. ### Just-in-time enablement: The future in an AI world URL: https://www.salesenablementcollective.com/just-in-time-enablement/ Last updated: 2025-11-21T15:15:42.000Z Let me start by sharing something that hit me during a recent conversation at a Sales Enablement Collective event. We were talking late into the night about where enablement is heading, and someone asked me point-blank: "With all these tools and frameworks we've built, why are reps still struggling to find what they need?" That question changed everything about how I think about our industry. ## The uncomfortable truth about enablement today Here's what keeps me (and should keep you) up at night: [86.4% of enablement professionals](https://www.salesenablementcollective.com/impact-of-enablement-report-2025-post/) believe that ease of access to content is the most important factor for program success. But 92% of us admit our reps use less than 60% of what we create. Consider what this means: We're pouring our hearts into creating content that mostly sits unused. I've watched this pattern play out across dozens of companies. Teams invest in platform after platform. They launch framework after framework. They create content libraries that would make a librarian weep with joy. But when push comes to shove, reps still can't find what they need when they need it. In fact, 55% of teams switch enablement platforms primarily because of low adoption. We're stuck in this endless cycle of complexity, and it's time we admitted it. ## How we got here (and why it matters) Remember when your product team launched updates quarterly? Those were simpler times. Now they're shipping changes weekly, sometimes daily. The rate of change has gone exponential, and we're all feeling it. 57% of reps think competition has gotten harder. It's likely that most of you reading this have watched your competitive landscape explode over the past few years. Companies that used to be partners are suddenly competitors. New players emerge from nowhere with AI-powered solutions that threaten to eat your lunch. Yesterday's playbooks are gathering dust. The [comprehensive training program](https://www.salesenablementcollective.com/how-ai-roleplays-are-revolutionizing-sales-coaching-and-leadership-training/) you spent six months building? It was outdated before you finished the rollout. And to compound the problem, we've responded to this complexity by adding more complexity. More tools. More frameworks. More content. More processes. But here's the thing: complexity isn't the answer to complexity. Simplicity is. ## Redefining enablement for the modern world So [what is enablement, really](https://www.salesenablementcollective.com/what-is-sales-enablement/)? Strip away all the buzzwords and frameworks, and it comes down to this: helping a rep be able to sell. That's it. Everything else is just noise. When I talk about just-in-time enablement, I'm talking about something even simpler: ensuring reps know what they need to know, when and where they need to know it. Not before. Not after. Right in that moment when they're about to hop on a call and need to handle that specific objection or position against that particular competitor. Think about your own experience. When was the last time you sat through a training session and retained everything? Now think about the last time you learned something right when you needed it. Which stuck better? _This post is for paying subscribers only._ ### Sales Enablement Summit | Sydney 2025 URL: https://www.salesenablementcollective.com/sales-enablement-summit-sydney-2025/ Last updated: 2025-11-21T13:07:33.000Z Catch up on all sessions from Sales Enablement Summit Sydney with insights from HP, Oracle, Adobe, and more. _This post is for paying subscribers only._ ### The sales enablement salary guide: What you should be earning in 2026 URL: https://www.salesenablementcollective.com/sales-enablement-salary-guide/ Last updated: 2025-11-20T12:07:15.000Z The sales enablement profession faces a sobering reality. According to our data, average compensation across the profession has declined by $5,619 compared to the previous year, dropping from $137,032 to $131,413. This decrease arrives at a strange moment. Enablement teams are [expanding their scope](https://www.salesenablementcollective.com/adapting-to-revenue-enablement-enabling-beyond-just-sales/), taking on more strategic responsibilities, and increasingly demonstrating [measurable impact on revenue outcomes](https://www.salesenablementcollective.com/measure-enablement-impact-with-precision/). Yet compensation hasn't kept pace with these evolving demands. Our latest [Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) offers some insights into this phenomenon. In this article, I'll share the crucial salary data from the report to reveal not only the challenges surrounding enablement compensation, but also the specific factors that are differentiating high earners from their peers. Get your free report ## The sales enablement compensation baseline The global median salary for an enablement professional is **$125,000**, with the average reaching **$131,400**. However, these headline figures obscure significant variation across experience levels, organizational structures, and geographic regions (which we'll explore later). Perhaps more revealing is the fact that only 41% of survey respondents believe their current compensation accurately reflects their role and responsibilities. An even smaller proportion (23%) feel that enablement salaries broadly reflect the value the function delivers to organizations. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/salary-perception.png) --- This perception gap matters. It suggests a significant misalignment between the [strategic importance of enablement](https://www.salesenablementcollective.com/building-the-roads-to-strategic-sales-enablement/) and how organizations value (and compensate) the professionals who execute it. ### Enablement compensation by seniority level Our data points to a clear progression of earnings tied to career advancement. **Junior:** The average salary of an entry-level enablement professional is $75,517\. The median salary for the same group is $69,000. **Manager:** Sales Enablement Managers reported an average salary of $116,800, and median earnings of $122,000. **Head of Sales Enablement:** Heads of enablement departments earn on average $147,000, and report median salaries of $150,000. **Director and above:** Directors of Sales Enablement can expect to make $190,000, with a median of $186,000\. ### The impact of location on sales enablement salaries Location is the single biggest factor in determining earning potential in the enablement profession. North American respondents (primarily from the United States) unsurprisingly reported the highest earnings, with an average of $142,400 across all seniority levels. This contrasts with the European average of just $110,000\. And for the rest of the world, average earnings drop to $97,000. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/salaries-by-location.png) --- So what do these geographic factors mean for earnings by seniority level? In short, geography matters a lot. **Junior level median salary:** - 🇺🇸 North America: $85,000 - 🇪🇺 Europe: $42,000 **Manager level median salary:** - 🇺🇸 North America: $125,000 - 🇪🇺 Europe: $87,000 **Head of department median salary:** - 🇺🇸 North America: $189,000 - 🇪🇺 Europe: $96,000 **Director and above median salary:** - 🇺🇸 North America: $200,000 - 🇪🇺 Europe: $185,000 ## The strategic value of job titles Our research also reveals a substantial earnings gap between different enablement titles, even when day-to-day responsibilities remain largely similar. Here's a look at average compensation by enablement function as expressed within the respondent's job title: - **Sales enablement:** $112,879 - **GTM enablement:** $139,158 - **Revenue enablement:** $163,870 --- ![Average salary by enablement function in job title.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/enablement-title.png) --- The $50,991 difference between "sales" and ["revenue" enablement](https://www.salesenablementcollective.com/mastering-revenue-enablement-the-skills-that-drive-impact/) is particularly striking. This suggests that organizations associate broader scope (implied by "revenue" rather than "sales") with greater strategic value, and compensate accordingly. For professionals currently in sales enablement roles but supporting multiple revenue-generating functions, this data presents a compelling case for a title adjustment. The language we use to describe our roles carries significant weight in compensation discussions. ## The impact of management responsibilities on enablement earnings Leadership responsibility represents one of the strongest correlations with increased compensation. --- ![Sales enablement salaries by number of direct reports.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/direct-reports.png) --- The progression is nearly linear, with each additional team member adding approximately $8,000-$15,000 to average compensation. This reflects both the increased responsibility of people management and the senior organizational positions that typically include direct reports. For individual contributors seeking compensation growth, this data suggests that pursuing management opportunities may be more financially impactful than deepening expertise as a senior IC. ## Is there a gender pay gap in sales enablement? The answer to whether there's a gender pay gap in enablement is, disappointingly, yes. Our data points to a gender-based compensation disparity that mirrors broader labor market trends: --- ![A graph representing the gender pay gap in sales enablement.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/gender-pay.png) --- This $15,000 gap (11%) persists even at senior levels, where male directors and above earn $172,491 compared to $166,960 for female counterparts. While this pattern reflects systemic issues beyond any single organization, the implications for individual professionals are clear: proactive negotiation, transparency advocacy, and data-driven compensation discussions become essential strategies for addressing this disparity. ## Total compensation: Are enablement professionals receiving bonuses? An often-overlooked element of enablement compensation is variable pay. Our 2025/26 salary report indicates that 73% of professionals receive bonuses or commission on top of base salary. Interestingly, professionals receiving variable compensation also maintain higher base salaries on average ($129,037 versus $112,870 for those without). This suggests that bonus structures typically augment competitive base packages rather than compensating for below-market fixed compensation. ## What's the relationship between experience and enablement salaries? Years of experience in the enablement space show an interesting — and non-linear— relationship with compensation: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/experience-1.png) The notable decline in the 4-5 year range likely represents a critical career juncture. Professionals at this stage have typically outgrown junior positions but may not yet have accessed management or director-level opportunities. This pattern suggests that proactive career management during this period—whether pursuing leadership roles, changing organizations, or specializing in high-value areas—becomes particularly important to avoid compensation stagnation. ### Do certifications and courses boost enablement earning potential? For less experienced enablement professionals, is there anything you can do expedite salary growth? Our data suggests acquiring certifications might be one effective route. Enablement professionals holding current certifications earn an average of $146,529, compared to $124,114 for those without credentials, a difference of $22,415, or approximately 18%. This premium reflects several factors: - Demonstrated commitment to professional development - Validated expertise and knowledge - Increased credibility with stakeholders - Enhanced negotiating position during hiring or promotion discussions For professionals seeking to accelerate their compensation growth, [certification represents one of the most accessible levers available](https://learn.salesenablementcollective.com/courses). The typical investment of $1,000-$2,000 for a recognized certification program offers a compelling return on investment when evaluated against the average salary differential. ## What does this mean for your earnings? Our research raises several insights for enablement professionals looking to boost their pay and progress quickly: 1. Proactively pursue certifications that demonstrate expertise and commitment to professional development. 2. Advocate for title adjustments that accurately reflect cross-functional scope and strategic impact. 3. Evaluate management opportunities given the substantial compensation premium associated with direct reports. 4. Remain open to geographic flexibility to access higher-paying markets or optimize cost of living ratios. 5. Negotiate assertively using comprehensive market data rather than relying on employer-provided ranges. 6. Monitor the 4-5 year career stage carefully, as this represents a critical juncture requiring proactive career management. But most importantly, be sure to make compensation evaluation a regular practice rather than an occasional consideration. Annual benchmarking against market data helps ensure you're not gradually falling behind competitive rates while focused on day-to-day responsibilities. For more insights on enablement salaries, and the wider industry landscape, get your free copy of the [2025 Sales Enablement Landscape and Salary report.](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) ### Does sales enablement have an alignment crisis? URL: https://www.salesenablementcollective.com/enablement-alignment-crisis/ Last updated: 2025-11-20T13:39:39.000Z Let's be brutally honest for a second. Does your leadership *actually* get what you do? Our latest [Sales Enablement Landscape & Salary Report](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/) suggests that for half of you, the answer is probably no. And that's a problem. 51% of enablement practitioners we spoke to for the report are not "in agreement" with their organization's leadership when it comes to metrics and measurement. This isn't some minor squabble over dashboard colors. This is a significant chasm that's hurting careers. Get your free report --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/in-agreement.png) --- This metrics gap appears to be the root cause of what respondents named as their single biggest challenge. When asked to identify the top three challenges facing their *own* teams, the no.1 answer, cited by **61.2%** of professionals, was: "Difficulty in measuring the impact and effectiveness of enablement efforts". This is a critical finding. It suggests that for a majority of teams, the struggle to prove ROI is not necessarily due to a lack of effort or sophisticated tools, but rather because the very definition of "impact" has not been agreed upon with the leaders who ultimately judge that value. This 50.8% misalignment isn't just a vague feeling. Our data shows that enablement teams are effectively forced to operate with two different sets of "dashboards": one that measures their *actual* work and another that they *must* present to leadership to prove their value. The chasm is most obvious when you compare the metrics enablement teams use for their *own* success versus those they use to demonstrate ROI to senior leadership. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/enablement-metrics.png) --- ### What leadership wants to see from enablement From our research, it's clear that leadership values lagging, revenue-centric indicators. Win Rate is considered 12.1 points more important for leadership (54.3%) than for enablement's own internal success tracking (42.2%). Likewise, Pipeline Growth sees a +13-point jump in perceived importance for leadership (36.2%) versus internal tracking (23.2%). ### What metrics do enablement teams value? A key metric that enablement teams themselves value is Employee NPS, a vital leading indicator of program health and rep sentiment, that's deemed 7.7 points *less* valuable to leadership (14.6%) than it is to the enablement team itself (22.4%). The data points to the fact that enablement is caught in a constant, inefficient translation layer. It must spend its energy converting its leading-indicator-focused work (like rep satisfaction, [content adoption](https://www.salesenablementcollective.com/what-is-sales-enablement-content/), and program engagement) into the specific, lagging revenue metrics that leadership demands. This isn't true alignment. Instead, it's a forced reporting exercise, and it's a direct symptom of the underlying strategic disconnect. ## The connection between structure and strategy Diving deeper into the data, one thing becomes clear: the cause of the disconnect around measurement is organizational structure. Currently, the most common reporting line for enablement teams is into RevOps (39.4%), followed by Sales (25.4%). While these are, without question, critical cross-functional partnerships, reporting into a specific vertical can inadvertently subordinate enablement's strategic goals to that department's immediate operational targets. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/reporting.png) --- When enablement is a sub-function of sales or ops, it can be more difficult to maintain a holistic, strategic position that [orchestrates all go-to-market teams](https://www.salesenablementcollective.com/how-to-align-product-marketing-and-sales-enablement-for-unparalleled-success/), from marketing to product to customer success. This structure can limit the function's ability to act as the central "connective tissue" for the entire revenue engine. Enablement professionals themselves see a different path to success. When asked about the *ideal* reporting structure, the answer was clear. A plurality of **47.4%** believe the function should report directly to the **C-Suite**. This aspiration, shared among a large section of enablement professionals, is not about proximity to power, but rather a desire for strategic alignment. A [direct line to the C-Suite](https://www.salesenablementcollective.com/how-to-win-and-keep-c-suite-buy-in-sales-enablement/) would, in theory, ensure enablement's objectives are directly tied to the company's highest-level strategic goals, rather than filtered through a single department. It would, in other words, provide the "seat at the table" necessary to get executive buy-in and establish unified metrics *before* programs are launched, not after. ## Bridging the alignment gap While organizational structures are often slow to change, our data highlights a clear mandate for enablement leaders. To bridge the 50.8% gap, enablement practitioners must become more adept at [communicating and demonstrating value](https://www.salesenablementcollective.com/playbook-chief-excellence-officer/) in terms that senior leadership understands. Our full 2025 Enablement Landscape report provides a critical starting point, detailing not only the challenges but also the specific metrics your peers are using to demonstrate ROI to leadership versus those they use to track their own success. Armed with this data, you can begin to build a more compelling, data-driven case for your function's strategic value. Get your copy right here. ### Why 70% of change programs fail (and how enablement can fix it) URL: https://www.salesenablementcollective.com/why-change-programs-fail/ Last updated: 2026-02-04T11:25:11.000Z ## First, a confession When I say the word “change,” I get a little anxious. And I'm willing to bet you do too. After 15 years in enablement, I've learned something crucial: most of us are terrible at managing change. In fact, McKinsey tells us that 70% of organizational change programs fail. Seven out of ten! That's not just sad – it's expensive. But enablement professionals hold the key to flipping those odds... ## The psychology behind our fear of change When we face change, we're peering into an uncertain future. That uncertainty triggers our fight-or-flight response. Now compound this with the fact that we're living through the [fourth industrial revolution with AI](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/). The pace of change is absolutely bonkers. But it's the world we're trying to prepare our teams for. ## How fear shows up in your organization So how does this fear manifest in our sales teams? At the individual level, your sales reps are terrified of looking incompetent. Imagine handing them a new, highly technical product to sell. They're thinking, “What if I can't explain this? What if I fail in front of a customer? What if I lose my job?” Meanwhile, their managers are dealing with their own fear multiplied by eight (or however many reps they manage). They're practicing what I call the “pocket veto” – nodding yes in meetings while planning to do absolutely nothing. And here's the triple whammy: your customers don't want to change, either. Remember the old saying, “Nobody got fired for buying IBM”? That was about making the safe choice. Today, about 60% of deals are lost not to competitors, but to customers deciding not to make any decision at all. ## The change curve: why people resist You've probably seen the Kübler-Ross change curve before. Elizabeth Kübler-Ross originally developed it in the 1960s while writing about death and dying, which tells you something about how dramatic change feels to us. ![A graph showing the Kübler-Ross change curve, which shows changes in morale and confidence levels (on the Y axis) over time (on the X axis) as people move through a series of emotions similar to the stages of grief, including shock, denial, frustration, depression, experiment, decision, and integration. Morale and confidence start high, fall through depression, and then start to steadily climb from the Experiment stage until hitting new peaks at Integration.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/kubler.webp) The Kübler-Ross Change Curve **Source: Elisabeth Kübler-Ross Foundation* Here's how it works: When change hits, we deny it first (hello, pocket veto). Then our emotions plummet as we realize change is happening with or without us. We hit rock bottom – that point of depression. Then, and only then, do we start experimenting with new ways of working, eventually integrating them into our routine. Every single person goes through this curve. Your managers need to navigate it before they can help their teams through it. There's no shortcut. ## Enter ADKAR: your change management secret weapon About three years ago, I discovered the ADKAR framework. You can spend thousands getting certified, or you can buy the book for ten pounds on Amazon. (Guess which route I recommend?) ADKAR is an acronym: - Awareness - Desire - Knowledge - Ability - Reinforcement I run every single enablement initiative through this framework. Here's how it works: ### Awareness: the story of change First, you need to announce the change and explain why it's necessary. But here's the catch: *you can't use the same message for everyone.* What motivates a salesperson (“This new product will help you hit quota”) is different from what motivates a CSM (“Your customers have been asking for this capability”). This is communications work, pure and simple. If you don't have this capability on your enablement team, hire someone who does. ### Desire: making them want it Next, you need to create genuine desire for the change. This means articulating “what's in it for me” for each audience. And please, don't tell people the company will make more money. That's too abstract. Make it personal. Use champions who've piloted the change to share their success stories. Nothing creates desire like hearing a peer say, “I tried this and my customer loved it.” ### Knowledge: where most enablement stops This is our comfort zone – training, resources, knowledge checks. We're great at this part. But here's the sobering truth: Hermann Ebbinghaus proved 150 years ago that we forget 75% of what we learn within 24 hours. After 30 days? Almost nothing’s left. Knowledge is never enough. I don't know how to drive because I read my car's manual. I learned by practicing (and nearly crashing with my dad in the passenger seat). ### Ability: the missing link This is where the rubber meets the road. Can your team actually DO what you've taught them? This means role-playing, coaching, using conversation intelligence tools to listen at scale and test that ability *does* exist. Don't just check their knowledge – verify their ability. And always include a call to action. Give them a sales play, a specific customer to target, something concrete to do with their new skills. ### Reinforcement: making it stick Finally, provide ongoing support. Celebrate wins, share best practices, re-enable when needed. This is how you move people from conscious competence (“I can do this if I think really hard”) to unconscious competence (“I do this without thinking about it”). --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## A real-world example Let me share how we recently used ADKAR at my company to launch a new product called Voice: 1. **Awareness**: Announced at our all-hands meeting 2. **Desire**: Regional sessions to discuss “what's in it for me” by role 3. **Knowledge**: Mandatory self-paced training in our LMS 4. **Ability**: Manager-led role-play packages and conversation intelligence scorecards 5. **Reinforcement**: Follow-up at our upcoming sales kickoff Simple, sequential, effective. ## Using ADKAR with customers Here's where it gets really interesting. You can ADKAR your customers' buying experience too: - **Awareness**: Impactful marketing messages about value - **Desire**: Demos that clearly address their use cases and pain points - **Knowledge**: Help all 13 members of the buying committee understand value through their lens - **Ability**: Enable them to buy AND successfully onboard - **Reinforcement**: Demonstrate value realization in QBRs, making renewals a non-event ## Key principles to remember 1. **One size doesn't fit all**: Different audiences experience change differently. You need multiple plans. 2. **Don't rush**: ADKAR is a sequence. You can't bundle steps together and check boxes. 3. **Diagnose failures**: When change doesn't stick, it's usually because we rushed past desire or ability. 4. **Start with impact assessment**: List all audiences, understand their current state, and define clear outcomes—real business outcomes, not just “complete training.” 5. **Learn and iterate**: Always retrospect. What worked? What didn't? What will you do differently next time? ## The bottom line I think about ADKAR constantly (maybe more than is healthy to admit publicly). But here's why: this framework can put your enablement efforts on steroids. We're not just trainers. We're change agents. And in a world where 70% of change programs fail, mastering change management isn't just nice to have, it's essential. So the next time you're launching a new product, process, or initiative, don't just create training. Create change. Your teams (and your success metrics) will thank you. --- ## Looking for next steps? 10,000+ sales enablers from all over the world trust SEC to be the go-to resource for their learning and development. Benefit from our community-led resources through the insider plan, for free! - **Templates and frameworks:** Save time with battle-tested and ready-to-use templates. 📖 - **SEC-GPT:** Solve challenges with the cumulative knowledge of our community. 🤖 - **Real-world case studies:** Hours of insights from leaders at Uber, Oracle, Adobe, and more. 🗣️ - **Industry insights:** Ungated access to first-hand research from thousands of sales enablers in our annual Salary and Landscape Report. 📈 - **Supportive community:** Join our global community of sales enablers whom you can bounce ideas around with and get support from other like-minded professionals. 🤝 Accelerate your career without spending a dime. Become an SEC insider now. 👇 [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- This article was adapted from Rebecca's talk at our Sales Enablement Summit in London, England. Want to check out events near you so you can be the first to catch insights like these? [See upcoming events ](https://www.salesenablementcollective.com/events/) ### Tiered enablement launch checklist URL: https://www.salesenablementcollective.com/enablement-launch-tiered-checklist-framework/ Last updated: 2025-11-14T08:08:12.000Z Our enablement launch checklist is a tiered framework that helps you orchestrate product and feature launches with the right level of effort and cross-functional coordination. Instead of treating every launch the same way, this template gives you a staged checklist mapped to four launch tiers, from minor content updates (Tier 4) to transformational new offerings (Tier 1). The template covers six critical stages: Pre-Creative, Creative, 2 weeks pre-launch, 1 week pre-launch, Launch, and 1 month post-launch, with specific deliverables and activities for each tier. ## How does it work? **Step 1**: Classify your launch into one of four tiers: - **Tier 1**: New content or tactics with very high impact (e.g., new ROI report, new sales process) - **Tier 2**: Major updates with high impact (e.g., new sales deck, new sales play) - **Tier 3**: Medium-impact updates to existing content (e.g., updated product one-sheets) - **Tier 4**: Low-impact minor updates (e.g., pricing updates, internal documentation) **Step 2**: Follow the checklist activities marked with an "x" for your tier. The template automatically filters which cross-functional touchpoints you need, from legal and sales ops (Tier 1 only) to creative requests and training schedules (most tiers). **Step 3**: Progress through the six launch stages, checking off activities as you complete them. The template ensures you don't skip critical steps like stakeholder kick-offs, sales leader training, or post-launch results reporting. ### **Who's it for?** This template is built for Sales Enablement managers and directors who are responsible for coordinating product and feature launches across multiple teams. It's especially valuable if you: - Launch products or features of varying complexity and need a scalable framework - Coordinate across creative, sales ops, legal, support, and other functions - Want to avoid over-engineering small launches or under-resourcing critical ones - Need to ensure consistent quality and stakeholder alignment across launches - Are building or refining your launch processes ## Download your sales enablement tiered launch checklist ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/enablement-tiered-launch-checklist.png) [Sales Enablement launch checklist![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/spreadsheets_2023q4-6.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyLda3hXgrnWS5I4VRA8onvjuUXIEZyeRbt5Zrh-SpL1wqUIlHU7zqu2idT8_1FOjObjR5KxkpXZiB8AcEA9UOT9z87KmRfPOU6wie8hBon7H8w2RKMX-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1fTWQQ-HUCxGUMOz7VTGCZYoWSKkuLl4LJ-Y-n4Kd-TE/edit?usp=sharing) [Sales Enablement launch checklistSales Enablement launch checklist.xlsx49 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/11/Sales-Enablement-launch-checklist.xlsx "Download") [Sales Enablement launch checklist - Sales Enablement - checklist bySales Enablement launch checklist - Sales Enablement - checklist by.pdf52 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/11/Sales-Enablement-launch-checklist---Sales-Enablement---checklist-by.pdf "Download") _This post is for paying subscribers only._ ### Sales Enablement Summit Boston, October 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-boston-october-2025-ondemand/ Last updated: 2025-11-13T15:13:32.000Z _This post is for paying subscribers only._ ### Top sales enablement events to attend in 2026 URL: https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/ Last updated: 2026-03-23T12:16:09.000Z Open your calendar apps and diaries and get ready to dive into our jam-packed schedule of sales enablement and revenue-centric events. We’ll be touching down across the globe - with virtual offerings available too - so there’s sure to be something to meet your needs. 🌍 There's even a **free** OnDemand event presentation at the end! #### ****Jump to a specific month:** - [January](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#january) - [February](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#february) - [March](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#march) - [April](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#april) - [May](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#may) - [June](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#june) - [September](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#september) - [October](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#october) - [November](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#november) - [December](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/#December) # 2026 ## January ### Catalyst | Silicon Valley 🇺🇸 **When: January 21** **Where: TBD** The next evolution of sales enablement starts here. Catalyst brings the SEC community together, and opens the room to GTM leaders across product marketing, RevOps, customer success, and strategy. Break out your lane, build cross-functional influence, and drive your GTM engine forward. [ Register now ](http://world.salesenablementcollective.com/location/siliconvalley) 🗣️ “I absolutely loved talking with the other people in the group. I felt like those roundtable discussions were fantastic. “I felt I gained so much from those conversations and that was definitely my favorite part” ****Senior Manager Field Onboarding at DocuSign** ### Sales Enablement Summit | Washington DC 🇺🇸 **When: January 28** **Where: Convene Hamilton Square** For the first time, Sales Enablement Collective comes to the nation’s capital - bringing enablement leaders together to solve challenges, share playbooks, and shape the future of revenue. [ Register now ](http://world.salesenablementcollective.com/location/washington) ## February ### [Sales Enablement Summit | Austin](http://world.salesenablementcollective.com/location/austin) 🇺🇸 **When: February 24-25** **Where: Hilton Austin** Everything's bigger in Texas! Unlock two days of practical insights, real-world tactics, and unfiltered conversations with the sharpest minds in enablement when you join us at the Hilton, Austin this February. [ Register now ](http://world.salesenablementcollective.com/location/austin) ## March ### [Sales Enablement Summit | New York](http://world.salesenablementcollective.com/location/newyork) 🇺🇸 **When: March 12-13** **Where: Convene 360 Madison Avenue** Join the community shaping how enablement teams build, scale, and prove impact in the Big Apple for two jam-packed days of learning, networking, and growth. From AI-powered coaching to content adoption and revenue alignment, we'll be covering it all when we arrive in NYC this March. [ Register now ](http://world.salesenablementcollective.com/location/newyork) 🗣️ **"A great way to rethink creatively with enablement practitioners across the industry. There is always more to learn!"* ****Senior Sales Enablement Manager, Alert Logic** ## April ### [Sales Enablement Summit | Denver](http://world.salesenablementcollective.com/location/denver) 🇺🇸 **When: April 1-2** **Where: TBD** Join this dynamic discussion as top enablement pros share breakthrough strategies, powerful case studies, and innovative solutions. Gain insider knowledge to elevate your data-driven enablement strategy and accelerate your sales cycle. [ Register now ](http://world.salesenablementcollective.com/location/denver) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/Alliance-Summits--24---SEC--high-res-_76.jpg) ## May ### [Sales Enablement Summit | Amsterdam](http://world.salesenablementcollective.com/location/amsterdam) 🇳🇱 **When: May 28-29** **Where:** **Postillion Hotel & Convention Centre, Amsterdam** Go beyond support, build an enablement strategy that drives growth when you join us in Amsterdam this May. Step into a conference that's more than an event. Become part of a community where expertise flows freely, connections spark innovation, and strategies evolve into impactful results. [ Register now ](http://world.salesenablementcollective.com/location/amsterdam) 🗣️ **"My first of many Sales Enablement Summits. I loved being able to learn from peers, hear industry trends, and collaborate with sales enablement leaders."* ***Worldwide Technology Sales Enablement Lead, IBM** ## June ### [Sales Enablement Summit | Atlanta ](http://world.salesenablementcollective.com/location/atlanta)🇺🇸 **When: June 3-4** **Where: Renaissance Atlanta Midtown Hotel, Atlanta** We’re bringing together the brightest minds in sales enablement for two days of unrivaled networking, learning, and discussion when we touch down in Atlanta this June. [ Register now ](http://world.salesenablementcollective.com/location/atlanta) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/Alliance-Summits--24---SEC--high-res-_6.jpg) ### [Sales Enablement Summit | Seattle](http://world.salesenablementcollective.com/location/seattle) 🇺🇸 **When: June 17-18** **Where: TBD** Set your enablement function up for success with valuable insights and candid discussions on AI-driven prospecting, seamless cross-functional collaboration, and data-powered innovation across two days of learning and networking in Seattle this Summer. [ Register now ](http://world.salesenablementcollective.com/location/seattle) ### [Sales Enablement Summit | London](http://world.salesenablementcollective.com/location/seattle)🇬🇧 **When: June 24-25** **Where: Hilton London Metropole** We're bringing SEC Summit back to London for a summer festival - co-located with 5 other tracks this is a fresh take on the enablement-obsessed experience you know and love with content covering the entire GTM ecosystem. [ Register now ](http://world.salesenablementcollective.com/location/london) 🗣️ **"The Sales Enablement Summit is a MUST attend for any enablement professional. Not only do you get to hear from leaders in our industry, but the networking with other enablers and discussing relevant topics is unparalleled.* "**I always walk away with thought provoking and actionable insights from the summit and I wouldn't miss it for the world."* ***Senior Manager, Revenue Enablement, Andela** ## July ### Sales Enablement Summit | New York 🇺🇸 **When: September 8-9** **Where: TBD** We're heading back to New York in July for two more days of insights, discussions, and discovery. Stay tuned for more details. [ Register now ](http://world.salesenablementcollective.com/location/newyork) ## September ### [Sales Enablement Summit | San Francisco](http://world.salesenablementcollective.com/location/sanfrancisco) 🇺🇸 **When: September 22-23** **Where: Hyatt Regency San Francisco Airport** Unlock two days of practical insights, real-world tactics, and unfiltered conversations with the sharpest minds in sales enablement when we head back to San Francisco this September. [ Register now ](http://world.salesenablementcollective.com/location/sanfrancisco) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/Alliance-Summits--24---SEC--high-res-_36.jpg) ## October ### [Sales Enablement Summit | Berlin](https://world.salesenablementcollective.com/location/boston) 🇩🇪 **When: October 21** **Where: The Ritz-Carlton Hotel, Address: Potsdamer Platz 3, 10785 Berlin** Stop supporting. Start leading. Join us at the Ritz-Carlton in Berlin for a day of upskilling, networking, and learning with some of the brightest minds in Enablement. [ Register now ](http://world.salesenablementcollective.com/location/berlin) ### [Sales Enablement Summit | Boston](https://world.salesenablementcollective.com/location/boston) 🇺🇸 **When: October 28-29** **Where: TBD** [ Register now ](http://world.salesenablementcollective.com/location/boston) ### [Sales Enablement Summit | Sydney](http://world.salesenablementcollective.com/location/sydney) 🇦🇺 **When: October 29** **Where: TBD** [ Register now ](http://world.salesenablementcollective.com/location/sydney) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/Alliance-Summits--24---SEC--high-res-_106.jpg) ## November ### [Sales Enablement Summit | Toronto](http://world.salesenablementcollective.com/location/sydney) 🇨🇦 **When: November 12-13** **Where: TBD** [ Register now ](http://world.salesenablementcollective.com/location/toronto) 🗣️ “It was wonderful to step away from my day-to-day to get inspired by go-getters sharing ideas and stories that will me a better sales enablement professional” ****APAC Onboarding Lead, LinkedIn** ### [Sales Enablement Summit | Chicago](http://world.salesenablementcollective.com/location/chicago) 🇺🇸 **When: November 18-19** **Where**: **T**BD [ Register now ](http://world.salesenablementcollective.com/location/chicago) 🗣️ “I absolutely loved talking with the other people in the group. I felt like those roundtable discussions were fantastic. “I felt I gained so much from those conversations and that was definitely my favorite part” ****Senior Manager Field Onboarding at DocuSign** ## December ### [Sales Enablement Summit | London](http://world.salesenablementcollective.com/location/london) 🇬🇧 **When**: **December 2-3** **Where**: **TBD** [ Register now ](http://world.salesenablementcollective.com/location/london) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/IMG_9263.png) ### Missed an event and want to catch up? Don’t worry! With an [SEC membership plan](https://www.salesenablementcollective.com/membership) you get full access to every single SEC event - OnDemand. Best of all? Both our in-person and virtual events are included, meaning more insights and even more bang for your buck. Want a sneak peek of what’s on offer? Here’s a panel session from our 2025 trip to Boston - **free-to-view for everyone**. Check out Teri Long, VP, Global GTM & Partner Enablement, GoTo, as she discusses how to unlock the full potential of partner enablement. **Convinced?😉** You can grab a membership with this [link](https://www.salesenablementcollective.com/membership). --- ### The Five Pillars of Change Management in Sales Enablement URL: https://www.salesenablementcollective.com/five-pillars-of-change-management/ Last updated: 2026-02-04T11:25:15.000Z Last quarter, we rolled out two new tools, launched campaign tracking, updated our comp plan, and shifted our messaging — all in just eight weeks. If that sounds familiar, you might also be on a speedboat—racing through wave after wave of change. It's fast, relentless, and a little chaotic. Hopefully, this article helps calm the waters or at least bring a moment of clarity. The pace of change can be so fast that teams either struggle to keep up or aren’t even aware a change has happened. That’s where sales enablement plays a critical role — not just in training, but in managing change effectively. ![A diagram of a company's company AI-generated content may be incorrect.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/data-src-image-422a49f0-5720-4aeb-8a6e-4113784b1ec1.png) A while back, I came across a simple diagram that captured [the essence of change management](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/). It outlined five key pillars. Think of them like the legs of a table. If one is missing, the table might wobble. If two or more are missing, it collapses. And when you're trying to drive adoption across a team of ten or more, you need all five to ensure stability and success. Let’s break them down. ## **Vision: Start with the Why** Vision provides clarity. It answers why the change is happening and what success looks like. Too often, we focus on the what and how — the new tool, the new workflow — without explaining the why. And without that, teams won’t buy in. Here’s an example of a strong vision statement: 🗣️ **"Equip every seller with the skills and strategies to unlock the full potential of Sales Navigator, enabling smarter prospecting, stronger engagement, and accelerated pipeline growth."* When you lead with a clear vision, your enablement session becomes more than just another training. It becomes a strategic initiative that supports sellers throughout the sales cycle. ## **Skills: Build Confidence Through Repetition** Change only sticks when people have the skills to execute it. That means training, coaching, and repetition. In adult learning, repetition is key. Even after multiple sessions, hands-on practice, and quizzes, some team members may still struggle. That’s normal. To truly embed a new skill, it needs to be repeated until it becomes habit. And we know it takes time — anywhere from 21 to 66 days — to form a new habit. So plan for ongoing reinforcement, not just a one-and-done session. ![A pyramid of colored triangles AI-generated content may be incorrect.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/data-src-image-f026539e-3295-4683-a8c9-a25740721404.png) Another important factor in building skills is *how* the learning is delivered. The Learning Pyramid shows us that passive methods like lectures and reading lead to low retention, while active approaches — like discussion, hands-on practice, and teaching others — significantly boost how well people absorb and apply knowledge. That’s why I often [co-facilitate enablement sessions](https://www.salesenablementcollective.com/mastering-the-art-of-change-management/) with another team member. It makes the session more interactive and ensures there’s more than one subject-matter expert in the room. More importantly, it gives someone else the opportunity to coach and speak in front of the team — which is a powerful way to reinforce their own learning. The benefits go beyond knowledge transfer; it builds confidence, deepens expertise, and strengthens team collaboration. --- [Change management template | Free downloadThe change management template is a strategic guide we’ve designed to help organizations manage and navigate the complexities of change.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-474.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Content-Strategy--4--1.png)](https://www.salesenablementcollective.com/change-management-template-framework/) --- ## **Incentives: Align Behavior with Outcomes** Compensation drives behavior. Sellers want to know how a new process or tool benefits them. If the change doesn’t help them hit quota faster or more efficiently, it’s going to be a tough sell. Use SPIFFs, performance incentives, and align compensation structures to motivate adoption. Make it clear how the new way is better than the old way — not just for the business, but for the individual. Build a comparative model that clearly shows the difference in earnings between the old and new plans. Don’t just rely on a single example — create a few scenarios that reflect typical seller profiles, and make sure the variables are consistent across each one. Use median or average figures rather than extremes, so the comparison feels fair and grounded. Sellers can tell when something’s being oversold or forced. Transparency builds trust, and trust drives adoption. ## **Resources: Equip, Don’t Just Inform** The lack of resources can be incredibly frustrating and takes a real toll on teams. Today, most BD and sales teams juggle between five to seven tools just to do their jobs effectively. But without proper access—or clear guidance on how to use these tools—teams end up stretched thin, wasting valuable time trying to figure things out on their own. Picture this: a high-priority campaign wraps up, and SDRs are told to follow up with the leads. But what happened during the event? Who were the keynote speakers? What’s the right talk track? Don’t just point your teams in a direction—give them a map to navigate with confidence. One of the most useful practices I’ve picked up from my manager is building a comprehensive resource pack for every rollout. This typically includes: - A deck with talk tracks and objection handling - Email templates and response guides - Step-by-step walkthroughs - Dashboards with clear performance metrics - A one-pager cheat sheet for quick reference But it doesn’t stop there. These packs shouldn’t be built from scratch every time. By standardizing templates and frameworks, you create scalable assets that can be quickly adapted for future initiatives. This saves time, ensures consistency across teams and regions, and makes enablement more agile. You can’t over-enable — but under-preparing is a common pitfall. And when that happens, even the best change initiative can lose momentum before it starts. ## **Action Plan: Make It Trackable and Transparent** Strategy without a clear action plan often leads to false starts. And as the saying goes, “If we fail to plan, we plan to fail”—a phrase we've all heard countless times. But it still rings true. At a minimum, it should outline clear launch timelines, set expectations for the team, and most importantly, include a system for tracking performance over time. Take field campaigns, for example. After an event like a summit, I don’t just hand off leads and hope for the best. I run a four-week performance review to keep momentum going and ensure we’re learning as we go. I look at: - How many leads are actively in cadence? - How many have converted into contacts or opportunities? - What’s the total pipeline generated so far? - What insights can we draw, and what actions should the team take next? We often say we want to be data-driven, but too often we lack real visibility into where prospects are dropping off. When was the last time you ran a Closed Lost analysis? Are the dropdown options updated with the latest reasons prospects are giving? Is there a text field for elaboration, or do we simply know we lost to a competitor without understanding why? Knowing your numbers inside and out is what enables a real action plan—one that’s grounded in data, not just gut instinct. ## **Final Thoughts** Rollouts are rarely easy, and the biggest hurdle is often a lack of buy-in. People are creatures of habit, and change means managing not just processes but emotions too. I won’t promise this framework will make change effortless, but it will help you understand how many legs your table has and how to keep it steady when pushback comes. ### High-impact onboarding: Lessons from scaling at Uber for Business URL: https://www.salesenablementcollective.com/onboarding-program-uber-for-business/ Last updated: 2025-11-10T14:30:38.000Z You know that feeling when you start a new job? That mix of excitement and anxiety that hits you on day one? I've been there. We all have. And after seventeen years in tech, working across companies like Google, Meta, and now Uber, I've seen onboarding from every angle. In this article, I want to share what we've learned about building and scaling an [onboarding program](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/) that actually works. At Uber for Business, we're essentially a startup within Uber. We might be relatively small, but we've been growing consistently with double-digit year-over-year growth for the past eleven years. We're now in almost sixty markets and ten thousand cities globally, working with 200,000 organizations of every size. Our clients are our lifeblood, and that means our people need to hit the ground running. ## The reality of starting somewhere new Think back to your last job change. Just a few weeks before starting, you said goodbye to everything familiar: the systems you knew like the back of your hand, the tools you could navigate with your eyes closed, the relationships you'd built over years. All that comfort, gone. Now you're in uncharted territory. Everyone seems thrilled to have you aboard, but there's this nagging anxiety because, honestly, you have no idea what you've really signed up for. That's the natural experience every new hire goes through. What you actually need to navigate this new reality is a map. Imagine arriving at a new destination that marks the beginning of your professional journey. You need a prescriptive process; a guide that helps you understand your new stakeholders, the processes that rule this new place, the strategy, and everything else that'll help you succeed. You need structure in your onboarding process. ## Why effective onboarding drives retention The numbers here might surprise you. Organizations with robust onboarding experiences can boost retention by eighty-two percent. That's huge. Even more tellingly, eighty percent of employees say good onboarding helped introduce them to company culture and influenced their overall well-being. And get this: ninety percent of surveyed employees say the company culture and how they feel during onboarding influences their decision to stay or leave. So yeah, this is a super important stage. And it's as much about the return on investment as it is the experience. Companies that have figured out onboarding see real, measurable results. We're talking two and a half times revenue growth, and almost two times higher profit margins compared to companies that don't invest in their onboarding processes. ## The four elements of onboarding as an art form When you start building your onboarding program, you need four key elements: **Vision**: You need to know what you actually want to achieve. Keep this at the back of your mind throughout the process. **Creativity**: Remember, it's not one size fits all. While you want a globally consistent program, not everyone learns the same way. We assume what we build will be eighty percent globally-relevant, with twenty percent customization for markets or learning styles. Always think about how to make it creative and engaging for your audience. **Emotion**: You want to create positive emotional responses. Make people comfortable. Alleviate that anxiety. Get your existing team engaged with new hires to show them the way. Create that positive experience from day one. **Precision**: It needs to be a process. It needs to be prescriptive with all the steps outlined to make your new hire ready and give them that map to navigate your organization. ## The Six C's framework we use With those elements in mind, we use what you might know as the Six C's framework for onboarding. Here's how we incorporate each one throughout the first ninety days: **Compliance**: Making sure from day one all new hires know about legal procedures and complete mandatory training. You don't want anyone at risk of doing something non-compliant and losing their job on day one. It can happen. **Clarification**: Understanding role expectations and goals. **Culture**: Sharing values, norms, and behaviors. **Connection**: Fostering relationships and sense of belonging. **Confidence**: Building self-assurance through support and wins. **Check back**: Testing retention and making sure whatever we told our new hires, they're actually going to apply. ## Our 90-day onboarding journey at Uber for Business What I'm showing you here is our complete onboarding journey from day one through month three. I should mention we actually support our new hires past this window by providing active enablement support up to one year. We try to minimize this period (it costs everyone time), but we recognize they need lots of support. This ninety-day journey includes different touchpoints: live sales boot camp, shadowing, certifications, and more. They're quite intensely incorporated. Let me walk you through each phase. _This post is for paying subscribers only._ ### Sales Enablement Collective Awards 2025: Your shortlist URL: https://www.salesenablementcollective.com/awards-2025-your-shortlist/ Last updated: 2025-11-17T14:22:15.000Z Awards season is upon us once again, and here at SEC, we're excited to announce the shortlist for our 2025 edition of the Sales Enablement Awards! As always, while there can only be one winner in each category, every single nominee listed here is worthy of recognition for their dedication, hard work, and ability to stand out in a really talented enablement field. **The winners will be announced on December 2, 2025** In the meantime, let’s find out who’s in with a chance of winning! 👇 ## Sales Enablement Leader of the Year ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/SHORTLIST-Leader-of-the-Year-1.png) First category up is our Sales Enablement Leader of the Year - this award is about putting a spotlight on the most talented and successful sales enablement leaders! Awarding our heads, VPs, and Directors is always difficult, and selections this year were as tough as ever to narrow down. **Our shortlist in this category is:** - [Krati Seth](https://www.linkedin.com/in/kratiseth/), Head of Global Revenue Enablement, Whatfix - [Georgia Watson](https://www.linkedin.com/in/georgiawatson/), Enablement Leader, IBM - [Nate Vogel](https://www.linkedin.com/in/nate-vogel-712224a/), Head of Global Enablement, Pigment - [Vanessa Metcalf](https://www.linkedin.com/in/vanessametcalf/), VP of Global Revenue Enablement, Showpad - [Carol Ferrara Zarb](https://www.linkedin.com/in/carolferrarazarb/), Head of Global GTM Sales Enablement, Zoom ## Sales Enablement Rising Star ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/SHORTLIST-Rising-Star--3-.png) This award is for the breakthrough enablement star, someone new to the enablement scene who’s making waves. Our finalists in this category have taken their first steps into enablement without skipping a beat, and that deserves some serious credit and recognition! **Our shortlist in this category is:** - [José Lucas Cordeiro Fernandes,](https://www.linkedin.com/in/zelucasfernandes/) Global Sales Enablement Manager, EBANX - [Hannah Harris](https://www.linkedin.com/in/shannahharris), Sales Enablement Manager, Articulate - [Mariam Olanipekun](https://www.linkedin.com/in/mariam-olanipekun-oladunmomi), Service sales operations specialist, General Electric Healthcare - [Arielle Scesa](https://www.linkedin.com/in/arielle-scesa/), Sr. GTM Enablement Manager, Upmarket, Procore Technologies - [Shehmir Shaikh](https://www.linkedin.com/in/shehmir-shaikh/), Senior Enablement Manager, Getyourguide - [Briana Deming](https://www.linkedin.com/in/briana-deming/) and [Angela Ripple](https://www.linkedin.com/in/angela-ripple-14a830207/), GTM analyst, FIS ## Sales Enablement Team of the Year ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/11/SHORTLIST-Team-of-the-Year.png) This award’s all about highlighting the most talented and successful enablement teams out there! **Our shortlist in this category is:** - Revenue Enablement at [ZoomInfo](https://www.zoominfo.com/) - [Articulate](https://www.articulate.com/) - [Darktrace](https://www.darktrace.com/) - Global Sales Leadership Development at [ServiceNow](https://www.servicenow.com/) - [LinkedIn](https://about.linkedin.com/) All our finalists are packed with talent and do everything to maximize enablement’s potential in their respective organizations - so while choosing a winner is always challenging, it's a massive achievement to get this far. ## Winners will be announced soon! Before going any further, take a moment to acknowledge our nominees - it was extremely difficult to narrow each shortlist down to just these finalists. The enablement community continues to grow and attract kind, passionate, and talented individuals from all over. The winners of each category will be **announced on** December 2, 2025\. Be sure to mark the date on your calendar and join us for the celebration! [Join here](https://www.linkedin.com/events/7376240956154740736/) ### AI-Driven Enablement Summit 2025 | OnDemand URL: https://www.salesenablementcollective.com/ai-driven-enablement-summit-2025-ondemand/ Last updated: 2025-11-03T10:44:19.000Z _This post is for paying subscribers only._ ### Top 7 qualities of an exceptional SKO speaker URL: https://www.salesenablementcollective.com/7-qualities-of-an-exeptional-sko-speaker/ Last updated: 2025-11-03T09:09:57.000Z [Sales kickoffs (SKOs)](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) are one of the most crucial enablement and learning events for sales teams. Typically organized at the beginning of an organization’s fiscal year, SKOs not only aim to [energize and inspire the sales teams](https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/), they also serve as the perfect platform to communicate the company's goals, fiscal year strategies, expectations, innovations, product/solution evolutions, and latest go-to-market messaging. Whether [organized for an in-person experience or conducted virtually](https://www.salesenablementcollective.com/keeping-the-fire-burning-tips-and-tricks-to-keep-the-sparks-alive-at-your-next-virtual-sko-event/), SKOs offer a unique opportunity for training, awareness, communication, team building, and networking. They’re also a proven unity booster: teams that regularly share wins and best practices hit 82 % of quota, while those that don’t manage just 32 % ([AI and Sales eBook, 2023](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination/)). Given the role and importance of an SKO in setting the stage for sales teams for the upcoming year, securing a strong line-up of speakers to drive the SKO agenda becomes an extremely critical activity for sales enablement experts. Let’s explore this further. ## Why your SKO speaker matters No pressure, right? When 87% of enablement teams own SKO delivery ([Sales Enablement Landscape & Salary Report 2025](https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/)), you can bet the keynote speaker sets the tone and energy that ripple through the whole event. By setting clear objectives through their content, providing clarity on key strategies, and sharing actionable insights that are rooted in experience, a seasoned SKO speaker is instrumental in enhancing productivity, boosting morale, and preparing the salesforce to tackle challenges, which ultimately drives better performance and revenue growth. Through their impactful messaging and ability to influence as a leader or as an expert in their domain, a powerful SKO speaker can help drive behavioral change and encourage professional development, adaptability, and continuous improvement. The impact of their narrative, guidance, and fresh perspectives can extend well beyond the event and instill confidence and passion in sales teams by motivating them to stay focused on achieving their targets. In short, the right SKO speaker wields the power to significantly enhance sales performance and foster team cohesion. So what are the key qualities and essential characteristics that sales enablement professionals must look for when sourcing SKO speakers to drive a successful event? Read on as I uncover the following core traits of an effective SKO speaker in this article: - Credibility and expertise - Exceptional storytelling skills - Adaptability and flexibility - Passionate and memorable - Strong stage presence - Presentation technology adeptness - Diverse background ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/SKO-speaker.png) ## 1\. Credibility and expertise The best SKO speakers bring their deep experience to bear. Their long-term exposure to the trade allows them to provide highly practical and actionable insights. They can speak to the specific challenges and blockers the sales team may be facing and offer solutions, guidance, and best practices on how to overcome them. Expert SKO speakers can tailor their content to meet the learning and evolution needs of sales teams at the given moment in time and help them feel more prepared for the challenges ahead. ### How to evaluate speaker credibility Not all experience is created equal. Here's how to separate truly credible SKO speakers from those who just talk a good game: **Look for these credibility markers:** - Published thought leadership (books, articles, research) - Client testimonials from similar-sized organizations - Specific metrics from their own sales career - Current involvement in sales (not just past glory) - Recognition from industry bodies or peers **Red flags to avoid:** - Vague claims without supporting evidence - Outdated examples from 10+ years ago - No customization to your industry or challenges - Unwillingness to share references - Over-reliance on motivational platitudes without substance Remember: the most credible speakers can articulate exactly how their expertise translates to your team's specific situation. [The keys to a great sales kickoff, with Lisa DuncanLisa Duncan joins us on the podcast to discuss all things sales kickoff (SKO)!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/10/SEC_Innovation_Podcast_Youtube_Thumbnail_-4.png)](https://www.salesenablementcollective.com/the-keys-to-a-great-sales-kickoff-with-lisa-duncan/) ## 2\. Exceptional storytelling skills The best SKO speakers don't just share success stories. They craft narratives that stick with your team long after the event ends. Look for speakers who can weave personal experiences into actionable insights that your reps can apply immediately. Compelling stories rooted in personal or shared team experiences offer a great way of engaging and captivating the audience from the outset. Stories also help provide context and meaning to the message. When the content is dry, highly facts-based, or too technical, stories can help add color to the narrative and allow for more effective reception and retention of the key messages. ### What great sales stories actually look like Not all stories are created equal. The best SKO speakers share narratives that directly relate to your team's daily challenges. **High-impact story types:** - **The comeback deal**: How they rescued a lost opportunity through creative problem-solving - **The David vs. Goliath**: Winning against a dominant competitor through differentiation - **The pivot moment**: When traditional tactics failed and innovation saved the day - **The team triumph**: How collaboration unlocked an impossible account **Stories to avoid:** - Generic "rags to riches" tales without sales relevance - Outdated examples that don't reflect modern buying - Self-aggrandizing narratives without learnable moments - Abstract metaphors without practical application When evaluating speakers, ask for specific story examples. Great storytellers can immediately share two or three relevant business narratives and explain exactly what lessons your team will extract. [7 tips for a successful sales kick-off meeting | SECHow to really whip up excitement at your next SKO and inspire a “go get’em” attitude![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1542680283-b96aadf08a09?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDMzfHxraWNrfGVufDB8fHx8MTYyODA0MjUxMA&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) ## 3\. Adaptability and flexibility The ability to adapt and adjust to the ebbs and flows of an SKO is another key trait to look for in a great SKO speaker. Before the live SKO, a good speaker stays agile and audience-focused during the content development and event preparation stages. They take time to understand the company’s specific goals, values, and challenges and craft a presentation that fits the organization’s unique context, [strategy](https://www.salesenablementcollective.com/creating-a-world-class-enablement-strategy-video/), and vision. They’ll also make a conscious effort to align their messaging to the SKO theme, if one exists, and make sure that it sets the right tone and expectations for the audience. SKOs are a high-pressure event, especially for the sales enablement teams who work tirelessly behind the scenes to make all aspects of the event, including speaker and audience experience, a resounding success. From building the end-to-end SKO agenda, sourcing speakers and content, finalizing the event show flow to booking the venue, and taking care of event logistics, the job of sales enablers is nothing short of a masterful juggler. It’s therefore not uncommon that deadlines often shift or get accelerated --- [The ultimate guide to planning a can’t-miss SKO | ebookReady to energize your sales team, align your strategies, and skyrocket your revenue? Dive into our ebook NOW and redefine your SKO game!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/09/SEC_SKOs_eBook_Blog_Meta_.png)](https://www.salesenablementcollective.com/how-to-optimize-sales-content-for-impact-an-essential-guide-ebook/) --- This in turn, impacts content finalization dates, stakeholder/leadership reviews, dry runs, recording schedules, and know-before-you-go communications. Good SKO speakers therefore are those who are not only invested in their specific session’s content, but also those who are committed to the dynamic spirit of SKO and respectful of its logistical complications. They: - Show high commitment to the quality and delivery of their content. - Align and adhere to internal programmatic deadlines and milestones. - Exhibit high responsiveness to status requests and communications. - Stay open to feedback and content changes. - Work collaboratively with an open mind. - Showcase adaptability throughout the SKO. The flexibility of a skillful SKO speaker is also tested during their live delivery. A good speaker stays on alert and ready to pivot on the fly. They know how to read the room and adjust their delivery style, content, pace, flow, or energy based on audience reactions. They tailor their message to the audience's needs and provide customized strategies and insights that address the specific challenges faced by the sales teams. 💬 Chat to 10,000+ sales enablement peers in our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/). ## 4\. Passionate and memorable Passion and memorability are another set of vital characteristics to identify in a successful SKO speaker. A great SKO speaker exudes energy and passion for both the topic and the profession of sales. They exhibit contagious enthusiasm that fires up the inspiration in sales reps and urges them to embrace the new fiscal charter with vigor and positivity. Besides being passionate, an adept speaker also drives clarity and memorability of key messages. They ensure that the presentation content and key themes are conveyed with the kind of precision and simplicity that leaves the audience with memorable and clear takeaways. Masterful speakers often coin and share a simple phrase that encapsulates the essence of their presentation. This signature catchphrase serves as a motivational reminder during the year and ensures that the messaging is consistently followed across the entire sales team. It also helps create a unified approach across the board that supports the engagement with prospects and customers. > Memorable SKO speakers employ a unique style of delivery. It could be through humor, interactive presentation elements, creative use of multimedia, or other unconventional methods to energize the audience – such as a grand entrance to the stage with a quick dance to a popular song. Skilled SKO speakers [do something different that makes the audience pause](https://www.salesenablementcollective.com/say-no-to-death-by-slideshow-alternate-ways-to-sko/), think, reflect, or even laugh, thereby cementing the key messages and helping them stick in the minds of attendees long after the event. [Designing a sales onboarding program from scratchDiscover how to create a successful sales onboarding program from scratch with the help of Neha Divakarla of VMWare.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/social--Designing-a-sales-onboarding-program-from-scratch--1-.png)](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) ## 5\. Strong stage presence A powerful stage presence is another elementary trait that sales enablement pros should be conscious of when inviting future SKO speakers. A proficient SKO speaker has the capability to command the stage and capture the attention of the audience through confident body language, vocal delivery, and eye contact. They project authority without coming across as intimidating or overbearing. That charisma matters: companies running dynamic coaching programs (think speaker-led, hands-on guidance) see 28 % higher win rates ([Sales Coaching 101 eBook](https://www.salesenablementcollective.com/sales-coaching-101/)). Besides being charismatic, successful SKO speakers also exhibit a shared [empathy](https://www.salesenablementcollective.com/increase-strategic-value-with-empathy/) for the audience. They understand the emotional and mental challenges of being in sales. They openly acknowledge the frustrations and pressures salespeople face, which makes their message feel more relevant and authentic. By showing empathy, a seasoned speaker builds rapport and a personal connection with the members of the sales team, which makes them more open to absorbing the key messages and advice. [10 top tips for running virtual sales kick-offs | SECIn this article, Celine Grey passes on what she’s learned from leading virtual SKOs so that you can make your next one your best ever.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveCeline Grey![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/04/timo-muller-fnXWXxw_3YU-unsplash-2-2.jpg)](https://www.salesenablementcollective.com/10-top-tips-for-running-virtual-sales-kick-offs/) ## 6\. Presentation technology adeptness Whether the SKO is delivered in person or virtually, familiarity and adeptness with presentation technology, platforms, and tools is a must-have requirement for an SKO speaker. An engaging SKO speaker uses visuals, multimedia, mobile-based games, and other creative interaction strategies to enhance their message. Instead of relying solely on text-based slides, they incorporate engaging videos, infographics, and even breakout groups when appropriate to keep the audience's attention and enhance the reception and recall of key messages. Great speakers are tech-savvy and are comfortable using complementary software apps to support their presentations. Whether it's interactive polling, word cloud activity, pop-up quizzes, live Q&A sessions, or real-time demonstrations, talented speakers know how to tap into the power of technology to add value to their session content and enhance audience engagement. [What are sales enablement tools?There are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_cms.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ## 7\. Diverse background The final quality to be mindful of when sourcing SKO speakers is their diverse background. A strong SKO agenda calls for varied yet balanced perspectives from different departments within an organization that influence and contribute to the success of sales teams. This includes marketing, product teams, [sales operations](https://www.salesenablementcollective.com/sales-enablement-vs-sales-operations/), customer success members, and even customers. > As sales enablement professionals solidify their line-up of speakers, it is imperative for them to look for speakers that represent different backgrounds and teams. Diverse speakers offer unique insights, enhance creativity, and provide fresh approaches to problem-solving. This not only enriches the overall SKO narrative, it also allows the messages to resonate closely across the audience. A diverse panel of speakers ensures that all parts of the audience – including those from different roles, teams, regions, and demographics – feel represented and heard. It also fosters an inclusive atmosphere, which in turn boosts engagement and morale across the sales teams. [The importance of diversity in sales enablement \[Video\]Bana Kawar of AWS discusses the importance of diversity in sales enablement and why ask about diversity when job searching. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/09/Diversity-in-sales-enablement.png)](https://www.salesenablementcollective.com/the-importance-of-diversity-in-sales-enablement-video/) ## In closing By combining these qualities, sales enablement pros can formulate a highly effective panel of accomplished SKO speakers who both inspire and educate the sales teams as well as focus on engaging and preparing them for the challenges and opportunities ahead. This enables their messages and guidance to not only motivate the audience in the short-term, but also provide long-lasting value that helps shape the team’s success and growth throughout the year. **Discover more from Neha:** [Making virtual training effective, with Neha DivakarlaNeha Divakarla joins us on the podcast to discuss the world of virtual training sessions!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/10/SEC_Innovation_Podcast_Youtube_Thumbnail_--1-.png)](https://www.salesenablementcollective.com/making-virtual-training-effective-with-neha-divakarla/) [Designing a competency program for long-term sales rep successDiscover the best practices to design a winning sales competency program and curate your sales training to align with it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/social---Designing-a-competency-and-skills-development-program-for-long-term-rep-success.png)](https://www.salesenablementcollective.com/designing-a-sales-competency-program/) ## Ready to plan your best SKO yet? You've learned what makes a great SKO speaker - now it's time to master the entire SKO planning process. The [Sales Kickoff Certified | Masters](https://www.salesenablementcollective.com/signup/) course gives you the complete playbook for creating unforgettable sales kickoffs that drive real results. **What you'll get:** - 🎯 End-to-end SKO planning frameworks from experienced enablement experts - 📊 Templates and tools to measure SKO success and ROI - 🤝 Strategies for cross-functional collaboration with stakeholders - 🎪 Step-by-step guides to make your SKO a memorable bonding experience - 📜 Official certification to showcase your SKO expertise Join 3,000+ enablement professionals who've already transformed their SKOs from good to exceptional. [Start your SKO certification journey today →](https://www.salesenablementcollective.com/signup/) ### How to successfully plan an in-person sales kickoff (After years of virtual SKOs) URL: https://www.salesenablementcollective.com/returning-to-in-person-sales-kickoffs/ Last updated: 2025-10-31T14:57:14.000Z **This article was adapted from Stephanie's appearance on the Sales Enablement Innovation Podcast.* [****Listen to the full episode here**](https://media.thealliance.io/podcast/sec-sales-enablement-innovation/?wchannelid=q70gyoahj4&wmediaid=x7kl85q0mo)**.* ## **The shocking announcement that made everything 10x harder...** For those of us in SaaS or B2B sales, we got pretty comfortable with virtual kickoffs from 2020 onwards. Sure, they had their challenges – keeping people engaged in Zoom rooms, orchestrating breakouts, making sure Bob from accounting wasn't on mute for the entire Q&A session. But we figured it out. Then came the curveball: "Hey Steph, we're going back to in-person." Suddenly, it wasn't just about sharing screens and managing Zoom fatigue. We're talking: - International travel coordination - Physical swag that actually needs to arrive on time - Branded banners in hotel lobbies - Content that needs to work in a physical room (spoiler: that 12-point font isn't going to cut it) - Multiple days of programming instead of just a few hours The complexity multiplies exponentially (and coffee becomes your best friend.) --- --- ## **Logistics for in-person sales kickoffs** Before we even think about content, let's talk about actually getting everyone in the building on time and on budget. Here are my top three lessons learned: ### **1 - Project management perfection** This isn't a two-week planning cycle, folks. When we're talking big SKOs, you need to start four to eight months in advance. Your project management skills need to be absolutely on point. We're talking weekly, biweekly, and monthly updates for different audience groups. You need to engage cross-functionally and with external vendors in ways that virtual events never required. If you thought managing a virtual kickoff was like herding cats, in-person events are like herding cats while juggling flaming torches. ### **2 - Budget management becomes real** Virtual kickoffs? Maybe you spent money on some digital swag or upgraded your Zoom account. In-person events? For some of you, this might be your first time managing a seven-figure event budget. That's not a typo. Seven figures. Every decision has financial implications. Venue selection, catering, transportation, activities, swag, AV equipment... it all adds up faster than you can say "sales quota." ### **3 - International logistics will test your sanity** Here's something I hadn't fully appreciated until I was in the thick of it. When you have 400 people coming from 20 different countries, you're dealing with: - Flight bookings and coordination - Visa applications (yes, visas – I didn't think of it either at first) - Time zone adjustments - Different arrival and departure days - Dietary restrictions from around the globe - Cultural considerations for activities and content Getting your head around the logistics of physically moving that volume of people into one space is critical. Start early. Then start earlier than that. ## **Content strategy for multi-day events** Now let's talk about the meat of the matter: content. When you're dealing with two, three, or even four days of programming, the game changes completely. ### **The leadership pre-game strategy** Here's something that might seem counterintuitive: bring your leadership team in a day early. I know what you're thinking. "That's unnecessary complexity, Steph. Why would I do that to myself?" Hear me out. Running through all the key content with leaders the day before accomplishes three critical things: First, it's an incredible dry run. You'll discover things you never would have caught otherwise. That font that looked fine on your laptop? Way too small from the back of the room. That pillar in the venue that wasn't in the floor plan? Now you need to reconfigure your entire seating arrangement. Second, you get buy-in at a whole different level. When leaders are physically in the room, they'll interject with questions your sellers will ask. "Oh, this is going to raise concerns for my Australia team." "Have you thought about how this impacts our enterprise accounts?" Getting ahead of these questions is gold. Third, your sales leaders leave that session confident and prepared. They know what their teams are about to hear and they have the answers ready. Nothing undermines a kickoff faster than a manager saying "I don't know, I just heard this too," when their team starts asking questions. ### **Audience segmentation matters more than ever** If you're running a revenue kickoff, you might have: - Frontline sellers - Customer success teams (or account management, or client success – whatever you call them) - Solutions architects or engineers - Sales leadership Each audience needs different things from your content. Let's say you're rolling out new AI functionality (because who isn't these days?). What your sales team needs to know is fundamentally different from what your solutions engineers need to know, which is different again from what customer success needs. In a virtual world, you might have gotten away with one-size-fits-all sessions. In person? You have the opportunity (and the responsibility) to create targeted tracks that actually serve each audience. ### **The speaker selection reality check** Here's a truth bomb: your best Zoom presenters might not be your best in-person speakers. Virtual presenting lets us lean on speaker notes, stay in one spot, and hide behind slides. But audience [death by slideshow in your SKO](https://www.salesenablementcollective.com/say-no-to-death-by-slideshow-alternate-ways-to-sko/) isn't an option. In-person presenting requires what I call the "razzle dazzle factor": high energy, charisma, and the ability to work a room. Great in-person speakers: - Move around the stage - Make eye contact with different parts of the room - Think on their feet without speaker notes - Engage the audience in real dialogue - Emit confidence that gets people excited Choose your speakers based on who can command a room, not just who knows the content best. Those who are able to [use humor or storytelling to elevate their SKO presentations](https://www.salesenablementcollective.com/4-key-presentation-tips-how-to-use-humor-and-storytelling-to-transform-your-sales-training/) are strong bets. Sometimes that means coaching your subject matter experts or pairing them with natural presenters. ## **Managing the three rings of stakeholder circus** One of the biggest challenges of in-person SKOs is stakeholder management. I break it down into three groups, each requiring different communication strategies: ### **Ring 1: Your core project team** These are your ride-or-die folks – directors from product marketing, key sales leaders, your events team. They're in the trenches with you, owning tasks and deliverables. For this group, you need a proper project management tool. I've been using Asana and love it. Everyone can see what's connected to what, who's doing what, and when things are due. You should be meeting at least weekly, but the real magic happens in the ongoing collaboration within the tool. ### **Ring 2: Key stakeholders** Think VP-level folks who need to know you're on track but don't need to know how the sausage is made. They care about three things: timeline, budget, and major decisions. Biweekly updates work well here, maybe shifting to weekly as you get closer. Keep it simple – a spreadsheet or slide deck with high-level status updates. "Marketing materials are 50% complete, on track for completion next week." That's the level of detail they need. ### **Ring 3: Executive oversight** Do not – I repeat, do not – put executives in your project management tool. They don't want it, they don't need it, and it will only create confusion. What executives care about: - Are we on time? - Are we on budget? - Are there any issues that need their attention? Monthly updates initially, moving to biweekly as you get closer. One slide or a bullet-point email. That's it. And here's the key: be proactive with these updates. Don't wait for them to ask. Tell them upfront what they'll get and when, then deliver consistently. Nothing should ever surprise your executive team. If there's an issue, it should have been flagged and escalated through your other stakeholder rings first. 💡 ****Pro tip: leverage executive assistants.** They're often underutilized goldmines of insight. They'll tell you what topics matter most to their exec, how they prefer to receive information, and when you might need to loop them in earlier than planned. ## **Survival tips for your first in-person SKO** If you're staring down your first in-person kickoff, let me share some hard-won wisdom: ### **Define your swim lanes early** When someone says "You own sales kickoff," it's tempting to try to control everything. Don't. You'll burn out faster than a cheap candle. Identify your key collaborators early and carve out clear swim lanes. Know what only you can do and focus on that. Maybe you've got someone who's incredible at vendor management and logistics. Let them own it, even if the Virgo in you wants to control every detail. I once partnered with someone who was absolutely incredible at logistics and vendor management. While every fiber of my being wanted to know when people were arriving, what they were eating, and when the activity sheets would be delivered, I had to let go. She'd give me the information I needed – "Steph, I need final agenda timing to coordinate catering" – and I trusted her to handle the rest. ### **Focus on what only you can do** This bears repeating because it's so important. In the chaos of [planning a successful SKO](https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/), it's easy to get pulled into everything. Resist that urge. Your unique value might be: - Content strategy and speaker coaching - Stakeholder alignment and communication - Overall experience design - Cross-functional collaboration Whatever it is, protect that focus. Everything else can and should be delegated to your trusted partners. 📖 [More tips from the trenches on planning SKOs](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) ## **The verdict: Is it worth it?** After all this talk of logistics nightmares, budget management, and stakeholder juggling, you might be wondering... is in-person really worth it? Let me be clear: absolutely, unequivocally yes. Those last six weeks before my first in-person kickoff with hundreds of people from almost two dozen countries? I wasn't sleeping. I was living on protein bars and coffee. But the payoff was incredible. There's something magical about people who've only known each other through screens finally meeting in person. The relationship building, the hallway conversations, the impromptu problem-solving over lunch – none of that happens to the same degree virtually. I saw people literally solving customer problems during coffee breaks. "Hey Steve, I'm about to respond to this email. Do you know about this feature?" That kind of real-time collaboration is priceless. But here's what really sold me: the feedback. One piece of feedback I received still gives me chills: "I've been here for X years. This is hands down the best event I've ever been to. I feel more connected, more knowledgeable, more confident to go have conversations with my customers than I've felt in all my years here." That's the power of in-person. Yes, you can build culture and knowledge virtually, but it takes so much longer. A well-executed in-person SKO can accomplish in three days what might take months of virtual touchpoints. ## **Your turn to take the plunge** Planning an in-person sales kickoff is one of the most challenging things you'll do in enablement. It's also one of the most rewarding. The late nights, the stress, the juggling of a million moving pieces... it all pays off when you see your revenue team come together, energized and aligned. If you're in the thick of planning right now, remember: - Start early (then start earlier still) - Build a strong team and trust them - Communicate proactively with stakeholders - Focus on what only you can do - Choose speakers who can work a room - Plan for the unexpected (because it will happen) And hey, if you want to talk about the nitty-gritty details, or how to customize sneakers in company colors so you can wear running shoes throughout your entire kickoff, [connect with me on LinkedIn](https://www.linkedin.com/in/stephanie-white-sales/). We enablement folks need to stick together, especially when we're planning events that could rival small weddings in complexity. The transition back to in-person events isn't easy, but the impact on your team, your culture, and your business results makes it all worthwhile. Trust the process, lean on your network, and remember – coffee really is life during SKO season. ### Sales Enablement Summit Berlin 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-berlin-2025-ondemand/ Last updated: 2025-10-30T10:13:08.000Z _This post is for paying subscribers only._ ### 6 key steps to planning an impactful SKO URL: https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/ Last updated: 2025-10-23T16:29:26.000Z Have you been tasked with planning your company's next big sales kickoff event? If so, you're in good company. As the Senior Director of Revenue Enablement at Meltwater, I've had my fair share of experience with this overwhelming - yet incredibly rewarding - process. Over the years, I've learned that pulling off a successful [sales kickoff](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) (SKO) isn't easy - it requires meticulous planning, laser-focused stakeholder management, and the ability to sweat every last detail. But when you see it all come together and witness the energy and excitement, it's *all* worth it. That’s why I'm here to share some of the key lessons I've learned to help you ensure your event is a huge success. From setting the right foundation to managing the countless moving parts, I'll walk you through the proven strategies that have worked for me time and time again. 💡 Teams that actively share best practices hit roughly 82% of quota, while those that don't manage just 32% ([AI and Sales eBook, 2023](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination/)). So let's get you in the first camp. So let’s get started! Watch the full conversation with Lisa. For a more comprehensive overview, check out [Your guide to Sales Kickoffs (SKOs) video](https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/). ## What is a sales kickoff? First, let's clarify what we're talking about. A sales kickoff (SKO) is typically a one or two-day event held at the beginning of a fiscal year or quarter. It's where your entire sales team comes together to align on strategy, learn about new products and initiatives, and get energized for the challenges ahead. Think of it as your annual opportunity to unite the troops, share the vision, and equip everyone with the tools they need to succeed. ## **Why a strong SKO matters** Sales kick-offs are more than just annual get-togethers - they set the tone, pace, and direction for the entire year. For sales enablement, this is our opportunity to rally the team, align on strategy, and equip our reps with the knowledge and skills they need to succeed. But beyond strategy, SKOs are all about **connection** – bringing people together, inspiring them, and making sure everyone leaves with renewed energy and clarity about the year ahead. A well-run SKO does more than pump up the room—it aligns the whole team around the year’s mission. After Google rolled out a focused coaching and alignment program, meeting effectiveness and partner CSAT jumped by three to nine points (5 Key Shifts Workbook, 2022). That’s the kind of lift you can create when everyone pulls in the same direction. The real magic of an SKO lies in creating an experience that resonates. Every rep should walk away feeling inspired, more capable, and excited to tackle their targets. So, let’s dive into the planning process that makes all of this possible. ## **1\. Start with clear goals and a cohesive theme** The first step in planning a great sales kickoff is to get really clear on your goals and the overarching theme or narrative you want to weave through the entire event. This has to be your North Star from the *very beginning*. For me, it always starts with defining the key outcomes I want our sales team to walk away with - what do I want them to know, feel, and be able to do differently as a result of being at kickoff? This could be anything from introducing new products and features to aligning on go-to-market strategy, highlighting customer success stories, reinforcing critical selling skills, or simply reigniting their excitement about the year ahead. Once I have those clear goals in mind, I work closely with sales leadership to land on a unifying theme that will tie all the content and activities together in a cohesive way. This theme becomes the foundation for everything - from the event branding and the visuals, to the storyline that each presenter weaves through their session. I've found that choosing the right theme is *crucial*. It needs to be engaging, on-brand, and something that your reps will genuinely connect with. One of my favorite examples was a kickoff we did that had a musical theme - we framed the whole event around the idea that we were all different instruments in an orchestra, each playing a unique role, but coming together to create something magical. [3 SKOs, 3 geos, 3 weeks: around the world with Zscaler | SECDiscover the secrets to running 3 SKOs in 3 geos in 3 weeks with Whitney Perry, from Zscaler’s Revenue, Enablement, and Velocity team.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveWhitney Perry![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/10/christine-roy-ir5MHI6rPg0-unsplash-2.jpg)](https://www.salesenablementcollective.com/3-skos-3-geos-3-weeks-around-the-world-with-zscaler/) ## **2\. Building the agenda** With the goals and theme locked in, I then started to build out the agenda. This is where I lean on a pretty consistent formula that I've developed over the years, making tweaks as needed based on the specific business priorities. The non-negotiables for me are as follows: - Some (actually) fun activities to get the room engaged - Opening remarks from the CEO and/or CRO to set the strategic vision - Updates from product on new capabilities and [roadmaps](https://www.salesenablementcollective.com/roadmap-to-drive-sales-transformation-in-large-organizations-video/) - Guidance from marketing on how they'll be supporting the sales team - Customer success stories and testimonials - Opportunities for reps to share their own best practices Let's dive into each of these... ### Team building activities You can't expect your sales team to collaborate effectively if they don't know each other. I always kick things off with icebreakers or team challenges that tie into our theme. For virtual events, this becomes even more critical - consider digital scavenger hunts or breakout room competitions that get people interacting beyond their usual circles. For more specific guidance, explore these [tips for your next virtual SKO](https://www.salesenablementcollective.com/keeping-the-fire-burning-tips-and-tricks-to-keep-the-sparks-alive-at-your-next-virtual-sko-event/). ### Executive and leadership presentations The non-negotiables for me are opening remarks from the CEO and/or CRO to set the strategic vision. But don't just default to standard presentations. I try to mix up the formats - maybe a fireside chat with the CEO, or a panel discussion where sales reps can ask leadership direct questions. Your team needs to understand where the company's headed and how their efforts contribute to the bigger picture. ### Product training and updates Your sales team can't sell what they don't understand. Dedicate substantial time to updates from product on new capabilities and [roadmaps](https://www.salesenablementcollective.com/roadmap-to-drive-sales-transformation-in-large-organizations-video/). I bring in product managers to showcase new features, but more importantly, to explain the customer problems these features solve. Include hands-on workshops where reps can practice positioning these updates in real selling scenarios. ### Sales skills development Beyond product knowledge, your team needs sharp [selling skills](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/). I incorporate role-playing sessions, objection handling workshops, and negotiation training. The key is making these interactive - nobody wants to sit through another PowerPoint on sales methodology. Get reps practicing with each other and sharing what's worked in the field. ### Recognition and celebration Never underestimate the power of recognition. I always build in time to celebrate wins from the previous year - not just quota achievements, but creative problem-solving, teamwork, and growth. Feature customer success stories and testimonials that showcase your team's impact. When reps see their peers recognized, it motivates everyone to aim higher. > Of course, I also always make sure to build in some fun, high-energy moments to keep the team engaged and energized. One of the keys to success here is making sure to have a diverse array of speakers from different backgrounds, regions, and levels of experience, so consider these [7 qualities of an exceptional SKO speaker](https://www.salesenablementcollective.com/7-qualities-of-an-exeptional-sko-speaker/) to guide your selection. I want our sales reps to see themselves represented on that stage, and guidance from marketing on how they'll be supporting the sales team helps create that unified front your kickoff agenda needs. ## **3\. Establishing your timeline** I learned early on that SKO planning takes time, and a lot more than you think! My first big SKO happened just eight weeks after I joined the team at SurveyMonkey. I don’t recommend planning an SKO in such a tight timeframe, but now I know it can be done! However, when possible, I start planning in August for a January event. This allows me to focus on big-picture goals and themes without feeling overwhelmed by the day-to-day details. That first SKO at SurveyMonkey taught me how to streamline processes and prioritize under a tight deadline. I didn’t know many people in the company, so I took every bit of help I could get - project management skills were essential here. Those eight weeks taught me that while last-minute planning is doable, it’s not ideal. Giving yourself and your team three to four months leads to a much smoother experience. [10 top tips for running virtual sales kick-offs | SECIn this article, Celine Grey passes on what she’s learned from leading virtual SKOs so that you can make your next one your best ever.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveCeline Grey![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/04/timo-muller-fnXWXxw_3YU-unsplash-2-2.jpg)](https://www.salesenablementcollective.com/10-top-tips-for-running-virtual-sales-kick-offs/) ## **4\. Collaborating with stakeholders** As you can probably imagine, there are *a lot* of moving parts when it comes to planning an SKO, and keeping all the stakeholders aligned is absolutely critical. This is an area where I've really had to hone my skills over the years. The first step is getting buy-in and [alignment](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) from sales leadership since they're going to be such a big part of making the event a success. This can be tricky, because as you know, Q4 is an absolute *beast* \- sales leaders are laser-focused on closing business, and the last thing they want to think about is kickoff planning. So I've learned to get really proactive about stakeholder management, especially with the sales leadership team. I block time on their calendars months in advance, and I make sure to keep them updated on progress regularly, even if it's just a quick email. I find that the more I can do upfront to get them onboard and excited about the vision, the more engaged they'll be when I need their input and participation. Beyond sales leadership, there's a whole host of other stakeholders I have to wrangle - product, [marketing](https://www.salesenablementcollective.com/sales-enablement-vs-marketing/), customer success, and so on. My approach here is to really understand what each team needs to get out of this SKO, and then figure out how I can tailor the content and experience to serve their specific needs. I'm constantly communicating with these teams, sharing my plans, and taking on board their feedback. The other key is using that overarching theme I mentioned earlier to keep everyone on the same page. I coach all the presenters on how their piece fits into the bigger picture, providing them with a customized briefing document that outlines the goals, audience, theme, and message. [How to gain better alignment for your sales enablement programBeth Schumann is a VP of Sales Enablement, and here she writes about how to gain better alignment for your sales enablement program.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveBeth Shuman![](https://images.unsplash.com/photo-1548678967-f1aec58f6fb2?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fGFsaWdufGVufDB8fHx8MTYzOTU2NDY3Mg&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/how-to-gain-better-alignment-for-your-sales-enablement-program/) ## **5\. Sweat the small stuff - but not too much!** I know how important it is to sweat the small stuff when it comes to a high-profile event like a sales kickoff. There are just so many moving pieces, and any little hiccup can derail the whole experience. That's why I always start building out a super detailed project plan, with nothing left to chance. I map out every single task, assign owners, and build in generous buffers for things inevitably slipping. I'm a firm believer that no detail is too small to include - everything from coordinating with the venue, to finalizing the run of the show, to ordering swag. I also make sure to overcommunicate with all the stakeholders, even the ones who just want periodic updates. I find that the more visibility I can provide into the planning process, the fewer surprises (and headaches) we'll encounter down the line. And of course, taking care of myself throughout the process is absolutely crucial. Planning a sales kickoff is incredibly intense, and it's easy to get so caught up in the work that you forget to step away and recharge. I've learned the hard way that if I don't prioritize self-care, I'll burn out way before the event even happens. [Overcoming imposter syndrome in enablement | SECKatie Van Hoomissen explains common causes for imposter syndrome while offering actionable solutions and reassurances on how to overcome the feeling.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/10/rishabh-dharmani-IvfAs3Qk64M-unsplash-2.jpg)](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/) ## **6\. Creating a memorable experience** Lastly - and maybe most importantly - have fun! SKOs are so special because they bring everyone together with a shared purpose. One of the highlights of my career was our SKO in Las Vegas at the Fontainebleau Hotel - a gorgeous venue with a state-of-the-art theater. The high-quality visuals, advanced tech, and a theme built around our innovations in [AI](https://www.salesenablementcollective.com/leveraging-ai-in-the-sales-enablement-job-market-video/) made it an event that felt both premium and inspiring. Every detail, from the sound to the design of the slides, was elevated, and it really made the team feel valued. This experience set a high bar, and the feedback we received confirmed that it was a success. But the most rewarding part was seeing our reps walk away with clarity, excitement, and a stronger sense of purpose for the year. For me, this is the most rewarding part – seeing your sales reps nodding their heads enthusiastically during the keynotes, actively participating in the breakout sessions, and rushing up to me afterward to tell me how pumped they are - that's when I know we nailed it. The work doesn't stop there. I always make a point to follow up with the team after kickoff to get their feedback using [dedicated SKO survey templates](https://www.salesenablementcollective.com/sko-survey-templates-framework/) and reinforce the key messages and takeaways. I want to make sure the energy and momentum we build carries through the rest of the year. ## Post-SKO follow-up strategies The work doesn't stop when everyone heads home. What you do in the weeks following your SKO often determines whether the event creates lasting change or becomes just another meeting. I've learned to plan my post-SKO follow-up strategy before the event even starts. Within 48 hours, I send a recap email highlighting key takeaways, links to session recordings, and clear action items for each team. This prevents that "SKO high" from fading as reps dive back into their daily grind. Feedback collection is crucial too. I use quick pulse surveys immediately after the event and more detailed assessments two weeks later. This helps me understand what landed well and what needs reinforcement. Plus, when reps see you acting on their feedback, they're more engaged in future events. Most importantly, I create a reinforcement calendar. This includes monthly check-ins on SKO initiatives, refresher training on key concepts, and regular celebrations of teams implementing what they learned. Remember - transformation doesn't happen in two days. It happens in the consistent application of those lessons throughout the year. ## Start with clear goals and a cohesive theme ### Common SKO pitfalls to avoid Over the years, I've learned as much from what went wrong as from what went right. Here are the pitfalls I now actively avoid: **Information overload** is the silent killer of SKOs. I've sat through events where organizers tried to cram a year's worth of training into two days. Your reps won't retain it all. Focus on your most critical messages and provide resources for deeper dives later. **One-way presentations** drain energy fast. If your agenda is just executive after executive talking at the audience, you'll lose engagement by lunch. Build in discussions, Q&As, and hands-on activities. Your salespeople are used to talking - let them. **Lack of relevance** happens when content doesn't connect to daily realities. Every session should answer "How does this help me hit quota?" If presenters can't make that connection clear, reconsider including their content. **Poor follow-through** wastes all your hard work. I've seen great SKOs fizzle because there was no plan for what happened next. Before your event starts, map out how you'll reinforce key messages throughout the quarter. ## **Final thoughts** If I had to boil down my advice into one essential takeaway, it would be this: **just start**. It’s easy to feel overwhelmed by all that goes into an SKO. If you don’t know where to begin, start with the theme, then throw everything into [a simple project plan template](https://www.salesenablementcollective.com/simple-project-plan-template-framework/) to help you organize. Taking that first step will get the momentum going, and from there, you can tackle each piece one at a time. So, whether you’re planning your first SKO or your tenth, remember to start with clear goals, keep your team’s needs in mind, and don’t be afraid to ask for help. Here’s to a successful SKO season ahead! --- ## Get SKO certified Learn to create the ultimate end-to-end Sales Kickoff experience with our **Sales Kickoff Certified | Masters** program. > *"The Sales Enablement Collective Sales Kickoff course was great and gave me some wonderful ideas to put into practice for my organization's upcoming Sales Kickoff."* > \-**Sharon Moore**, Revenue Enablement Program Manager at SailPoint [Get SKO Certified](https://learn.salesenablementcollective.com/course/sales-kickoff-certified-masters) ### Sales Enablement Salary and Landscape Report 2025 URL: https://www.salesenablementcollective.com/sales-enablement-salary-and-landscape-report/ Last updated: 2025-10-22T12:47:15.000Z ## SEC’s ultimate analysis of the sales enablement landscape **Our biggest report is back and better than ever before**. Compare your enablement situation and salary to 100+ of your peers. Learn the challenges your fellow enablers are facing, the opportunities they’re pursuing, the skills they desire, their remuneration, and more. Peek behind the curtain of the industry, and find everything you need to know about enablement in 2025 in our free report. Get your free report --- ## Every enablement insight Curious about the state of the sales enablement landscape? Here’s some quick-fire findings to sink your teeth into before downloading the full report: - Only **43.8%** of respondents are aligned with their organization’s senior leadership over metrics - **23.6%** of our respondents’ teams decreased in headcount over the past 12 months - Before working in enablement, **59.4%** of our respondents worked in sales, sales management, or sales leadership ## Grab your copy, free of charge 👇 Grab your no-cost copy of the Sales Enablement Landscape & Salary Report and discover: - The two special qualities companies most commonly look for in **senior enablement hires.** - The two **AI use cases** being used right now by more than two-thirds of enablers (are you using AI for these things? Or are you falling behind?) - Exactly **how much people like you are paid** (and what to do to earn more). Get your free report --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/Newsletter_Upsell_Footer_SEC.png)](https://www.salesenablementcollective.com/partner/) --- ### 3 hard truths about the future for enablement leaders URL: https://www.salesenablementcollective.com/3-hard-truths-for-enablement-leaders/ Last updated: 2025-10-20T10:22:42.000Z After six years in enablement and a career that started at the bottom of the sales ladder, I've seen enough to know when our profession is at a crossroads. And friends, we're standing right at that intersection today... ## **A wake-up call from Google trends** Here's something that should make you sit up straight: Sales enablement search volume on Google Trends has been flatlining while operational roles are climbing like they're on rocket fuel. [Revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/)? It doesn't even register as a blip. Meanwhile, if I tried to add AI to the same graph, it would dwarf everything else so dramatically that you couldn't see any other lines. This isn't meant to scare you – let's call it “unsettling” instead. But it's a reality check we need to face head-on. ## **Three hard truths about our future** ### **1\. The proof gap** Here's the thing: ops teams speak the language of investors and business owners: cold, hard data. They lead with [numbers, metrics, and measurable outcomes](https://www.salesenablementcollective.com/enablement-metrics-101/). Meanwhile, many of us came from sales backgrounds, focusing on soft skills and relationships. We're great at what we do, but we're not always great at proving it. ### **2\. The scale problem** Put yourself in your leader's shoes for a moment. They're being asked to do more with less every single day. If you report to them, you need to be on their team solving that same challenge. The trend is clear: outside of giants like Oracle and Microsoft, enablement teams are shrinking. AI is the culprit, sure, but here's my take: you can either get mad at that reality or learn to work with it. Remember what Henry Ford said: > “Whether you think you can or think you can't, you're right.” ### **3\. The innovation mandate** Your leadership is being judged on innovation. So what are you doing to become an innovation center for them? While foundational concepts like [storytelling](https://www.salesenablementcollective.com/4-key-presentation-tips-how-to-use-humor-and-storytelling-to-transform-your-sales-training/) and [change management](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) remain crucial (and many great talks at our conference covered these timeless truths), we also need to embrace what's new, modern, and innovative. ## **Learning from science fiction: The adaptive approach** Remember [Ender's Game](https://en.wikipedia.org/wiki/Ender%27s%5FGame)? Written in the 1980s, it featured a “mind game” that adapted to each player's psychological state. Today, we can actually build this with AI. Think about the feedback you constantly hear: “That text is too long,” “I won't watch that video,” “I'm not that kind of learner.” Sound familiar? Well, now we can fix these issues in about 30 seconds with [the right tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/). I'm not here to pitch specific platforms. The point is this: you should be exploring how to make your content adaptive. Want to turn that lengthy PDF into a podcast? That hour-long video into a one-pager? That static content into an interactive role-play? It's all possible, and I'm saying this as someone who can't even spell HTML. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## **Practical AI applications you can start tomorrow** ### **Competitive intelligence on autopilot** Almost everyone I asked has been tasked with [competitive intelligence](https://www.competitiveintelligencealliance.io/what-is-competitive-intelligence/). Here's the game-changer: tools now exist that can monitor your competitors' websites continuously. Every time they update their site or get a new G2 review, you get an alert with a summary formatted for your sales team. No more manual checking, it's all automated. ### **Meeting prep that actually gets used** John Barrows recently shared how he pulls CRM data into [Notebook LM](https://notebooklm.google.com/) (Google's free tool) to create podcast-style meeting prep. Ten minutes of listening beats thirty minutes of reading scattered notes any day. If you haven't introduced your team to Notebook LM yet, why not? ### **Territory planning made simple** When reps get new territories, AI can essentially do the heavy lifting of analysis and planning. What used to take days now takes hours. ### **Follow-up automation** Most call recording software can now summarize meetings and send follow-up notes automatically. This one's been around for a while – it's safe, simple, and saves time. ## **Real innovation from real practitioners** During my talk, Marco shared a brilliant example: his team uses AI to create Jeopardy-style games for their [onboarding programs](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/). They feed session transcripts into AI and get quiz questions instantly. That's the kind of creative thinking we need more of. I used similar tactics when building our LMS – taking video transcripts, having AI generate quiz questions, and selecting the best ones. It accelerated my productivity dramatically. ## **Addressing the elephant in the room: Trust and security** When it comes to AI concerns, and those worried about sharing company information, here's some perspective: your marketing team already pulls your strengths and weaknesses from public sources like G2 reviews. Your competitors have access to the same information. Most of what we think is “private” is actually already public. That said, if you're in a highly regulated industry or your company has specific policies, work within those boundaries. Many large organizations now have private data lakes with Microsoft or Google, giving you protected AI capabilities. ## **The business case for embracing AI** One attendee asked a crucial question: “What if leadership is hesitant while reps are going rogue with AI tools?” My answer? Build a business case they can't ignore. Show them that competitors are using these tools. Demonstrate that the risk of not adopting AI far exceeds the risk of embracing it responsibly. Speak their language: use numbers, show efficiency gains, demonstrate ROI. Think of it like social media's emergence. The younger generation adopted it, while parents and teachers scrambled to understand it. Don't let your organization be caught in that position with AI. ## **Becoming an innovation leader** Here's how [AI knowledge](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) can get you that coveted seat at the table: Instead of approaching leadership with tool recommendations, approach them with solutions to real problems. “Hey, reps are reporting this fifteen-step process is killing productivity. I have a solution to make it a three-step process. Training will be shorter, adoption will be higher, and results will improve. Want to hear how?” That's a vision executives care about. The fact that it involves AI is secondary to the problem it solves. ## **The path forward** The choice is clear: we can fear AI and watch our profession stagnate, or we can embrace it and lead the charge toward a more efficient, impactful future. The tools are accessible – many are free. The learning curve isn't as steep as you think. And the potential [impact on your career](https://www.salesenablementcollective.com/ai-revenue-enablement/) and your organization is massive. Don't wait for permission. Don't let fear hold you back. Start small, experiment responsibly, and show results. Because in the end, AI isn't replacing sales enablement professionals, it's replacing those who refuse to evolve. The future of sales enablement isn't about choosing between human touch and technology. It's about combining them in ways that multiply our impact. And that future is already here. The only question is: are you ready to embrace it? --- ## Looking for next steps? 10,000+ sales enablers from all over the world trust SEC to be the go-to resource for their learning and development. Benefit from our community-led resources through the insider plan, for free! - **Templates and frameworks:** Save time with battle-tested and ready-to-use templates. 📖 - **SEC-GPT:** Solve challenges with the cumulative knowledge of our community. 🤖 - **Real-world case studies:** Hours of insights from leaders at Uber, Oracle, Adobe, and more. 🗣️ - **Industry insights:** Ungated access to first-hand research from thousands of sales enablers in our annual Salary and Landscape Report. 📈 - **Supportive community:** Join our global community of sales enablers whom you can bounce ideas around with and get support from other like-minded professionals. 🤝 Accelerate your career without spending a dime. Become an SEC insider now. 👇 [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- This article was adapted from Brandon's talk at our Sales Enablement Summit in Austin, Texas. Want to check out events near you so you can be the first to catch insights like these? [See upcoming events ](https://www.salesenablementcollective.com/events/) ### How TomTom scaled sales enablement across a complex global organization URL: https://www.salesenablementcollective.com/how-tomtom-scaled-sales-enablement-across-a-complex-global-organization/ Last updated: 2025-10-17T15:00:37.000Z Let me start with an unusual question: Do you know what bloodletting is? Stay with me here – I promise this connects to sales enablement. For most of human history, bloodletting was a standard medical practice across civilizations, from ancient Greece to 19th-century Europe. The logic seemed sound: you're sick, your body is out of balance, so let the blood out. Doctors weren't malicious – they were trained, respected, and trusted by many. But people got worse, not better. Some died. This is a clear example of good intentions paired with flawed instincts. The framework was broken. The mental model was flawed. The method didn't evolve, even though evidence showed it wasn't working. And here's my observation after two years [leading sales enablement](https://www.salesenablementcollective.com/leadership-development-why-quick-fixes-dont-work-and-what-to-do-instead/) at TomTom: I've seen the *same* *thing* happening in our field. We all want to do our best. We adopt frameworks, implement best practices, and follow what the experts preach. But are we asking ourselves: Is it really working? Or are we just doing what seems logical because everyone else is doing it? This is my story about good intentions, wrong instincts, and how we're trying to be different at TomTom. So let’s dive in! ## **Understanding the chaos we inherited** If you know TomTom, you probably remember those navigation devices. If I ask Gen Z about them, they have no idea what I'm talking about. But TomTom today is actually quite unique – we're one of the few companies that successfully transformed from a pure B2C hardware company into B2B. Today, **90%** of our business is [B2B](https://www.salesenablementcollective.com/b2b-sales-enablement/). In simple terms, we sell the Lego blocks of traffic maps and navigation to different tech companies, who then integrate them into their tech stack. We do it behind the scenes – that's why you don't know what we're doing these days. Uber is one of our biggest customers. So is Microsoft. But it’s not all been plain sailing. Two years ago, this is what we walked into: **Six independent training programs running simultaneously.** We have a very strong learning culture at TomTom, which is wonderful. But it also meant everybody started doing [training programs](https://www.salesenablementcollective.com/what-are-the-top-challenges-in-implementing-sales-training-programs/), and they didn't talk to each other. No connection whatsoever. Sometimes they even overlapped, and nobody knew about the overlap. **Sales onboarding done via Excel.** Every sales manager had their own Excel spreadsheet with what they thought onboarding should look like. Sometimes they'd push it to product marketing, saying, "Hey, can you fix this?" It was horrible. **Five separate SharePoints** to manage different content – from sales, from marketing, and to store our trainings. A complete nightmare and an inconsistent documenting culture. How did it feel? Like this: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/this-is-fine-1.webp) ## **Finding our identity: The grocery store metaphor** The first thing we had to fix wasn't systems or processes – it was defining what sales enablement actually is. People thought we solved all the problems. When we didn't (because we couldn't), they got disappointed. We went through so many iterations. We tried calling ourselves magicians, orchestrators, conductors, movie directors – but it was still vague. People kept asking, "What do you do exactly? Can you help me close that deal?" Then we landed on something that worked: **the grocery store.** We started saying, "Sales enablement is a grocery store. We provide you with everything you need to close deals, to be confident out there, and to be a scalable organization. We ensure the stock is full and at your fingertips." That became clear to everyone. This led to our North Star. Given that we're only four people, we focused on three areas: 1. **Learning and training** 2. **Onboarding** 3. **Collateral and information management** And our ambitious goal? Commercial teams should find everything they're looking for in a maximum of **three clicks.** Even though it was clear and exciting, it still felt overwhelming at times. But we kept telling ourselves: repetition is the mother of learning. We also learned we needed to create champions who would spread the word about what we were doing. [Partner enablement: The guide to building a scalable programMaster partner enablement with strategies that drive real results and empower every partner in your ecosystem.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-467.png)Sales Enablement CollectiveOna Allison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Ona-Allison-1Password-Partner-enablement-The-complete-guide-to-building-a-scalable-program-1.png)](https://www.salesenablementcollective.com/partner-enablement-the-complete-guide-to-building-a-scalable-program/) _This post is for paying subscribers only._ ### From training function to system of motion: The evolution of enablement URL: https://www.salesenablementcollective.com/evolution-of-enablement/ Last updated: 2025-10-16T08:02:08.000Z Enablement has never been more visible. Nearly every sales organization now has programs, playbooks, and training in place. But according to the latest industry research by Flowla – [Enablement Beyond Content: 2025 Benchmark Report and Future Outlook](https://www.flowla.com/ebooks-and-guides/enablement-benchmark-report-2025), visibility hasn’t translated into velocity. Teams are broader in scope: 64% now span multiple revenue functions, yet only 20.8% describe themselves as truly unified, AI-powered, and signal-led. Enablement has grown wider, but not deeper. It’s still stuck in “content and training” mode while today’s revenue reality demands speed, clarity, and automation. We’re standing at the inflection point between traditional enablement and Enablement 2.0, a model built not on assets or training sessions, but on systems that [drive motion across the entire revenue journey](https://www.salesenablementcollective.com/mastering-revenue-enablement-the-skills-that-drive-impact/). ## The cracks in the traditional enablement model Ask any enablement leader how their quarter’s going, and the answers start to sound familiar: *“We just rolled out another playbook… but adoption’s already slipping.”* *“Our reps are drowning in tools.”* *“We’re still chasing metrics that don’t move the needle.”* Enablement 1.0 was built for a different era, when deals were linear, decision-makers were predictable, and “readiness” meant completing a course or knowing the pitch deck by heart. It worked when reps controlled the buying process. But in 2025, buyers control the pace, the process, and the information. And enablement hasn’t caught up. Despite years of progress, the function is still fighting uphill battles on three fronts: ### 1\. Low adoption, low impact Despite better tools and content, more than 60% of enablement leaders still point to low playbook adoption and inconsistent rep behavior as their biggest challenge. They’re shipping content, running enablement sessions, and holding managers accountable, but playbooks are ignored or forgotten the moment a deal heats up. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/data-src-image-3e4f9d6a-bd54-4a45-a572-cf2140ade46e.png) --- It’s not that playbooks aren’t useful – it’s that they’re static. In fast-moving deals, reps default to what’s easiest or familiar. Without automation or real-time triggers, enablement remains a “push” effort, not a living system. ### 2\. Tool chaos, not alignment [Enablement stacks are bigger than ever](https://www.salesenablementcollective.com/tech-stack-checklist-framework/). Sixty percent of the surveyed organizations use multiple enablement tools, layering popular platforms like Seismic, Highspot, Gong, and Clari. Yet, most of them are not happy and won’t recommend the tools as they are redundant or not working well for them. And even among those with robust systems, [automation maturity averages only 5–6 out of 10](https://www.salesenablementcollective.com/impact-of-enablement-report-2025-post/). That means hours lost to manual updates, duplicate data entry, and toggling between platforms just to move a deal forward. The irony: the more tools teams add, the less connected their workflows become. [Impact of Enablement Report 2025 | SEC x SpekitDownload your copy of SEC’s 2025 Impact of Enablement Report - produced in partnership with Spekit.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-466.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Impact_of_Enablement_Report_Spekit_Meta_-2.jpg)](https://www.salesenablementcollective.com/impact-of-enablement-report-2025-post/) ### 3\. Signals everywhere, action nowhere If there’s one area where modern enablement looks sophisticated on paper, it’s data. Almost every team now tracks buyer and deal signals, from overall deal progression to meeting activity or email engagement. Dashboards have never looked better. But the real question is: What happens next? When asked how well they actually act on those signals, confidence collapses. Only 28% of leaders rated themselves a 6 out of 10\. Just 24% felt good enough to score an 8\. The rest quietly admitted that most signals don’t translate into motion. Engagement data sits in dashboards, disconnected from execution. Deals die not for lack of insight — but for lack of motion. ### 4\. Activity over outcomes Enablement functions are producing more than ever – more onboarding sessions, more assets, more certifications – but it’s not translating into motion. Half of leaders say their revenue process stalls most often in the mid-funnel, not at the top or renewal stage. In other words, even after enablement does its part – building content, running training, aligning playbooks – deals still stall where momentum should peak. The pattern is clear. Traditional enablement solved for readiness, not for reality. It gave teams structure and shared language, but not the systems to keep pace with today’s buying process. Reps are still drowning in admin, chasing stakeholders, and struggling to maintain consistency. Enablement has never had more visibility – yet it’s never felt less in control. The data makes it clear: the function has expanded in scope but plateaued in impact. More tools, more content, and more training can’t fix the friction baked into how revenue teams actually operate. That’s the breaking point between traditional enablement and enablement 2.0\. The old model can’t scale with today’s buying reality. To move forward, enablement has to stop trying to manage activity and start designing systems that create movement. ## The shift toward Enablement 2.0 If the traditional enablement model was about readiness, [Revenue Enablement 2.0](https://www.flowla.com/blog/getting-started-with-revenue-enablement-definition-benefits-and-adoption-tips) is about revenue motion. The old model equipped reps with knowledge; the new one guides them through action. It’s not about running more sessions or uploading more decks – it’s about building connected systems that make progress automatic. According to our research, fewer than one in four enablement teams (20.8%) say they’ve reached this level of maturity – unified, AI-powered, and signal-led. The rest are still running on manual updates, tribal knowledge, and endless follow-ups. But the gap between those two groups is widening fast. Enablement 2.0 is emerging as a new kind of operating system for revenue, built on four key pillars. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/data-src-image-a186ca0b-f69a-47ba-b925-038b8b29fcfc.png) --- ### 1\. Unified journeys Deals no longer end at closed-won. The best-performing organizations treat Sales, CS, and post-sale enablement as one connected journey. Mutual action plans carry over into onboarding. Handoff notes are auto-generated instead of rewritten. Customer usage data flows back into Sales, informing [renewal and expansion plays](https://www.salesenablementcollective.com/account-expansion-plan-template-framework/). This creates one continuous experience – not just for teams, but for buyers. ### 2\. Signal-led execution Where Enablement 1.0 tracked engagement, Enablement 2.0 acts on it. Every buyer signal – a viewed proposal, a missed meeting, a quiet account – automatically triggers a contextual response. The systems are designed to eliminate lag, so reps never lose momentum waiting for someone to notice. When signals guide the motion, enablement stops being a reporting function and becomes a driver of execution. ### 3\. AI-powered workflows AI isn’t replacing enablement; it’s freeing it. Leaders in the study made it clear: 54% want AI to help with deal coaching and insights, not to churn out templated follow-ups. They’re asking for intelligence that helps prioritize, sequence, and suggest, not just increase speed. Enablement 2.0 uses AI to reduce administrative drag: Call notes summarize automatically, handoff docs generate themselves, and next-step suggestions appear in the flow of work. It’s quiet efficiency that compounds across every rep, every week. ### 4\. Human-first design At its core, enablement has always been about people. Technology should amplify their judgment, not replace it. By stripping away admin and cognitive load, Enablement 2.0 gives reps and managers more time for what actually drives revenue: Meaningful buyer conversations, stronger coaching, and relationship building. This is the paradox of automation done right: The more efficient the system, the more human the work feels. Enablement 2.0 is already emerging in teams that are rethinking how work gets done. They’re connecting systems, not adding tools, turning signals into action, automating the repetitive, and freeing reps to focus on what actually drives revenue. Each small change compounds into something bigger: faster cycles, cleaner handoffs, and a customer journey that finally feels consistent from start to finish. ## Building your own system of motion Turning the principles of Enablement 2.0 into practice starts with one simple truth: systems create consistency. Most enablement teams already have the tools, playbooks, and data they need. What’s missing is the connective tissue – the automation, alignment, and design that make those elements move together. The benchmark data backs that up. 50% of organizations say they already use multiple enablement tools, yet automation maturity averages only 5–6 out of 10\. Teams have the parts, but not the system. Reps are surrounded by insights, yet the friction – admin, context switching, tool fatigue – never goes away. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/data-src-image-6271c9c7-6113-4343-ac9d-353ad7126b1f.png) To move beyond this plateau, leaders are beginning to construct systems of motion – frameworks that keep revenue processes running smoothly without constant intervention. Here’s what that work looks like in practice. ### 1\. Start small and automate one friction point The most effective transformations begin with one workflow that matters. Choose a high-impact moment that slows teams down – a demo follow-up, a [Sales-to-CS handoff](https://www.flowla.com/workflow-templates/sales-to-cs-handover-workflow), or onboarding prep. Design a simple workflow that eliminates that friction through automation. The goal isn’t scale on day one; it’s proof. When one workflow runs faster, the savings and confidence multiply across the organization. Teams see that automation isn’t disruption – it’s momentum. ### 2\. Build inside existing workflows Enablement succeeds when it feels invisible. Reps shouldn’t have to learn new systems or change habits to benefit from better processes. Instead, design automations that appear where work already happens – the CRM, Slack, email, or meeting notes. Embedding enablement into familiar tools turns process into behavior. It removes the need for constant enforcement and makes consistency the natural outcome of good design. ### 3\. Connect signals to next steps Modern enablement leaders have access to a flood of buyer data – but few have built mechanisms to respond to it. While 86 percent of teams track deal progression and 68 percent monitor meeting activity, only a small share act on these signals with any regularity. Map the signals that matter most and link each one to a specific next step. When buyer engagement rises, when usage drops, when a new stakeholder appears – define what happens automatically. This closes the gap between awareness and action, ensuring momentum never depends on manual follow-up. ### 4\. Measure motion over activity Traditional enablement metrics track how much is produced; motion metrics track how far revenue actually moves. Focus measurement on cycle velocity, handoff speed, and engagement consistency – indicators that show whether the system is removing friction. When these metrics trend upward, enablement stops being a support function and becomes an operational advantage. Enablement 2.0 isn’t achieved through a single project or tool. It emerges from dozens of small, well-connected systems that quietly remove barriers from the revenue process. Over time, these systems compound, creating the kind of motion that makes high performance repeatable. ## The next era of enablement Enablement has never had more tools, visibility, or influence. Yet, the hardest work ahead is invisible. It’s not about the programs or playbooks we can see; it’s about the systems operating underneath them. The workflows, signals, and quiet automations that keep teams aligned and momentum alive without constant reminders. The leaders who master that invisible layer will define the next era. They’ll measure enablement not by readiness, but by motion – how consistently, quickly, and intelligently revenue moves. This shift is already underway. The only question is who will design the systems that make it possible. 👉 Read the full [Enablement Beyond Content: 2025 Benchmark Report and Future Outlook](https://www.flowla.com/ebooks-and-guides/enablement-benchmark-report-2025) report to see where enablement stands today and what comes next. ### Change Management Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/change-management-certified-masters/ Last updated: 2026-04-27T12:54:36.000Z _No content available._ ### Sales Enablement awards 2026 Nominate today URL: https://www.salesenablementcollective.com/the-alliance-awards-sec-nominate-today/ Last updated: 2026-09-07T16:01:53.000Z Welcome to the Sales Enablement Collective awards 2026! Lines are now *open,* and we’re accepting your nominations. 🥳 As sales enablers, you work hard all year long to bring out the very best in your sellers. Whether that’s by equipping them with the skills, knowledge, and tools to powerfully communicate value to your customers, or by empowering them through coaching and feedback, we know you’re invaluable. So whether you want to nominate your terrific team, an incredible individual, or your superb self, we have a category to celebrate every achievement. 🥇 Get set, because it's time to get your nominations in! ## **Key dates for your diary** 💌 **Submission deadline:** October 5, 2026 (midnight GMT) **🌟 Shortlists announced:** October 19, 2026 **📣 Polling round:** October 26 - October 30 2026 **🏆 Winners announced:** November 30, 2026 ## **2026 awards categories** Let’s take a look at each of the awards up for grabs… ### **Chief Revenue Officer of the Year** With this award, we’re looking to recognize a visionary trailblazer who has charted a path to success. We want to celebrate the exceptional leadership that drives excellence in revenue generation, operations, and enablement. Our remarkable winner will have demonstrated unwavering strategic acumen, inspiring their team to reach new heights and delivering transformative results. With their innovative thinking, decisive action, and ability to navigate complex market landscapes, they have propelled their org to the top of the industry. ### **Sales Enablement Leader of the Year** Has your enablement leader created a culture of collaboration, empathy, and empowerment that buoys your team toward success? Are they fanatical about getting sellers to perform at their best? Do they roll up their sleeves and walk the enablement walk? We're looking for outstanding leaders who not only show an intense commitment to their teams and targets, but to their customers too. ### **Sales Enablement Rising Star** Do you know someone who’s rocketing through the enablement ranks? Someone who, though relatively new to the function, never ceases to impress? We want to know about ‘em. In this category, we’re looking to recognize those who show real promise. ### **Sales Enablement Team of the Year** Is your team consistently knocking it out of the park? Let us know about it. Unwavering commitment, productive relationships, and demonstrable impact are what we’re on the look-out for in this team-based category. So if you’re in, or know of, a team of superstar enablers with the results to prove it, nominate them now! [Submit your nominations here](https://productmarketingall.typeform.com/Revenue) ## Psst... Did you know? You can also nominate for awards for Revenue Operations here also! We're partnering with Revenue Operations Alliance to award... 🌟 Revenue Operations Rising Star 🤝 Revenue Team of the Year 💪 Revenue Operations Leader of the Year 🏆 AI-Fluent Revenue Innovator ### **Our judging criteria** Here's what we’re looking for in our winners: - Superstars who are changing the game in sales enablement; - Solid bottom-line business impact that can be demonstrated - be it revenue, deals closed, lead generation, stronger processes, or setting *other* teams up for success; - Anecdotal support from at least one other member of your/the nominee’s company; plus - Anything else you think helps you or your nominee stand out from the crowd. Happy nominating! ## Terms and FAQs #### What makes a strong nomination? Nominations with clear, data-driven reasoning and concrete examples are more likely to stand out. #### Does length matter? Quality matters more than word count. A concise, well-evidenced nomination is more effective than a long one. #### How are nominations judged? Our internal panel of experts carefully reviews every submission. They take a fair, balanced, and comprehensive look at all entries before deciding on a shortlist and winners. #### Can I nominate more than once? Yes! You may submit multiple nominations if you’d like to highlight different work, or encourage colleagues and peers to support your nomination. #### Who can submit a nomination? The short answer is, well - anyone! You can either self-nominate or have someone else to nominate you/your team. #### What happens after I submit? Once nominations close you’ll get a confirmation confirming we’re received your nomination. After the close date, our judging panel will review submissions, publish the shortlist, and announce the overall winners during the awards live broadcast listed above. #### Is there a deadline? Yes, ensure you are submitting your nomination between the dates listed above. Late nominations will not be considered. ### 5 hard-won lessons in partner enablement URL: https://www.salesenablementcollective.com/partner-enablement-5-lessons/ Last updated: 2025-10-09T06:41:34.000Z ## **The fundamental truth about partner enablement most companies get wrong** Here's where I see leaders stumble time and time again. They'll tell you, “Our partners are an extension of our sales team.” Stop right there. That's your first red flag. I've spent years figuring out the complex world of partner enablement. At Extreme Networks, we work with over 4,000 partner salespeople. I've learned that, to do channel enablement successfully, you have to understand the difference between the franchise and the value-add experience. ### The franchise experience When you walk into an Apple store, you might be dealing with a franchise partner, but you'd never know it. They wear the shirts, follow the pricing, and deliver the Apple experience. That's a franchise model – you control the experience. ### The value-add experience But most of us in B2B tech? We're operating in a value-add world. Our partners sell our products under *their* brand, as part of *their* solution. They're not an extension of our sales team – they're independent businesses with their own goals, challenges, and priorities. This distinction isn't just semantics. It fundamentally changes how you should approach partner enablement. **Here are five lessons to help you do it well...** ## **Lesson 1: They don't work for you (and that changes everything)** This is probably the most important thing I can share with you: [your channel partners](https://www.salesenablementcollective.com/channel-sales-enablement/) don't work for you. Sounds obvious, but you'd be amazed how often we act like this *isn’t* the case. With your internal sales team, you've got all the levers – salary, [compensation plans](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/), forecasting methods, and a management hierarchy. If someone's not performing, you can coach, correct, or make changes. With partners? You've got none of that. Unless you're in a franchise model with contractual penalties (and let's be honest, most of us aren't), your only real tool is motivation through mutual benefit. That's why the business plan becomes your lifeline. Not some PowerPoint deck gathering dust on a shared drive, but a real, living document with agreed actions, milestones, and accountability. Want to know if your channel team has their act together? Ask to see the [partner business plans](https://www.salesenablementcollective.com/partner-enablement/). If they scramble to pull together some slides, you've got work to do. If they show you a structured process with governance and regular reviews, you're in good shape. ## **Lesson 2: Your quality bar just got higher** Here's something that caught me off guard early in my career. That training video that's “good enough” for internal use? It won't cut it with partners. When content goes external, it represents your brand in a way that [internal sales enablement content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) doesn't. Those spelling mistakes you can laugh off with employees become **credibility killers** with partners. That product name change you forgot to update in the training? Partners will still remember it two years later. Here’s a mistake to avoid that we learned this the hard way at Extreme Networks: We used to create content twice – once for internal use, recreating it at higher quality for partners. What a waste! Now, we create everything with partners in mind from *day one*. It forces us to maintain higher standards, but it also means we're not duplicating effort. Partners have long memories. *Very* long memories. Tell them something's coming, and they'll ask about it a year or two later. Consistency isn't just nice to have – it's essential for maintaining trust. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## **Lesson 3: The siren song of quick wins** Every quarter-end, like clockwork, someone will suggest running a channel incentive. “Let's do a spiff!” they'll say. “Give away some iPads! Send the top performers to Hawaii!” I'm going to tell you something that might be unpopular: these rarely work the way people think they do. Don't get me wrong – I've run plenty of these programs. Sometimes you have to, especially when senior leadership is breathing down your neck for quarterly results. But here's what actually happens: you spend money, create some buzz, and mostly just reward partners who were going to sell your stuff anyway. The real value of these programs? They make internal stakeholders feel like you're doing something. And *sometimes,* sure, that political capital is worth the investment. But don't fool yourself into thinking tactical spiffs are actual *strategy*. Real partner enablement is a slow game. It's about building sustainable processes, consistent engagement, and long-term relationships. It's not as flashy as a trip to Vegas, but it does actually move the needle. ## **Lesson 4: Win hearts *and* minds (just remember hearts last longer)** When I talk about winning hearts and minds, I'm not being poetic. I'm being practical. Winning minds is about logic – ROI, margins, market opportunity. Important stuff, but it only gets you so far. Winning hearts is about those moments when a partner salesperson is stuck, and someone from your team drops everything to help them win their first deal with your product. At Extreme Networks, we're not the market leader. Cisco is. But Cisco's success has made them complacent. Their salespeople don't return calls quickly. They assume partners will wait. We don't have that luxury, so we've made responsiveness our superpower. That salesperson who couldn't register a deal and you helped them navigate the system? They'll remember that for years. The partner who needed emergency support for a customer presentation and your team delivered? That's a relationship that transcends company loyalty. You can't always program this into a formal process, but you can build a culture around it. Make “help them win their first deal” a mantra, not just a metric. ## **Lesson 5: Listen harder (silence is not golden)** Listening to your channel is harder than listening to your internal team. With employees, you've got regular touchpoints, mandated meetings, and formal feedback mechanisms. With partners, you have to work for it. We run a Partner Advisory Council twice a year. What started as informal dinners has evolved into two-day sessions where our most important partners tell us exactly what we're doing wrong and what we need to fix. We make it worth their time – nice locations, exclusive access to product roadmaps, and (most importantly) we actually act on their feedback. 💡 ****Here's a counterintuitive truth: if your partners aren't complaining, you should be worried.** Partners who complain are invested. They see potential and want to help you realize it. Silent partners? They're either planning their exit or making so much money from the status quo that they don't want anything to change. Neither scenario is ideal for long-term growth. [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-192x192-464.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_-5.png)](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) ## **The path forward** Channel enablement isn't just about extending your reach or reducing cost of sale, though those are nice benefits. It's about recognizing that you're not managing employees – you're orchestrating independent businesses toward a common goal. Remember the fundamentals: - Remember they don't work for you - Raise your quality bar - Resist the quick-fix temptation - Build genuine relationships - Listen like your business depends on it (because it does) Whether you're building a channel enablement strategy from scratch or inheriting one that needs work, these lessons will serve you well. They're not glamorous, and they won't produce overnight results. But they're real, they're tested, and they work. The next time someone tells you the channel is just an extension of your sales team, you'll know better. And more importantly, you'll know what to do about it. --- ## Looking for next steps? 10,000+ sales enablers from all over the world trust SEC to be the go-to resource for their learning and development. Benefit from our community-led resources through the insider plan, for free! - **Templates and frameworks:** Save time with battle-tested and ready-to-use templates. 📖 - **SEC-GPT:** Solve challenges with the cumulative knowledge of our community. 🤖 - **Real-world case studies:** Hours of insights from leaders at Uber, Oracle, Adobe, and more. 🗣️ - **Industry insights:** Ungated access to first-hand research from thousands of sales enablers in our annual Salary and Landscape Report. 📈 - **Supportive community:** Join our global community of sales enablers whom you can bounce ideas around with and get support from other like-minded professionals. 🤝 Accelerate your career without spending a dime. Become an SEC insider now. 👇 [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### Real strategies for building a scalable partner enablement program URL: https://www.salesenablementcollective.com/partner-enablement-the-complete-guide-to-building-a-scalable-program/ Last updated: 2025-10-09T07:11:19.000Z Ever been told you're not qualified for a job you *really* want – and then talked your way into it anyway? Well, maybe not, but that's exactly how my 15-year journey in partner enablement began, and here I am – running partner enablement and technical sales enablement at 1Password, and yes, now presenting myself as an expert on the subject. As it turns out, [partner enablement](https://www.salesenablementcollective.com/partner-enablement/) was quite different from what I'd done before, but that leap into the unknown taught me everything I know about building partner enablement programs from the ground up. So, here's what I want you to remember as we dive into this article: **Don't let the scale of any program overwhelm you.** I've run programs of various sizes at different tech companies, and the key is always to right-size everything to where you are in your journey. Whether you're supporting 50 partners or 5,000, the strategic frameworks I'm about to share will help you create structure, [gain stakeholder buy-in](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/), and – most importantly – know when to say no. Because trust me, in partner enablement, you'll need to say no a lot. Let’s get started. ## **The evolving partner ecosystem** When you think about sales enablement, you think about that **multiplier effect**, right? You're a [strategic partner](https://www.salesenablementcollective.com/strategic-tactical-partnerships-that-drive-the-enablement-success/), a change agent, doing great things in the go-to-market function. Partner enablement is essentially that same force multiplier, but we're overlaying what the sales enablement team does and pushing it out to an external audience. Really, partner enablement is just an extension of your internal teams. The entire partner ecosystem has changed drastically over the last 15 years. Understanding these changes is critical to building effective partner enablement programs, so here are a few of the major changes I’ve noticed: ### **🤝 From transactional to value-driven** The biggest change? We've gone from very transactional relationships to value-driven ones. In the past, partners were entities that could conduct business for us, they could sell our stuff, and that was it. Now, we talk about the value we bring to partners and the value they bring to us. It's a two-way street, and value-driven selling is top of mind when we talk with partners. ### **💻 Digital transformation impact** When I started in partner enablement 15 years ago, we did a four-day in-person boot camp. We'd fly all our partners from around the country to our corporate headquarters to introduce them to all our salespeople. That doesn’t happen anymore. *No way* could you get somebody to foot the bill to come to your corporate headquarters for a four-day training. [Digital transformation](https://www.salesenablementcollective.com/the-impact-of-digital-key-account-management-on-sales-enablement-members/) has been massive in the partner world, and honestly, we wouldn't be able to scale without enablement platforms. ### **📊 The expansion of partner types** When I started, we had distributors, resellers, and some VARs. That was it. It was so easy. I miss those days. Now we have managed service providers, agencies, and strategic alliances. The list just goes on and on. Now I have a VP of Channel, a Head of MSP, and a Director of Alliances. They don't all sit under the same structure; they all run their businesses differently, and they all want to get on your [enablement plans](https://www.salesenablementcollective.com/tag/sales-enablement-strategy/) because their business is the most important business to our business. They hear the word "partnership" and think partnerships are all the same across the board. They're not. Teaching those nuances is definitely a challenge. ### **🛠️ Data-driven enablement challenges** This is really hard in the partner world. I don't have as much control over the data, especially when dealing with distributors. They might not even come to our enablement platform. Data-driven enablement with partners takes on a whole new layer of complexity. ### **🌱 Collaborative ecosystems** Value-added resellers and system integrators used to be very siloed. Not anymore. When you talk to your alliances director at AWS, they say, "Oh, we want to work with this tech vendor you have a story with. And this SI really likes both your products. So how are you going to put AWS together with your product, with another product, with an SI, and sell that as one solution?" And on top of that, all the teams – not just my team and my partners, but the tech vendors and their partners – all have to tell the *same* message to *everyone*. [Partner enablement plan templateEquip and empower your partners to succeed with a strategic, actionable enablement plan.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-461.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Partner-enablement-plan-template-2.png)](https://www.salesenablementcollective.com/partner-enablement-plan-template-framework/) _This post is for paying subscribers only._ ### Chatbots, Voice, or Immersion: Which AI training really prepares reps? URL: https://www.salesenablementcollective.com/which-ai-training-really-prepares-reps/ Last updated: 2025-10-07T08:28:30.000Z Everyone’s asking if AI roleplay can actually improve sales performance or if it’s just another tech gimmick. The truth? Effectiveness depends on how closely training simulates the real game - not all roleplay is created equal. Just like pilots need simulator hours, sales reps need immersive practice that mirrors high-stakes customer conversations. The difference between surface-level training and real-world readiness is immersion. Join us, **UneeQ**, and LinkedIn Top Voice special guest, as we dive into what makes AI training effective and why digital humans are setting a new bar for enablement. In this **complimentary live session**, we’ll explore the science of immersion, how digital humans capture real buyer nuance, and why realistic simulations build lasting sales confidence and skills. --- ### **Insights you'll walk away with:** 1. **Mastering conversational depth:** How to create realistic buyer interactions that help reps feel like they’re talking to an actual prospect. 2. **Building essential soft skill**s: Proven ways to practice active listening, emotional intelligence, and empathy through immersive training and tailored feedback. 3. **Reading the room with confidence:** Giving reps the space to practice non-verbal cues, adapt communication in real time, and connect more personally to convert more deals --- ### **Solving key pain points, such as:** - Sales leaders lacking time, visibility, and scale to coach effectively - Traditional roleplay being ineffective, unrealistic, and inconsistent - Poor training and roleplay leaving reps with a lack of confidence and burning pipeline on poor conversations - Training investments fading without reinforcement or practice - Reps disengaging from basic training and enablement materials --- ### **Meet the experts:** **Danny Tomsett, Founder & CEO, UneeQ** Danny is the CEO and founder of **UneeQ**, a global leader in AI digital human technology. A lifelong innovator, he’s passionate about humanizing technology and creating emotionally resonant interactions that transform training and customer experiences. Danny’s entrepreneurial track record includes founding and exiting a telecommunications company at 25, winning the Sir Richard Branson Virgin Business Challenge, and being named an EY Entrepreneur of the Year finalist. Originally from New Zealand, he now lives in Austin with his wife and four teenage kids. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/Danny-1.png) **Jon Macaskill, retired Navy SEAL Commander**, **turned mindfulness teacher** Jon is a retired Navy SEAL Commander turned leadership and mindfulness coach. During his 24-year Navy career, he served in multiple highly dynamic leadership positions from the battlefield to operations centers and the boardroom. From those experiences and his later introduction to mindfulness, he has gained a wealth of knowledge about what it takes to be a great leader. He is passionate about passing that knowledge along, helping organizations and people become the best versions of themselves. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/Jon_headshot.jpeg) ### The complete 90-day sales onboarding plan URL: https://www.salesenablementcollective.com/90-day-sales-onboarding-plan-framework/ Last updated: 2025-11-13T14:28:34.000Z Bringing a new sales rep on board isn’t just about filling a seat. Those first 90 days are critical — they set the tone for retention, ramp-up speed, and long-term performance. This 90-day onboarding framework gives you a structured plan to welcome new hires, build their confidence, and accelerate their journey to quota-carrying success. ## What’s inside the template? This step-by-step onboarding plan breaks down the first three months into manageable stages, helping managers and reps stay aligned and focused: - **Day 0 (Pre-boarding):** How to fine-tune your process, set expectations, and prepare resources before your new hire’s first day. - **Days 1–30:** Build a strong foundation with training, goal-setting, and early practice opportunities. - **Days 31–60:** Assess knowledge and identify gaps with structured tests, feedback loops, and coaching sessions. - **Days 61–90:** Transition from learning to doing — roleplay, collaboration, and live practice designed to prepare reps for real-world selling. ## Get your free 90-day sales onboarding template ### In-person SKO: Avoiding stress and achieving success, with Stephanie White URL: https://www.salesenablementcollective.com/in-person-sko-avoiding-stress-and-achieving-success-with-stephanie-white/ Last updated: 2025-11-21T13:05:43.000Z ## More resources: [7 expert tips for a successful sales kickoff (SKO)Learn to make your future sales kickoffs/SKOs memorable and engaging, with the help of enablement experts who’ve done it before.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-458.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles-8-1.png)](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) ### Sales Enablement Summit San Francisco, 2025 URL: https://www.salesenablementcollective.com/sales-enablement-summit-san-francisco-2025/ Last updated: 2025-09-24T15:07:52.000Z Catch up on every session from SEC San Francisco, including sessions from Google, Visa, Amex and more. _This post is for paying subscribers only._ ### Decoding sales plays: Deliver measurable results across diverse teams URL: https://www.salesenablementcollective.com/decoding-sales-plays/ Last updated: 2025-11-07T09:56:27.000Z Ask five people for a definition, and you’ll likely get 25 different answers. The result: Misunderstandings, wasted time, and misaligned expectations, leaving Enablement teams scrambling. In this webinar, hear from **Outreach** as they share a practical, actionable guide to running sales plays that deliver measurable results across diverse teams. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/ca3ed1df-6966-4a8d-8e6b-cd5802a5db57) ### What you'll learn: - The clear definition of a sales play and how it differs from a standard sequence - The essential elements, teams and AI-powered tools needed for seamless execution - Real-world examples of sales plays done well (and poorly) to show what really works ### What is being addressed: - Confusion and misalignment around sales plays: Teams often interpret sales plays differently, leading to inconsistent execution and friction between sales and enablement. - Wasted time and reduced productivity: Misunderstandings force Enablement to continually clarify, train and correct approaches. - Inefficient use of tools and AI: Teams struggle to make full use of available technology, missing opportunities to streamline processes and deliver measurable results. Whether you want to align stakeholders, accelerate sales outcomes, or optimise your enablement strategy, this session will give you the clarity and confidence to empower your teams and run sales plays that succeed across your region. ### **Meet the expert:** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/kamille-ramirez-outreach.jpg) **Kamille Ramirez - Director, Strategy & Enablement, Outreach** Kamille Ramirez is the Director of Strategy & Enablement at Outreach, the leading AI Revenue Workflow Platform. She champions CROs, executives, and sales leaders to turn sales strategy into measurable results. With deep experience in sales, scaling digital transformation, and exceeding revenue goals from her time in high-growth SaaS, Kamille has led initiatives that modernize sales processes, launch new go-to-market motions, and embed AI-driven selling into daily workflows. ### What are the top challenges in implementing sales training programs? URL: https://www.salesenablementcollective.com/what-are-the-top-challenges-in-implementing-sales-training-programs/ Last updated: 2025-09-22T17:00:48.000Z Sales training can transform revenue, but implementing it successfully is easier said than done. From low adoption to proving return on investment (ROI), sales leaders face recurring hurdles. Breaking down the top challenges in implementing sales training programs and highlighting companies that help businesses overcome them effectively can make it easier. ## Top challenges in implementing sales training Even the most well-designed sales training programs often face challenges from real-world implementation. Before looking at the top providers, it is worth exploring companies' biggest obstacles and how to overcome them. ### Low adoption rates One of the biggest challenges is getting sales teams to use the provided training. Employees often resist change or fall back into old habits, making adoption a struggle. Ensuring leadership buy-in and weaving training into daily workflows can boost long-term engagement. ### Lack of ongoing reinforcement Sales training is not a one-and-done event. Without continuous reinforcement, many reps forget what they learned. Ongoing coaching, refreshers and digital reinforcement tools help lock in learning and sustain performance improvements. ### Measuring ROI Proving the value of sales training is tricky. Many companies fail to link training outcomes to measurable key performance indicators (KPIs) like revenue growth, deal velocity or win rates. Using analytics and clear success metrics from the start makes it easier to show ROI and secure continued investment. ## Methodology A combination of relevance, industry expertise and measurable impact helped determine this list of top sales training providers. Each company was evaluated according to several criteria, including: - **Program customization:** Ability to tailor content to specific industries, roles and sales processes - **Delivery flexibility:** Options for in-person, virtual and blended learning formats - **Reinforcement and adoption:** Methods to ensure sales staff retain and apply skills long-term - **Measurable outcomes:** Integration with KPIs, customer relationship management systems or dashboards to track ROI and performance improvement - **Industry recognition and client success:** Track record of success across B2B organizations and sales teams Companies were ranked according to their strengths in addressing common challenges in implementing sales training programs. This approach ensures that the list provides actionable insights for organizations seeking training solutions and clearly compares each provider’s core strengths. ## The best providers of sales training solutions ​​Choosing the right sales training provider means finding a partner to transform your team's confidence, communication and closing power. These five companies represent the top providers of sales training solutions. ### Janek Performance Group — Closing the relevance gap Generic training rarely sticks because it does not mirror real selling moments.[ Janek Performance Group](https://www.janek.com/) solves this with discovery-led design, customizing curricula to your market, buyer personas and sales motion. Janek Performance Group also emphasizes reinforcement with microlearning, spaced practice and certification to protect your investment long after the workshop ends. Programs can be on-site, virtual or hybrid and paired with assessments and performance metrics to show lift in activity quality and conversion rates. **Key features:** - Custom discovery with industry-specific and role-tailored modules - On-site, virtual, e-learning and microlearning options - Manager enablement and coaching playbooks - Reinforcement methods, including spaced practice, certification and refreshers - Outcome alignment with KPIs and dashboards **Best for:** B2B organizations seeking practical, immediately applicable training with measurable performance impact ### Richardson Sales Performance — Securing leadership buy-in Training only scales when leaders sponsor it and model the behaviors. [Richardson Sales Performance](https://www.richardson.com/) specializes in executive alignment through building a clear change narrative, setting expectations and equipping leaders to coach consistently. Programs map to commercial goals like win rates, deal size and cycle time and include ROI storytelling so the C-suite can see where value begins. Digital learning paths and live practice make the experience scalable without losing depth. **Key features:** - Executive workshops to define vision, roles and sponsorship - ROI frameworks and reporting to justify continued investment - Communication toolkits for cascading change across functions - Modular learning paths for reps and managers **Best for:** Companies that need visible, durable executive sponsorship to drive adoption and accountability ### Sandler Training — Driving consistent adoption Inconsistency is one of the biggest causes of failure after launch. [Sandler Training](https://www.sandler.com/) addresses this with a repeatable operating system for selling and coaching. Reinforcement labs, peer practice and certification keep concepts alive. Front-line manager training ensures coaching happens in pipeline reviews and one-on-ones. A large global network supports multiregional rollouts, while licensing enables ongoing access to tools, templates and refreshers so behaviors stay fresh. **Key features:** - Structured reinforcement with labs, clinics and certificationsManager enablement to embed methods - Scalable licensing for multi-team and multiregional coverage - Playbooks and talk tracks aligned to each stage of the sale **Best for:** Organizations prioritizing disciplined, long-term adoption across diverse teams ### BTS — Training remote and hybrid teams Distributed teams require engagement across a more expansive network. [BTS](https://www.bts.com/) delivers immersive simulations and cohort-based virtual workshops replicating real selling pressure, including branching scenarios, customer role-plays and deal strategy labs. Experiences scale globally with localization and mobile access, while pre-assessments, post-assessments and on-the-job challenges turn learning into behavior change. Manager guides help translate simulation insights into pipeline movement. **Key features:** - High-fidelity virtual simulations and scenario branching - Cohort learning with live facilitation and peer feedback - Global scalability with time zone-friendly localization and mobile delivery - Pre-assessments, post-assessments and real-world application challenges **Best for:** Remote or global sales organizations needing engaging digital experiences that still drive real performance ### Korn Ferry — Sustaining long-term behavior change True impact often shows up months later. [Korn Ferry](https://www.kornferry.com/) connects sales skills to talent systems — such as competency models, success profiles, assessments and coaching — so training is reinforced by hiring, development and performance management. Microlearning and nudges keep skills fresh, and manager coaching and success metrics keep the change visible. The result is not a one-off event but an integrated enablement ecosystem. **Key features:** - Competency models and success profiles tied to sales roles - Assessments to personalize learning and coaching plans - Ongoing microlearning, nudges and refreshers - Manager coaching frameworks and progress analytics **Best for:** Enterprises aiming to embed sales excellence into talent and performance systems for durable results ## At a glance A side-by-side comparison can make finding the right partner to help you navigate the top challenges in implementing sales training programs easier. | Company | Key Strength | Global Reach | | ---------------------------- | ----------------------------- | --------------------------------------- | | Janek Performance Group | Real-world, tailored training | North America and select global clients | | Richardson Sales Performance | Leadership alignment | Worldwide | | Sandler Training | Adoption consistency | Worldwide | | BTS | Remote and hybrid enablement | Worldwide | | Korn Ferry | Sustained behavior change | Worldwide | ## Closing the deal Whether you are after global reach, leadership alignment or practical, real-world application, the right training program can mean the difference between hitting targets and exceeding them. With so many top-tier providers on the market, the real win comes from matching their strengths to your organization's unique goals. Invest wisely and you will raise the bar for your team's performance. ### Leadership development: Why quick fixes don’t work (and what to do instead) URL: https://www.salesenablementcollective.com/leadership-development-why-quick-fixes-dont-work-and-what-to-do-instead/ Last updated: 2025-10-09T07:12:25.000Z What makes someone a [great leader](https://www.salesenablementcollective.com/tag/leadership/) – a weekend seminar, a bestselling book, or something deeper? I’m **Brian O’Mahony**, **Global Head of Sales Operations** at **Keyloop**, and I’ve spent a lot of time wrestling with that question. The truth is, [leadership development](https://www.salesenablementcollective.com/enablements-influence-on-leadership-and-professional-development/) is one of the most talked-about topics in business, but also one of the most misunderstood. And here’s what I’ve learned: quick fixes don’t work. No crash course, no two-day workshop, no “magic formula” can transform someone into a leader overnight. Leadership is less about ticking boxes and more about transformation – of how we think, how we act, and how we see ourselves. In this article, I want to share what leadership development really looks like, why it matters so much for sales enablement professionals, and how we can move beyond quick fixes to build leadership that lasts. Let’s dive in. ## **Why leadership development matters for organizations** Let’s start with the obvious question: why bother with leadership development programs at all? There are three big reasons: 1. **Retention of top talent** – High performers want to grow. They want stretch goals, challenges, and opportunities to step up. If we don’t give them those opportunities, they’ll go somewhere else. Leadership development is one of the most effective ways to retain them. 2. **Diversity of leadership** – Programs open the door for leaders from different backgrounds, genders, skill sets, and geographies. When you invest broadly, you widen the leadership pipeline. 3. **Strategic thinking** – A [strong development program](https://www.salesenablementcollective.com/how-to-build-a-world-class-sales-leadership-development-framework/)the equips organizations to cope with future challenges. It builds problem-solving capacity at all levels. Here’s the mistake I see far too often: companies spend most of their development time on underperformers or “average” performers, hoping to bring them up to standard. But the high performers – the ones hungry for growth – often get left behind. That’s backwards. Those people *want* development, and they’re the ones who will create the most impact if we invest in them. Now here’s where I ruffle some feathers: the training industry spends an obscene amount of money on leadership programs, but most of it misses the mark. Why? Because most of it is just **training**. You send people on a two-day course. Maybe a week-long seminar if you’re feeling generous. You dip them in, and expect them to come out transformed. But leadership doesn’t work that way. You can’t read a book, tick a box, and suddenly be a leader. Development is slower, deeper, and harder than that. And it requires one thing that training often overlooks: the transformation of the self. [Enablement’s influence on leadership and professional developmentGreg Hall draws on his experience to explore the strategies enablement can employ to create future leaders within an organization![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-454.png)Sales Enablement CollectiveGreg Hall![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-12-1-2.png)](https://www.salesenablementcollective.com/enablements-influence-on-leadership-and-professional-development/) _This post is for paying subscribers only._ ### From demo to deal: Building buyer-first enablement in the self-service era URL: https://www.salesenablementcollective.com/buyer-first-self-service-era/ Last updated: 2025-11-19T08:26:34.000Z Shift from “sales enablement” to buyer enablement - without rebuilding your stack. Are you looking to increase demo to discovery conversions, improve buyer engagement or demonstrate measurable ROI for enablement initiatives? Then join us and **Arcade Sofware** for a practical, hands-on webinar where we reveal how to create a **buyer-first experience** that accelerates deals, drives consistency, and scales without overwhelming your team. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/31dad13a-829a-437e-96d2-0280cee62a35) --- ### What you’ll learn: - **Interactive demos as first touchpoints:** Qualify, educate, and accelerate deals through a **story-driven journey**. - **Demo-to-Discovery handoff:** Playbooks, roles, and SLAs that prevent leakage between marketing, SE, and AE while keeping the buyer narrative consistent. - **Measuring impact:** Track **time-to-value, demo-to-meeting conversion, and deal velocity** within a unified story arc. - **Digital sales rooms & AI-assisted insights:** Real examples that create continuity from demo to signature, with storytelling strategies across multiple demos. --- ### Why you should attend: **Pain:** Buyers avoid reps until late; content is scattered. **Solution:** Design a **buyer-first path** with interactive demos and digital sales rooms that centralize assets and surface intent—anchored by a clear, connected narrative. **Pain:** Demo quality is inconsistent; personalization doesn’t scale. **Solution:** Use **templatized, interactive demos** with light personalization and storytelling patterns so buyers experience a coherent journey. **Pain:** Handoffs break—great demos don’t always lead to scheduled discovery. **Solution:** Define a **Demo-to-Discovery playbook** with SLAs, triggers, and routing that maintain narrative continuity across teams and stages. **Pain:** Hard to prove enablement ROI. **Solution:** Track **engagement depth, revisit rate, meeting creation, and deal velocity**, framed within a story arc that shows how demos move buyers from first touch to signature. --- ### **Meet the experts:** ### ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/unnamed--5-.jpg) **Erik Rhoten - Account Executive, Arcade** Erik Rhoten is Arcade’s most tenured AE and a go-to-market strategist with a psychology background. He’s led hundreds of enterprise evaluations across PLG and sales-assisted motions, turning static tours into interactive, measurable buyer journeys. Erik coaches teams on the Demo-to-Discovery handoff, digital sales rooms, and the metrics that prove enablement ROI—demo→meeting rate, time-to-value, and deal velocity. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/0-1.png) **Simon Harvey - Founder, Managing Director, Demodia** Simon Harvey is the founder and CEO of Demodia, a B2B go-to-market and revenue operations agency. For over 20 years, he has advised leaders of mid-sized and scaling software companies worldwide, helping them simplify complex sales cycles with clear messaging and unignorable digital sales programmes. His work equips teams with the tools and tactics they need to close complex deals faster and drive sustainable growth. ### 5 actions to scale GTM enablement as a solo practitioner URL: https://www.salesenablementcollective.com/5-actions-to-scale-gtm-enablement-as-a-solo-practitioner/ Last updated: 2025-09-18T10:00:38.000Z Being the first enablement hire is daunting — especially if your ultimate goal is to build a go-to-market enablement function that touches every part of the business. I’ve been there. In this article, I’ll share what I learned starting from zero so you can avoid the pitfalls, focus on what matters most, and build your enablement function with confidence. If you’ve recently stepped into a solo enablement role with a to-do list that feels a mile (or several kilometers) long, this is for you 👇 ## Onboard yourself Too often, enablement professionals (myself included) want to get straight into the work and immediately start executing. The role's usually been open for however many weeks or months, meaning there’s a gap that's been waiting to be filled. And naturally, there's often a list of 17 projects your manager wants you to get started on right away. I see it time and time again, even with our own new hires, that enablers don't ever finish the whole program because they feel they have other work they need to get into. **But that is a really big miss.** In a strategic role like enablement, if you want to set yourself up as a strategic business partner, then you have to understand: - The business - The players - The product Before you can start to design solutions that will actually work. There’s a book I read when I first started in my current role called [The First 90 Days](https://hbr.org/books/watkins), which I can’t recommend enough. I’ve reread it a few times since, including when I was promoted or started working for a new manager. And off the back of that book’s advice, I took 30 days to truly get onboarded, understand the people I was working with, and fully get to know the product. This was so helpful because it set a strong foundation for what I would then go and build. I know committing this time to onboarding yourself gets harder the more senior you get, but it actually becomes even more important the more senior you are. [Sales enablement playbook: strategy frameworks and executive buy-inSeasoned enablement pro Thomas explains the purpose and utility of an enablement strategy, and shares a framework you can adopt to move your team from reactive to proactive.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-438.png)Sales Enablement CollectiveThomas Cheriyan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-24-1-1.png)](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/) ## Start prioritizing The next thing you'll probably say is: "*But wait, how can I onboard myself? My boss gave me 17 different things to get done!*" Great – that's where prioritization comes in. I’ve also experienced that situation, and what I said was: “*I can't do all of these at once. As a solo practitioner, there's only so much I can do – so help me prioritize what’s most critical.*” ### Eisenhower matrix One of the tools that I regularly use to prioritize is the Eisenhower matrix (some of you may be familiar with this). ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/Eisenhower-prioritisation-matrix.png) The Eisenhower matrix helps you prioritize tasks based on their urgency and importance. You can use the matrix virtually, filling out each section, or you can literally map it out with sticky notes on a whiteboard. This lets you move items between sections on the fly, which has helped me think through where I need to focus. When I first started in this role, there were two really big items on the agenda: - Building onboarding for our reps (with a new cohort starting in six weeks) - Creating our first ever sales kickoff On top of that, there were some other things like evaluating a new Learning Management System (LMS) and building out an upskilling program. The biggest priority was building onboarding for our incoming sales reps (while onboarding myself) because there was a time crunch. Six weeks after I joined, a new cohort of sellers was coming in, and it had to be ready by the time they started. Considering the Eisenhower matrix, that onboarding program was both important and urgent. That set a very clear direction for what I needed to do. Remember to be critical while prioritizing. I think this is where enablers get stuck because we can get overwhelmed. Most of us go into enablement because we want to help people. It’s used negatively sometimes, and this is not how I mean it, but the term “people pleaser” comes to mind. It can be hard to say no because we want to help the business, and all the ideas coming in are good ones. But ultimately, saying “no” allows you to focus on the most urgent and important, and better yet, sets you up to thoughtfully design and execute that which is important and *not* yet urgent. ### Business impact and percentage of population If you’re struggling to prioritize even with the Eisenhower matrix (which happens to me all the time!), try narrowing your focus to business impact. If you’re supporting a bunch of different teams (think BDRs, AEs, channel partners, etc.), ask yourself: What will truly have the biggest impact on our organization? It’s likely going to be your large account AEs, the folks going after the biggest deals – the “*whales*”, “*elephants*” (or whatever fun animal term your leaders like to use). However, there might be some smaller initiatives that you can complete for other groups while working on larger projects for that team. Another way to look at this is to focus on the percentage of the population you support. If you’re supporting both a very specialized team of two people and a team of 300, obviously focus first on the latter – there's going to be a larger impact to be had there. **While simple, it can be easy to forget!** Especially when you want to provide value for every team equally, sometimes you have to say “*no*”, “*not now*”, or “*I can support in this way vs. the way that the leader of the smaller organization may be requesting*”. [A no-bulls\*\*\* guide to measuring sales velocityChristi discusses why the key to measuring sales enablement impact is leaving irrelevant metrics behind and focusing on the most important - the sales velocity equation.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-440.png)Sales Enablement CollectiveChristi Loucks![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Kantata-Ben-Jones-The-evolution-of-enablement-How-to-drive-strategic-change-in-GTM-operations-3-1-3.png)](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/) ## Build cross-functional relationships Cross-functional relationships are *so* important. It sounds obvious, but when I say that, I mean building relationships at *every* single level, across the *entire* organization. ### Individual contributors For example, starting with individual contributors, I started to have one-on-ones with key sales reps from across the org. For many years, I kept in touch with these reps on a one-on-one basis. These conversations offer so much that you wouldn’t otherwise hear.I always try to ask myself: What's going on that I can't find in a conversational intelligence tool (like Gong), read in the CRM, or look up in our data platform? If I'm doing my job, I'm well informed about the business based on the information from those tools. But, I also need to understand the factors that aren't being tracked. It may not be realistic to have one-on-one meetings in your role or based on the group you support. Something to consider is implementing a sales advisory council. Now there's a group of people across the sales team that can provide you with feedback every month. That's the scalable version of those one-on-one sessions. ### Frontline managers Frontline managers, as we know, are both the most critical group and the hardest to unlock – they will probably present a continual opportunity for enablement leaders until the end of time! Managers are critical partners, but also among the most stretched. They’re balancing coaching, deal involvement, and forecasting. My approach has been to meet them where they are — bringing clear, actionable resources that remove friction rather than adding to their workload. ### Senior leadership Gaining visibility and a seat at the table with senior leaders is essential. At the same time, it’s important not to operate exclusively at the top or bottom of the org chart. If you only listen to leadership, you miss ground-truth insights. If you only listen to reps, you risk being disconnected from strategic priorities. The goal is balance. ### Bring a point of view to conversations Building these relationships is as simple as setting up a one-on-one. “Hey, this is what I'm thinking, and I’d love to get your input on this.” **What’s always helpful is to come to these conversations with a point of view.** If I just say, regardless of what level the person is, “*What do you need? What's helpful? Where are you stuck?*”, those are such amorphous questions that they become difficult to answer. Instead, share an observation and invite input: For example: “*I'm seeing that our conversion rate between these two stages is really poor. I suspect it’s due to X or Y. Does that resonate with you?*” That line of questioning provides people with something to react to and this approach gives partners something concrete to react to and establishes you as a strategic problem-solver, rather than just a note-taker. [Making the shift from reactive to proactive enablementDiscover the importance of proactive enablement and how to move from a reactive approach to a proactive strategy for success. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-445.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Shifting-from-reactive-to-proactive-enablement----1--4.png)](https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/) ### Be proactive and help leaders understand what good enablement looks like When you’re starting out, especially as a solo practitioner, and especially if you're building from the ground up, senior leaders tend to be unfamiliar with what good enablement looks like – either because it's hasn’t been done before, or it hasn't been done to their liking before (that's probably why you were hired). For example, early on, I asked for a meeting with the Chief Revenue Officer and to share initial progress on the onboarding program and the business impact of it all – to ensure I was hitting the mark and capturing any gaps they were seeing, but also to underscore the importance of the enablement work that I was doing. The CRO was likely not thinking about inviting me to an upcoming meeting to discuss this, but by taking the initiative to share, it put the effectiveness of onboarding on their radar and set up the opportunity for me to ask for a quarterly one-on-one which served me and the enablement initiatives I was driving so well! > *Having a proactive spirit has been really helpful throughout my career.* Sometimes, being proactive means educating cross-functional partners, too. For example, with sales kickoff planning, I often needed to walk teams through the fundamentals — things like how much these events typically cost, what makes them effective, and how to curate an experience that truly drives impact. ### Facilitating dialogue with enablement partners Beyond those up-and-down relationships with individual contributors, managers, and leaders, you also need to consider all the partners you work with. Think Product marketing, various Ops teams, Product, Legal, HR, etc. One thing that I found useful was to facilitate dialogue between all those teams, setting up a meeting we originally called “The Five Families” meeting (it has since been renamed). This was a recurring quarterly meeting with the groups that have an impact on or need to connect with the sales team. We met quarterly and discussed what’s on each of our roadmaps and how we can align on those. Before these meetings, everyone was peppering sales with different things, which made for a disjointed experience for the sales team and sometimes duplicate cross-functional work. It's as simple as gathering these people together, coming up with an agenda, and asking: “*What's on your roadmap? What's on my roadmap? How can we prioritize together? What do we need to escalate to leadership? What can we deprioritize?*” It's very easy, especially in a remote world or across time zones, to get stuck working in your little silo. These types of meetings and relationships will become even more important as you go on to build towards go-to-market enablement rather than just enablement for the sales team. As an enablement function, you need so much more than just the sales team – these cross-functional relationships are so critical to getting things done in an organization. The more people you work with, the stronger those relationships need to be. [How can you involve frontline managers in your enablement? And more, with Gail Behun!Highlights from our AMA with Gail Behun. She discussed how to coach the coaches, achieving scalability, and fostering a positive culture.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-442.png)Sales Enablement CollectiveGail Behun![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-15-1.png)](https://www.salesenablementcollective.com/how-can-you-involve-frontline-managers-in-your-enablement-and-more-with-gail-behun/) ## Understand data and outcomes Outcomes should be at the heart of everything you do in enablement, whether you’re building from zero or leading a go-to-market enablement team. It seems foundational, but starting with the end is key. For example, let’s look at onboarding. You may hear things like: “*We need to have a session with the CEO*”, you’re told. Okay, but why do we need a session with the CEO? (Of course, we want a session with the CEO!), but it’s important to agree on the desired outcome of the time spent with the CEO and the new hires. What are we hoping to achieve: Inspiration? Education? Connection? Depending on the answer it could greatly shift the approach to the “CEO Session”. Sticking with the onboarding example, instead of looking at the mass of content that needs to be delivered, look at the outcomes you need from the new hires instead. One of my favorite questions to ask is: how will you know when a new hire is “ramped”? (Note: it can be a hard question to answer, but is so critical to define.) For my big onboarding project, I built a 30-60-90 day plan, which outlined what we want new hires to: - **Do** - **Say** - **Feel** At those critical points of their onboarding experience. A well-known enablement platform uses the “**Know, Do, Say, Show**” Model, which is great too. I drafted what I thought made sense for our reps at 30, 60, and 90 days, and had the management team review it. That process allowed us to see things like “*We don't need to do a certification on Topic X until 60 days, because new hires don't actually need to know that until then*”. This is so useful because during onboarding, in particular, we’re guilty of cramming too much in too short a timeframe. It’s about temporarily pausing that part of your brain that’s telling you nothing but “*accelerate time to ramp and make money for the business*,” so that you can assess what new reps actually need. As I referenced at the beginning of this article how enablement leaders can force the onboarding process too-quickly, the same thing can happen with our reps. Whether you’re planning a sales kickoff, launching a new program, designing a newsletter, or rolling out a tool, always think about the change of behavior that you want to influence by the end of the project – start with the end in mind. Once you’ve established that, then you can start to figure out the programs, communications, and experiences you need to map out to make that change of behavior happen. ### Kirkpatrick model And when it comes to measuring whether that desired outcome actually happened? I use the Kirkpatrick model – it’s a straightforward way to measure, and while I know some enablement professionals prefer other models, I find it effective and easy for non-enablement colleagues and leaders to understand. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/The-Kirkpatrick-Model.png) The Kirkpatrick model asks whether: - People are engaging with material/experience/comms/initiative - They’re actually learning something - You’re seeing a change in behavior - That change in behavior is having the business outcomes you want Using the Kirkpatrick model helps you move beyond surface-level conversations with senior leadership. Instead of: “*Train the reps.*” “*Done — they can deliver the new pitch.*” "*Okay, but is it making a difference?*” “*…We don’t know*.” You can point to clear evidence of learning, behavior change, and business outcomes. Your tech stack can help you here, especially if you own it as an enablement team. Conversation intelligence tools, learning management systems, and enablement platforms will make your life easier in this regard. --- Here’s a real-life example of starting with the end in mind using the Kirkpatrick model: I worked with a sales team that was underperforming, and at first the instinct was to add more training. But when we looked closer, the real issue wasn’t content — it was engagement. Reps weren’t even participating in the learning opportunities already available (Kirkpatrick level one). So instead of creating yet another certification, we asked: *How can we make learning more accessible and engaging?* We experimented with different formats — shorter manager-led practice sessions, one-page job aids, and even quick-hit podcasts that reps could listen to on the go. Those changes got reps participating again, which was the actual behavior shift we needed. It was a reminder that adding “*more training*” isn’t always the answer — sometimes it’s about rethinking delivery to achieve the desired outcome. [Enablement metrics 101Carly Lehner discusses enablement metrics 101: Why metrics matter, which metrics to use, and how to use data to inform your enablement strategy.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-443.png)Sales Enablement CollectiveCarly Lehner![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Kantata-Ben-Jones-The-evolution-of-enablement-How-to-drive-strategic-change-in-GTM-operations-2-1-3.png)](https://www.salesenablementcollective.com/enablement-metrics-101/) ## Advocate for yourself Being a solo practitioner in a function that’s still not fully understood can be tough. In some organizations, enablement is still seen narrowly as “*just training*” rather than a strategic growth driver. That’s why it’s critical to advocate for yourself — whether you need more time (“*I’d love to take this on, but realistically I can’t do all of it at once*”) more budget, or more headcount, you’ll often need to make the case for enablement’s value. One approach that’s helped me is leveraging external partners when it makes sense. For example, with large-scale events, we’ve partnered with event specialists, instructional designers, and sales trainers. These resources can extend your reach and impact — but you’ll only get access to them if you ask for what you need. Another powerful way to advocate for yourself is by **defining success on your own terms before someone else defines it for you**. If you wait for leadership to ask, “*What’s enablement doing for us?*” you may be on the defensive. But if you proactively set goals, establish metrics, and report on progress, you demonstrate the business value of your work before anyone questions it. And that’s the thread running through all of this: being proactive about your role, your resources, and your impact. **Last but not least, don’t be afraid to be inventive!** Try to learn from resources like the Sales Enablement Collective community to find out what your peers are doing, and bring something fresh and new to your org to help you stand out. [7 expert tips for a successful sales kickoff (SKO)Learn to make your future sales kickoffs/SKOs memorable and engaging, with the help of enablement experts who’ve done it before.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-444.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles-8.png)](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) ## Wrapping up I hope this gives you a clearer sense of direction as you build your enablement function. Remember to: - **Onboard yourself** - **Start prioritizing** - **Build cross-functional relationships** - **Understand data and outcomes** - **Advocate for yourself** These five practices won’t just help you survive as a solo practitioner — they’ll help you establish credibility, earn a seat at the table, and lay the foundation for a scalable, go-to-market enablement function. Enablement is still evolving as a discipline, and that gives us a unique opportunity: we get to define what great looks like in our organizations. If you approach your role with focus, intentionality, and a proactive mindset, you won’t just build programs — you’ll build influence. Good luck, and remember: enablement is at its best when it drives real business impact *and* empowers people to do their best work. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/08/Insider-sec-4.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### How Spotify's ROSIE framework measures what really matters in sales training URL: https://www.salesenablementcollective.com/how-spotifys-rosie-framework-measures-what-really-matters-in-sales-training/ Last updated: 2025-12-08T13:45:14.000Z When was the last time you felt *completely* confident in your [sales training](https://www.salesenablementcollective.com/tag/training-and-coaching/) measurement report? If you hesitated, you’re not alone. My name is **Meredith Ayan**, and I head up **sales training and enablement** for **Spotify**. I’m not here as an expert who has measurement down and is going to tell you all the super technical ways you can do this. Instead, I want to show you a beginner's guide to proving the impact and the [measurement of training](https://www.salesenablementcollective.com/boosting-sales-performance-3-key-ways-to-measure-training-impact-business-success/). The pressure on us is immense. We’re constantly asked to prove our ROI, which can feel overwhelming. But here’s the good news: you can’t fall off the floor, right? If you're not doing much formal measurement at all, you're not going to do any harm by starting somewhere. You may as well experiment and try a few things. That’s where this framework comes in. It’s for all of us, whether you have sophisticated BI dashboards or you’re a smaller team trying to make sense of it all. To help, I’d like to introduce you to a framework called ROSIE… ## **Meet ROSIE: Your new framework for sanity and success** ROSIE is an acronym that represents the five core categories of things you can and should be measuring: - **R**etention - **O**utput - **S**entiment - **I**mpact - **E**ngagement These five pillars give us a holistic, 360-degree view of our training programs' effectiveness. Instead of getting stuck on one intimidating metric, this framework allows us to build a more [complete and powerful story](https://www.salesenablementcollective.com/4-key-presentation-tips-how-to-use-humor-and-storytelling-to-transform-your-sales-training/) about the value we create. Let’s break them down. [4 Key presentation tips: How to use humor and storytelling to transform your sales trainingDiscover how to captivate your audience with humor, quotes, memorization, and storytelling. Master sales enablement training like a true rockstar.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-446.png)Sales Enablement CollectiveJeff Birk![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---4-Key-presentation-tips-How-to-use-humor-and-storytelling-to-transform-your-sales-training-1-2.png)](https://www.salesenablementcollective.com/4-key-presentation-tips-how-to-use-humor-and-storytelling-to-transform-your-sales-training/) ## **R is for retention: Are they actually remembering anything?** This is the most fundamental question. We’re in the business of teaching people information and changing their behaviour, but if they aren’t retaining what we’re trying to teach them, nothing else matters. The great thing about measuring retention is that you don’t need a [sales ops team](https://www.salesenablementcollective.com/sales-enablement-meets-sales-ops-the-winning-formula-for-success/) to help you. There are many ways, both formal and informal, to test for knowledge. ### **Formal measurement tactics** At Spotify, we use a few key tools to formally check for understanding. You’re likely familiar with many of them: **Knowledge checks and quizzes** These are straightforward but powerful. After a series of sessions, we’ll send out a quiz. Crucially, we frame this not as a test of the sellers, but as a check on *our* work. We have a ton of empathy for our sellers; we throw so much information at them and expect them to remember everything. The quiz tells *us* if we’re doing a good job of making sure the information is landing. No one gets in trouble for a low score; if anyone should, it’s me. We then share the collective results in our team meetings and highlight areas where the group scored lower, which gives us a chance to revisit those topics. **Pitch-offs and certifications** These are fun, active ways to see if the messaging has been retained. Sometimes called "stand and delivers," these exercises allow sellers to practice and demonstrate their grasp of a new product narrative in a safe environment. ### **Informal measurement tactics** Beyond formal tests, you can learn a lot just by observing sellers in their natural habitat. **Listening in** Tools like Gong are invaluable for this. You can listen to calls to hear if the specific messaging you’ve taught is actually showing up in real meetings with customers. **Riding along** This is one of the simplest yet most effective methods. Just ask a seller, "Would you mind if I rode along to one of your meetings?". While you’re there, you can mentally check if they’re remembering and applying the things you’ve been teaching them. It’s a low-pressure way to get direct insight. **Role-playing and meeting drop-ins** Whether through structured [role-playing](https://www.salesenablementcollective.com/how-ai-roleplays-are-revolutionizing-sales-coaching-and-leadership-training/) or just dropping into team meetings, these informal checks give you a pulse on how well your key concepts are being absorbed. If retention is low, you know you have a foundational problem to solve before you can ever hope to see an impact on business results. [Competitive intelligence training exerciseA hands-on, low-stakes environment where team members can practice handling competitive scenarios![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-447.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market-3.png)](https://www.salesenablementcollective.com/competitive-intelligence-training-exercise-framework/) _This post is for paying subscribers only._ ### How to manage conflict within the sales team URL: https://www.salesenablementcollective.com/how-to-manage-conflict-within-the-sales-team/ Last updated: 2025-09-05T12:08:43.000Z Salespeople are a competitive, ambitious bunch, and so personality clashes are perhaps inevitable from time to time. While a little bit of tension and friendly competition can be positive motivators, if relationships and behaviors begin to deteriorate to a point where it becomes unhealthy for the team and impacts on employee wellbeing and performance, it needs to be confronted and addressed. The good news? Strong communication really does work. In the SEC [Gold Standard Prospecting Report](https://www.salesenablementcollective.com/gold-standard-prospecting-report-download-it-today/), 58% of sales pros said their teams collaborate effectively - proof that open dialog resolves, and often prevents, most conflicts. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/Screenshot-2025-09-05-at-13.06.55.png) **Do your SDRs and AEs collaborate to break into target accounts?* **\-* [**Gold Standard Prospecting Report*](https://www.salesenablementcollective.com/gold-standard-prospecting-report-download-it-today/) While sales enablement wouldn’t need to get directly involved with addressing this kind of conflict between reps, your job is to [support sales teams to operate efficiently](https://www.salesenablementcollective.com/how-to-handle-changing-attitudes-and-behaviors-in-the-modern-sales-organization/) and overcome barriers - so it’s handy to be aware of [the steps line managers need to take](https://www.salesenablementcollective.com/how-to-manage-sales-leaders-a-panel-discussion/). ## 4 common types of sales team conflicts Understanding the specific types of conflicts that arise in sales teams [helps you address them more effectively](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/). Each type requires a different approach, and recognizing the patterns early can prevent escalation. ### 1 - Ego clashes and competitive tensions CPP's Global Human Capital Report found that clashing egos cause 49% of workplace conflicts. In sales, where individual achievement drives success, these personality clashes intensify. In an industry where success relies heavily on reps using their charisma and personal credibility to build trust with customers, egos can easily be damaged, toes can be stepped on and wires can get crossed. Many problems like this arise when two people get off on the wrong foot because they aren't given the chance to really get to know each other. There's also a delicate balancing act in sales in how individuals prioritize personal goals with team objectives. Imagine two reps: Helen and Nicola. What starts as jovial office banter escalates into more barbed, even confrontational, exchanges. You, their manager, and others in the office, began picking up on the negative vibes, which sometimes spilled over into meetings, creating a toxic atmosphere, sucking up energy and distracting from productive discussions. The resolution? Their manager implemented a "wins sharing" session where both reps presented successful strategies to the team. This transformed competition into collaboration, with both contributing to a shared playbook. ### 2 - Differences in working style Sales reps approach their work differently. Some thrive on detailed planning and CRM updates. Others excel through spontaneous client interactions and last-minute creativity. When these work style conflicts clash, productivity suffers. A methodical rep paired with an impromptu partner on a major account can create friction over preparation levels, follow-up timing, and client communication approaches. The key is establishing clear processes that accommodate both styles while maintaining standards. Set non-negotiable checkpoints (like CRM updates) but allow flexibility in how reps achieve them. ### 3 - Goal and territory conflicts [Unclear territory assignments and overlapping targets](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/) create unnecessary competition. When two reps believe they deserve credit for the same account, resentment builds quickly. These sales team conflicts often stem from poor communication about account ownership, commission structures, or team versus individual goals. Without clear boundaries, even well-intentioned reps step on each other's toes. ### 4 - Resource competition Limited resources spark workplace conflict when reps compete for marketing support, product demos, or leadership attention. High performers may monopolize resources, leaving others feeling unsupported. This imbalance creates a divide between "favored" and "forgotten" team members, damaging team dynamics and collaboration. Fair resource allocation systems prevent these tensions from developing. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## How to address active conflicts in your sales team When conflict erupts between team members, swift action prevents lasting damage to relationships and performance. Here's your framework for intervention. ### • Establish open communication immediately Start by meeting with each party separately. Use these conversation starters: - "I've noticed some tension. Help me understand your perspective." - "What specific behaviors or situations are creating challenges for you?" - "What would a positive resolution look like from your viewpoint?" Document their responses without judgment. Focus on specific incidents rather than generalizations. This individual approach ensures everyone feels heard before group discussions begin. It may be that Helen feels that Nicola is undermining her in front of colleagues, or that Nicola thinks Helen is stepping on her toes and trying to poach her customers. By making reps' individual responsibilities and accountabilities clear, you can remove any ambiguity and help to avoid conflict before it even begins. ### • Implement structured mediation Bring conflicting parties together only after individual sessions. Set ground rules: - One person speaks at a time - Focus on behaviors, not personalities - No interrupting or defensive responses - Commit to finding solutions, not assigning blame Guide the conversation toward shared goals. Remind them of team targets and how collaboration impacts everyone's success. When emotions rise, return to facts and business impact. A pragmatic solution could be to arrange for them to work closely together on a project with a shared goal. This may seem counterintuitive, but having reps depend on and invest in each other can create a bond of respect that wasn't there before, and a willingness to accept that it's in their interests to work together. ### • Create actionable resolution plans Move from discussion to commitment. Develop specific agreements: - Clear behavioral expectations going forward - Communication protocols for future disagreements - Check-in schedules to monitor progress - Consequences if agreements aren't honored [Document these commitments and have both parties](https://www.salesenablementcollective.com/sales-performance-improvement-plan-pip-sales-performance-enabler-or-destroyer/) sign off. Schedule follow-ups at one week, two weeks, and one month to ensure lasting change. --- [Coaching For Busy Sales Leaders: Revitalize PerformancesRevitalize your team’s performance with Global Senior Sales Enablement Manager, Lidia Arshavsky’s tactics for making coaching more impactful.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-453.png)Sales Enablement CollectiveLidia Arshavsky![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/coaching-for-busy-sales-leaders-leapsome-5.png)](https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/) --- ## 4 ways to build a conflict-resistant sales culture Prevention beats intervention every time. Strong sales cultures minimize conflicts through proactive systems and clear expectations. Here are four ways to build one. ### 1 - Foster collaborative team dynamics Shift from pure competition to "competitive collaboration." Implement team-based incentives alongside individual targets. When reps win together, they support each other's success. Regular team building goes beyond trust falls. Try "deal debriefs" where reps analyze wins and losses together. Create "buddy systems" pairing experienced reps with newcomers. These connections build empathy and understanding before conflicts arise. ### 2 - Implement clear communication systems Ambiguity breeds conflict. Establish these communication standards: - Weekly one-on-ones between reps and managers - Clear escalation paths for concerns - Regular team meetings with structured agendas - Anonymous feedback channels for sensitive issues Document everything: territory assignments, commission structures, resource allocation rules. When everyone knows the rules, there's less room for misunderstanding. ### 3 - Align performance management Conflicting KPIs create conflicting behaviors. Ensure your performance metrics encourage collaboration: - Balance individual and team targets - Reward knowledge sharing and mentoring - Recognize collaborative wins publicly - Address competitive behaviors that harm team cohesion Review your compensation structure regularly. Does it inadvertently pit team members against each other? Adjust incentives to promote the behaviors you want. ### 4 - Invest in conflict resolution training Don't wait for conflicts to teach resolution skills. Proactive training equips your team to handle disagreements professionally. Focus training on: - Active listening techniques - Emotional intelligence development - Negotiation skills for internal situations - Stress management strategies Make this training ongoing, not one-time. Monthly skill sessions keep concepts fresh and give reps practice in low-stakes environments. --- *This ebook unpacks proven sales plays that actually move revenue. Teams running dynamic coaching programs—a centerpiece of the guide—see 28% higher win rates (Sales Coaching 101 eBook, 2023). Grab it to sharpen your strategy and close more deals.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_OptimizingSales_Report_Cover-1.png) --- ## When to escalate: recognizing serious conflicts Not all conflicts resolve through conversation. Recognizing when to involve HR protects your team and organization from liability. ### • Clear escalation triggers Escalate immediately when you observe: - Threats of violence or aggressive physical contact - Discriminatory language or harassment - Deliberate sabotage of colleague's work - Substance abuse affecting job performance - Repeated violations after formal warnings These behaviors cross from conflict into misconduct. Once this occurs, your role shifts from mediator to reporter and documenter. ### • HR partnership protocols Contact HR before taking action on serious conflicts. They'll guide you through: - Proper documentation procedures - Investigation requirements - Interim measures to separate conflicting parties - Legal considerations for your industry - Communication guidelines during investigations Never promise confidentiality you can't maintain. Some situations require mandatory reporting regardless of employee preferences. ### • Documentation best practices Start documenting at first signs of serious conflict: - Date, time, and location of incidents - Direct quotes when possible - Names of witnesses - Actions taken and employee responses - Follow-up communications Store documentation securely and share only with HR and senior leadership as directed. This record protects everyone involved and ensures fair resolution. Remember: you're not judge or jury. Focus on gathering facts and following company procedures while HR handles formal investigations. Leading sales and sales enablement means dealing with big personalities - which is usually a good thing as that means big results. Effective salespeople are confident, driven and assertive. One of the most satisfying parts of sales enablement's job is helping make sure [these traits are channeled positively](https://www.salesenablementcollective.com/sales-enablement-the-ultimate-sales-psychologist/). ## Ready to master conflict resolution and team dynamics? Managing sales team conflicts requires advanced leadership skills. Pro+ membership gives you the tools and training to handle even the toughest team challenges: - **Expert-led workshops**: Learn conflict resolution strategies from leaders at Google, LinkedIn, and IBM who've managed high-performing sales teams - **Practical templates**: Access ready-to-use conflict resolution frameworks, team communication protocols, and performance management tools - **Real-world case studies**: See how top sales enablement pros handle personality clashes, resource conflicts, and team dynamics - **Peer mentorship**: Connect with experienced enablement leaders who've navigated similar challenges - **Continuous learning**: Stay ahead with monthly workshops on leadership, team psychology, and performance optimization [Transform team conflicts into opportunities for growth](https://www.salesenablementcollective.com/getting-it-right-the-first-time-managing-the-change-through-enablement/). [Become a Pro+ member today →](https://www.salesenablementcollective.com/pro-plus-membership/) ### How to start a career in sales enablement (with example interview questions) URL: https://www.salesenablementcollective.com/sales-enablement-interview-questions/ Last updated: 2025-11-21T13:05:57.000Z Sales enablement has exploded. Seismic’s *Sales Enablement Forecast Report 2022* showed 95% of companies already run a dedicated enablement team and 79% call it a strategic function, so breaking in is naturally competitive. Whether you’re looking for an entry-level position or driving your career to new heights, there’s stiff competition for roles in enablement. Feeling the squeeze? The [Sales Enablement Landscape Report 2024](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) found 59% of enablement teams lost headcount or stayed flat during the recent layoff wave, especially across the [tech sector](https://www.salesenablementcollective.com/sales-enablement-and-technology/), so you’re now competing for fewer open seats. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/image.png) **From the* [**Sales Enablement Landscape Report 2024*](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) To create this article, **we spoke with the sales enablers who make up hiring teams selecting for these in-demand enablement roles** to find out: - How to make your CV or résumé stand out - How to get into enablement without sales experience - What hiring teams look for in an enablement candidate during interviews - Key sales enablement job interview questions you might get asked Let's get into it. 👇 ## What is a sales enablement role? Before diving into how to land your dream enablement position, let's clarify what you're actually applying for. Sales enablement professionals are the architects behind successful sales teams, providing the training, content, tools, and processes that help sellers close more deals. In practice, this means you'll spend your days creating sales training programs, developing buyer-facing content, implementing sales technologies, and coaching reps to improve their performance. You're essentially the bridge between various departments – sales, marketing, product, and operations – ensuring everyone works together to drive revenue, and [cross-functional collaboration is crucial for sales enablement](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/). ### Types of sales enablement positions The enablement field offers various career paths, each with distinct responsibilities: **Sales enablement specialist**: Entry-level roles focused on content creation, training coordination, and basic program management. You'll support senior team members and own specific projects. **Sales enablement manager**: Mid-level positions where you'll design and implement enablement programs, manage vendor relationships, and measure program effectiveness. These roles require strategic thinking and cross-functional collaboration. **Director/VP of sales enablement**: Senior positions overseeing entire enablement functions, setting strategy, managing teams, and reporting directly to sales or revenue leadership. You'll need proven results and leadership experience. Companies invest in these roles because effective enablement directly impacts revenue. Why do companies keep funding these roles? Because the numbers tell the story—45% of organizations track win rate and 35% watch sales-cycle length to prove enablement’s ROI ([Sales Enablement Landscape Report 2024](https://www.salesenablementcollective.com/sales-enablement-landscape-report/)). ## 6 things that make your résumé stand out In this day and age, with many roles receiving hundreds of applications and organizations embracing artificial intelligence in all aspects, it can be hard to even have your CV read by a human being. That means that your CV or résumé needs to be as **effective and noteworthy** as possible so that when it *does* get seen by someone in the hiring team, it has the best chance possible of impressing them. ### 1 - Present experience Even when applying for entry-level positions, it pays to present the experience you *do* have. **Nicola Jordan**, **Sales Enablement Manager** at **Iron Mountain** says that when analyzing CVs for entry-level roles, she keeps a close eye on relevant, non-enablement experience. “For me, when looking at CVs, I’d look for any sales experience. Retail actually translates over really well – it's probably something about dealing with the public and having to be resilient that prepares you for that sort of world. “Also, if the CV did show experience in [coaching](https://www.salesenablementcollective.com/when-coaching-doesnt-work-its-because-organizations-dont-make-it-a-cultural-thing-mark-garrett-hayes/), teaching people new things. They might not class it as coaching, but if they've helped support people who’ve just entered the business, or been a buddy to someone for example. “On some great CVs, they wouldn't even classify themselves as sales enablement, but what they were doing *was* [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/).” ### 2 - Understand the role Next, it's important to demonstrate that you have an understanding of the role you're applying for, and the skills necessary to succeed in it. **Gail Behun**, **Senior Director of Revenue Enablement** at **Juniper Square** told us that what she looks for in a CV varies significantly based on the type of role being hired for. “It depends on the specific type of role that we're hiring for. Let's say we're looking for a sales enablement generalist, I'm going to look for a combination of a couple of different things: “First of all, have they done sales enablement in any way, whether it's sales or [CX](https://www.salesenablementcollective.com/the-importance-of-reducing-customer-cognitive-load/) enablement? Or do they have an educational background or an interest in education? > *“But that's not the only path to the job, and very often, it's not always even the most important.* “I also look to see what their exposure to sales is. Have they worked in a sales-forward role? Have they been a salesperson? Have they worked in a sales-adjacent role like [marketing](https://www.salesenablementcollective.com/30-minutes-to-sales-and-marketing-alignment/)? That'll tell me if they really understand the process of selling – then we can teach them the enablement part. “Whereas if we have somebody that maybe has an enablement background, but hasn't sold, we have to deal with the gap of *really* making sure they understand how to sell, because we're enabling people to do exactly that.” "If we're hiring for someone who's going to be coaching salespeople, \[sales experience\] is almost a must-have because they need to be valid. Whereas if we're looking at a [content creation](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) role, it’s significantly less important.” --- [Do you need sales experience to engage reps? AMA with Richard Bond!Highlights from our AMA session with Richard Bond. He explored how to engage reps, lessons from building outbound processes, adapting enablement and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveRichard Bond![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/clay-banks-iGG39Ggagjk-unsplash-2.jpg)](https://www.salesenablementcollective.com/do-you-need-sales-experience-to-engage-reps-and-more-with-richard-bond/) --- ### 3 - Convey relevant information Hiring managers are busy. And they get *loads* of résumés to sift through. To make yours stand out, make sure the relevant information leaps off the page. Speaking to **Cheyenne Griffith**, **Senior Sales Enablement Manager** at **Insightly**, told us about the importance of a visually strong résumé. “I'm someone that loves a one-page, two-page maximum résumé – those are the ones that I spent my time with. I really appreciate those that use graphical representations, or anything like that, where it's less of a gigantic narrative, and more sectioned out instead. “The résumés that stood out to me were the ones that were based on accomplishments, not just: ‘I was in charge of this’ or ‘I was responsible for that.’ > *“Write about what you actually accomplished when you were responsible for X, Y, and Z.* “I'm looking for things like, [improved ramp time](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/), or improved time to first deal, even improved satisfaction would be great. I’m definitely looking for specific improvements that you made or that lead to positive outcomes for your business. “In sales enablement, we have to justify our existence, always, so someone I know will come on to our team and help with that by being able to immediately accomplish things is important to me.” --- [How can you develop your sales enablement career? Alicia Anderson reveals allHighlights from our AMA with Alicia Anderson. She discussed standing out on your résumé and during interviews, moving to proactive enablement, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/11/mike-lewinski-iURMH0Lrz8Y-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/) --- ### 4 - Highlight tech expertise Tools and technology, especially in this AI-era, can make all the difference to a hiring manager. So highlight your expertise. **Cheyenne** continued into a second point on the importance of demonstrating your proficiency with specific [sales enablement technology](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/): “Still high up in terms of importance for me would be their tech stack knowledge as well. I do want to see specific references to [sales enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) and tech stack pieces that they're familiar with and have used in the past. “I certainly recommend a section for that. Rather than just putting that under each role, write out a selection of tools that you've utilized and your comfort level with them.” ### 5 - Certifications Additional [certifications and courses](https://certified.salesenablementcollective.com/courses) are popular ways to bolster both your sales enablement CV and your knowledge and skills. In fact, our [Sales Enablement Salary Report 2024](https://www.salesenablementcollective.com/sales-enablement-salary-report/) found that respondents with enablement certifications earned **$9,733 more** than the average. Both **Gail** and **Cheyenne** are believers in certificates and the value they bring to a CV. **Gail** told us that sales enablement certifications are “a great nice to have, and honestly, it also shows me that the person we're hiring is committed to being a lifelong learner. “If they're continuing to get their own certifications and their own learning, they're going to be able to really foster that culture within our organization.” **Cheyenne** added that “so many of the different tools that we use in our tech stacks, at this point, offer their own certifications. That gives someone even more of a leg up if they've actually been certified on a tool rather than just using it. Those are the things that stick out to me”. --- [What is a sales enablement manager’s salary? | SECWondered what a sales enablement manager salary looks like? We take a look at the numbers behind the job title using data from our Sales Enablement Salary Report.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/03/sasun-bughdaryan-GQ5uX_BlfmY-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-enablement-managers-salary/) --- ### 6 - Standing out without sales experience Whether sales enablement professionals *need* sales experience is one of the more polarizing topics within the community. **In our** [**Sales Enablement Landscape Report 2022**](https://www.salesenablementcollective.com/the-sales-enablement-landscape-report-2022/)**, 63.7% of respondents had some sort of background in either** [**sales leadership**](https://certified.salesenablementcollective.com/p/sales-enablement-leadership-accelerator) **or a quota-carrying sales role.** Similarly, **38.9%** viewed selling skills as one of the most important skills an enabler can possess – and we’ve already heard from the experienced **Gail** on the importance of sales skills depending on the role. But what if you want to get started in enablement *without* sales experience? **Cheyenne** believes it’s possible if you show the right commitment. “For me, it's not a deal breaker. When I entered sales enablement, it was from a customer success background. I was in charge of renewals, but didn't have that classic sales experience. “I would want someone who has at least shown an interest or an effort to learn sales. Maybe they’ve taken the time to get certified in [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) or [Command of the Sale](https://www.salesenablementcollective.com/what-is-a-sales-methodology/), etc. “So some sort of certification would be telling, or if the candidate can share books they've read, people they’re following that show that they’re engaged in the sales space. > *“You don't have to be from a sales background, but I definitely want a candidate to share how they've engaged in the sales space, if they don't have that background.* “I do think that someone with a sales background will certainly look attractive from the get-go, though, especially when I think about getting [buy-in from the sales team](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) themselves. You don't have to have a sales background to impress me but if you go into a new organization, and you tell the account executives ‘Hey, I've been in this spot, I understand you, I'm here to help you,’ that can really provide a lot of leverage with the reps themselves.” ### Additional advice As well as the advice provided by **Nicola, Gail,** and **Cheyenne** above, there are some general rules of thumb that apply when creating a sales enablement CV, like with any other CV, including: - Ensure your CV is well-written. Avoid typos, spelling mistakes, and formatting issues. If you’re not a strong writer, ask a friend or professional service to review your document. - With digital applications, use a PDF format to save and send your CV to ensure the formatting remains consistent across devices. - Prioritize the right information and make sure your most impressive and relevant accomplishments are highlighted first. --- [Building a career in sales enablementSales enablement experts do a deep-dive into how to kickstart and develop your career in enablement | SEC![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveNicholas Gregory![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/06/hunters-race-MYbhN8KaaEc-unsplash-2.jpg)](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/) --- ## Essential sales enablement skills (showcase these on your CV) Beyond experience, hiring teams look for specific sales enablement skills that indicate you'll succeed in enablement. If you're seeking [some proven tips for successful sales enablement](https://www.salesenablementcollective.com/7-top-tips-for-sales-enablement/), here's what to emphasize on your CV: **Technical proficiencies**: List your experience with CRM systems (Salesforce, HubSpot), enablement tools (Highspot, Showpad, Seismic), and data analysis platforms. Even if you've used these in non-sales contexts, highlight your proficiency levels. **Content and training capabilities**: Showcase any experience creating educational materials, leading workshops, or developing documentation. Teachers transitioning to enablement should emphasize curriculum development and assessment skills. **Project management expertise**: Enablement involves juggling multiple initiatives. Highlight your experience managing cross-functional projects, meeting deadlines, and measuring outcomes. Include specific methodologies you've used (Agile, Scrum). **Data analysis and reporting**: Demonstrate your ability to track metrics, analyze performance data, and present insights. Include examples of dashboards you've created or KPIs you've improved, referring to [the most important sales enablement metrics](https://www.salesenablementcollective.com/most-important-sales-enablement-metrics/) to demonstrate tangible impact. Don't have direct experience with sales training tools? Focus on transferable skills. Managing a learning management system translates to enablement platform administration. Creating customer support documentation shows content management abilities. Leading team meetings demonstrates training facilitation skills. ## Sales enablement career paths and compensation Understanding career progression and salary expectations helps you plan your enablement journey and negotiate effectively. The field offers substantial growth opportunities for those who deliver results. ### Typical career progression Most enablement professionals follow one of these paths: **Traditional progression**: Start as a Sales Enablement Specialist ($65,000-$85,000), advance to Manager ($90,000-$120,000), then Director ($130,000-$170,000), and potentially VP ($180,000-$250,000+). **Lateral entry**: Many transition from sales, marketing, or customer success roles at similar levels. A successful sales rep might move directly into a Manager position, leveraging their field experience. **Specialized tracks**: Some focus on specific areas like sales training, content strategy, or technology implementation, commanding premium salaries for deep expertise. ### Factors affecting your salary Several elements influence enablement compensation: **Industry matters**: Tech and SaaS companies typically pay 20-30% above average. Financial services and healthcare also offer competitive packages. **Location impacts**: Major metros command higher salaries, though remote work is leveling disparities. San Francisco and New York roles pay 25-40% above national averages. **Company size**: Startups offer equity upside, while enterprises provide higher base salaries and comprehensive benefits. Mid-market companies often balance both. **Your background**: Those with sales experience, enablement certifications, or proven revenue impact command premium compensation. Our data shows certified professionals earn nearly $10,000 more annually. When negotiating, emphasize quantifiable achievements. Reduced ramp time by 30%? Increased win rates by 15%? These metrics justify higher compensation. Research market rates using salary surveys and be prepared to discuss your unique value proposition. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ## 5 things hiring teams look for during enablement interviews If you’ve crafted a valuable CV, with some luck you’ll progress to the next stage of the hiring process and land an interview. Sales enablement job interviews can be nerve-wracking, tricky affairs. The role of a sales enablement professional can vary dramatically from company to company, and sales enablers need to be proficient across a [wide array of skills](https://www.salesenablementcollective.com/the-core-pillars-of-sales-enablement-ebook/) to be successful. Presenting your talents to a hiring team while trying to land your dream enablement role is certainly tough. Here’s what [members of our community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) – who take part in interviews – had to say. ### 1 - The importance of a portfolio **Tom Cheryian**, **Director of Revenue Enablement & Operations** at **Rattle** is a strong believer in the power of a portfolio, and actively showing your interviewers the achievements you’re most proud of. “If you were a graphic designer, would you go to an interview without a portfolio? Absolutely not. People want to see what you've done, what you've created. “Even if you're not officially in enablement, does that mean you can't take on enablement responsibilities at the company you’re at, whether you're a rep or a manager? "That’s how I found myself doing it naturally because I’ve worked for companies that had BS enablement programs – I was having to [onboard](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) and teach the people *I* was responsible for about the product, the tools, the messaging, the positioning, etc. > *“My advice there? As you're building* [*content*](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/)*, as you're building programs, make sure you templatize that content because it’s what future employers and future CROs that you might be interviewing with want to see.* “Be proud of the work you're creating and leverage that work. Share your screen, share the stuff you’ve created, and be proud of your portfolio of work and the impact of your work – that's what interviewers want to see.” ### 2 - Prepare to explain what enablement success means to you As there are so many definitions of what enablement is, and what markers for success look like for sales enablement initiatives, **Gail** says the first thing she wants to know is just that – how a candidate defines [success](https://www.communityledgrowth.com/success-story-sales-enablement-collective/) for sales enablement strategies. > *“The first thing that I want to know is how do they know if their work is resonating? What markers do they look at individually, and why?* “There are people in enablement who are very driven by the [metrics](https://www.salesenablementcollective.com/enablement-metrics-101/) around the attainment of certifications, for example, versus people who look more at hard sales numbers. “I'm looking at that and trying to get in their head to understand what's driving them as they create programs.” ### 3 - Describe what enablement looked like in your previous roles Following on from **Gail’s** point, **Cheyenne** mentioned the importance of understanding what enablement looked like in a candidate’s previous positions. With different organizations holding varied views on what enablement is and does, she believes it’s important to understand what a candidate’s role and experience looked like in the past. “Sales enablement is very different from business to business. Businesses have different ideas of what they want from their sales enablement teams, and they often sit under various functions (revenue, sales, product, etc.). “To differentiate and ensure that the candidate is someone who would be able to work with our idea of sales enablement and our team, I would want to know what the [sales enablement](https://www.salesenablementcollective.com/what-sales-enablement-isnt/) function looked like in their past roles. --- [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-452.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_objectives_kpis-10.jpg)](https://www.salesenablementcollective.com/sales-metrics/) --- ### 4 - What you enjoy about enablement matters too **Cheyenne** continued by telling us that the type of activities a candidate enjoys and doesn’t enjoy are important too. With sales enablement often being responsible for so many varying types of projects across a business, she believes asking these questions helps determine a candidate’s fit. “One question I ask everyone is: What projects energize or excite you? What projects have you worked on in your most recent role that made you happy to go to work?’ > *“I feel like that helps me to understand what the enablement function means to them, and specifically, what will make them happy to be a part of the team.* “Similarly, I always ask candidates something about: ‘What projects are kind of a slog?’ You do them and you'll make it work, but when you're assigned this you think ‘Oh, I wish I could be spending my time elsewhere.’ “Those questions illuminate a lot about how the person approaches enablement, what they value, and what they're looking for in their role.” ### 5 - Display a positive, enthusiastic attitude A common thread that came up across all of our conversations with enablers in hiring teams was the importance of having the right attitude and characteristics. **Nicola** told us that especially when hiring for entry-level roles, possessing the right mentality and behavior for enablement was just as important, if not more important, than experience in the role. “I would rather somebody have the right attitudes and behaviors rather than just experience. Sometimes I get a little bit frustrated when I see ‘X years of experience in a certain industry or line of business’ because sometimes that might not be possible, but actually, the candidate has got the behaviors and the attitudes to do well across the board. > *“When I interview people, I look more for the characteristics and how they come across, rather than the credentials that they can talk about.* “If you're not exciting me when I'm interviewing you, I'm not interested in having you in front of new hires.” ## Sales enablement job interview questions That’s a lot of valuable information on sales enablement interviews, straight from experienced sales enablers who make up the hiring teams for the roles you want to land. However, nothing prepares you for an interview like knowing what questions might be asked in that moment. **Trafford Judd**, **Head of Global Revenue Enablement** at **Asana**, was kind enough to share a list of questions *he* uses to assess candidates during the interview process. ### Common interview questions by category **Behavioral questions** that assess your past performance: - Tell me about an experience in which **you analyzed sales performance data and evaluated results** to choose the best solution to a problem. - Tell me about a time you had to **get buy-in from someone more senior** than you. What was your approach? What was the result? - Could you give an example of a situation in which you feel you did not persist long enough? **What did you learn**, and what would you do differently next time? **Technical questions** that evaluate your expertise: - How would you design an onboarding program for new sales reps? - What metrics would you use to measure enablement success? - Describe your experience with sales enablement platforms and tools. **Situational questions** that test problem-solving: - In your current job, how do you **balance short-term needs** like facilitation **with long-term needs** like program optimization or data analysis? Please include details about how you plan your day and prioritize tasks. - Tell me about a time when you came up with **an innovative solution to a performance challenge** your organization was facing. What was the challenge? What role did others play? - Describe a time when you **made your resources stretch** beyond the point that you or others thought was realistic. - Give me an example of **a calculated risk that you have taken** where speed was critical. What was the situation and how did you handle it? What steps did you take to mitigate the risk? What was the outcome? These are: - Tell me about an experience in which **you analyzed sales performance data and evaluated results** to choose the best solution to a problem. - Tell me about a time you had to **get buy-in from someone more senior** than you. What was your approach? What was the result? - In your current job, how do you **balance short-term needs** like facilitation **with long-term needs** like program optimization or data analysis? Please include details about how you plan your day and prioritize tasks. - Could you give an example of a situation in which you feel you did not persist long enough? **What did you learn**, and what would you do differently next time? - Tell me about a time when you came up with **an innovative solution to a performance challenge** your organization was facing. What was the challenge? What role did others play? - Describe a time when you **made your resources stretch** beyond the point that you or others thought was realistic. - Give me an example of **a calculated risk that you have taken** where speed was critical. What was the situation and how did you handle it? What steps did you take to mitigate the risk? What was the outcome? ### Questions you should ask Interviews work both ways. Asking thoughtful questions demonstrates your expertise and helps you evaluate the opportunity: - "What's your current sales methodology, and how does enablement support it?" - "How do you measure enablement success here?" - "What's the biggest challenge facing your sales team right now?" - "How does enablement collaborate with marketing and product teams?" - "What enablement tools and platforms do you currently use?" ### Virtual interview best practices Most enablement interviews now happen virtually. Stand out by: **Testing your tech**: Ensure your camera, microphone, and screen sharing work flawlessly. Enablement roles require technical proficiency – don't let tech issues undermine that impression. **Preparing a digital portfolio**: Have examples ready to screen share. Show actual training materials, dashboards, or content you've created (with confidential information removed). **Demonstrating virtual presence**: Maintain eye contact with the camera, not the screen. Use hand gestures naturally. Your ability to engage virtually directly relates to remote enablement delivery. With that list and countless insights from experienced sales enablers, hopefully you feel better prepared to create a standout CV and nail your next interview. --- ## The next step in your preparation You can never be too ready when it comes to sales enablement job interviews however, and that’s why we’ve built [Sales Enablement Hired](https://certified.salesenablementcollective.com/p/sales-enablement-hired) – your lifelong career companion. With Sales Enablement Hired, you get access to: - **Exclusive career advice** from industry-leading professionals. - More **example interview questions** to put you one step **ahead of the competition**. - The **inside scoop** on what enablement professionals wish they’d known at the start of their career. - **Exclusive content**, specifically tailored to help you **fast-track and advance your career.** - A **sneak peek** at some of the types of tasks you may be asked to complete in SE interviews. - **Tips for how to transition** into SE from other functions. > *"Many of the modules were just golden - the definition talks really helped shape my understanding...I really wish I had this earlier in my career but am thrilled to have it now." - Neman Syed, Global Sales Enablement Manager* Sales Enablement Hired goes beyond a basic online roundup, instead combining sales enablement recruitment resources into one centralized location. A one-time purchase for a lifetime of value. [Find out more](https://learn.salesenablementcollective.com/course/sales-enablement-hired). 👈 --- ### Enablement ownership: Why ROI modeling belongs in your team’s toolkit URL: https://www.salesenablementcollective.com/enablement-ownership-why-roi-modeling-belongs-in-your-teams-toolkit/ Last updated: 2025-10-27T08:10:34.000Z What if the key to unlocking your [sales team’s full potential](https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/) wasn’t just better training or a shiny new tool, but mastering the art of ROI modeling? When I first joined SpyCloud, I certainly didn’t think ROI would be my big challenge. I walked in excited, eager to take on my new role as the company’s first enablement hire, and then... *bam* – I was handed the responsibility of an ROI program I had never owned before. Suddenly, I was tasked with a complex, highly technical process that was critical to our CRO’s promise of accelerating sales growth. But here’s what I’ve discovered: [ROI modeling](https://www.salesenablementcollective.com/sales-enablement-team-structure/) isn’t just about crunching numbers. It’s about giving your sales team the tools and strategies they need to create real value for the customer. And when you get it right, it becomes a *game-changer* for both your sales and enablement programs. In this article, I’m going to share my journey of taking ownership of ROI, why it’s so vital for sales enablement, and how you can start (or improve) your own ROI modeling program. If I can do it – starting from scratch with no formal ROI background – so can you. Let’s dive in! ## **Where most teams start with ROI (and why it feels messy)** Let’s talk about where most [sales enablement teams](https://www.salesenablementcollective.com/learning/sales-enablement-certified-teams/) begin when it comes to ROI programs. In my experience, it typically falls into one of three categories: 1. **No formal ROI program.** This is where what I call “napkin math” lives – maybe there’s a spreadsheet or some scattered notes about how ROI is calculated, but nothing formal. 2. **Someone else owns it.** It might be in product, product marketing, or even finance. But when ROI doesn’t live within enablement, it can feel disconnected from the sales process. The results can be inconsistent, and it might be tough to align ROI with the way sales actually works. 3. **We have ROI, but reps resist it.** It’s built into the process, but the reps aren’t engaged. It’s a lot of work, there’s math involved, and because it’s not seen as part of the sales process, engagement is low. The result? Inconsistent results and often, low adoption. No matter which category you fall into, know this: you’re not alone, and it’s *totally* *fixable*. [This Sales Enablement Team Structure Maximizes ROIChris Grebowiec, Global Head of Sales Productivity & Enablement at Square US, explains how to structure your enablement team for maximum impact and ROI![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-430.png)Sales Enablement CollectiveChris Grebowiec![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-enablement-vs-sales-training-1-3.png)](https://www.salesenablementcollective.com/sales-enablement-team-structure/) ## **My crash course in ROI ownership** I’ll be honest with you, when I walked into SpyCloud, I was handed a shiny new ROI program that had already been started by the CRO. They had picked a vendor, begun the process, and told the board that this was going to accelerate sales that year. As you can imagine, the pressure was on. Now, I’ve worked with spreadsheets before, but *nothing* like this. This was next-level stuff. Fortunately, I had an incredible partner in the Xfactor.io team, who guided me through the process. I learned fast. We built out solution-specific models, developed assets that the sales team could use, and created everything from simple teasers to full-on board-level proposals. The result was that our sales reps were armed with a robust set of materials that helped them make compelling business cases to potential customers. The key takeaway here? I didn’t do it alone. **Collaboration is critical**. You don’t need to be a spreadsheet wizard to lead ROI modeling – what you need is a good team that can help you build the infrastructure and assets. If you take nothing else from this, let it be this: [partnership](https://www.salesenablementcollective.com/5-ways-sales-enablement-pros-can-build-a-stronger-partnership-with-the-cro/) and teamwork make this process a whole lot easier. [Enablement charters as a stakeholder management and ROI demonstration toolTired of a seemingly unending list of to-dos for your stakeholders? Feeling like your programs aren’t getting the credit they deserve? Unsure of how to say “no” to requests, or make “strategic yes” agreements? Then boy howdy, let’s talk about charters, and how they impact your team’s![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-431.png)Sales Enablement CollectiveBrooke Bachesta![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-win--and-keep--C-suite-buy-in-2-1-2.png)](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) _This post is for paying subscribers only._ ### Sales Enablement Certified Teams URL: https://www.salesenablementcollective.com/learning/on-demand/sales-enablement-certified-core-teams/ Last updated: 2026-06-18T02:23:08.000Z _No content available._ ### From chaos to clarity: Structuring enablement for the agentic AI era URL: https://www.salesenablementcollective.com/enablement-for-the-agentic-ai-era/ Last updated: 2026-01-08T17:45:12.000Z Agentic AI is revolutionizing sales workflows, from auto-generated follow-ups to real-time content recommendations. However, without proper structure and governance, this technology can quickly spiral into chaos. Join us and **Seismic** as we explore how enablement leaders can channel the power of agentic AI to boost efficiency and maintain consistency across the GTM engine. In this complimentary live session, we’ll discuss the strategic implications of AI in sales enablement and share actionable steps to ensure AI is an asset, enhancing content readiness, coaching, and performance measurement, rather than a disruption. --- ### **Insights you'll walk away with:** - **Redefining enablement in the age of AI:** How Agentic AI is reshaping enablement’s role and its impact on the sales team’s success. - **AI readiness:** Recognize the hidden risks of inadequate AI readiness and how to avoid them. - **Preparing for AI in sales:** Practical steps enablers can take today to prepare their teams for the future of AI-driven sales processes. - **Measurable impact:** Learn how to build a structured enablement strategy that ensures AI delivers tangible results. --- ### **Solving key pain points:** - **AI chaos:** Struggling with AI-driven tools that lack structure or consistency across the sales process. - **AI-readiness gaps:** Facing challenges in preparing your team to leverage AI to its full potential. - **Content and workflow misalignment:** AI tools are creating confusion rather than efficiency in content delivery and sales workflows. --- ### **Meet the experts:** **Milandra McGrath, Senior Sales Engineer, Seismic** Milandra McGrath is a Senior Sales Engineer at Seismic with a talent for simplifying complex concepts into practical, outcome-driven solutions. Partnering with enablement, marketing, and sales leaders, Milandra helps design tailored solutions that optimize workflows, equip teams, and drive revenue growth. **Lucy Mycroft, Senior Manager, Enablement, Seismic** With over a decade of impactful experience, Lucy Mycroft leads Field Enablement at **Seismic**, the global leader in sales enablement platforms. Known for her blend of strategic vision and hands-on execution, she ensures that field teams are always ready to drive revenue growth and deliver exceptional buyer engagements. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Seismic-logo-2.png) ### 7 expert tips for a successful sales kickoff (SKO) URL: https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/ Last updated: 2025-11-21T13:07:04.000Z Ask any [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) professional and they’ll tell you that sales kickoffs are a *big* deal. These (usually yearly) events require months of planning, sharp execution on the day of the event, and reinforcement of the learnings in the weeks and months afterwards. The aim of a [sales kickoff (SKO)](https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/) is to set the stage for the upcoming year and prepare your sales force for the next 12 months of going to market. Key words to keep in mind while planning your annual sales kickoffs are: - **Alignment** - **Motivation** - **Empowerment** These are the principles your sales enablement team should keep in mind – the goal is to impart these on to your sales organization. SKOs are one of, if not *the* most important events on the sales calendar. But with so much involved, they’re difficult to get right. Our guide is full of tried-and-tested advice that’ll help you ace every aspect of your next SKO. 👇 ## 1\. Planning a sales kickoff event Whether it’s virtual, hybrid, or in-person, there’s *a lot* of work involved in making a sales kickoff happen. Planning usually starts months in advance to allow for as much time as possible to organise the logistics of the day(s). For example, many enablement professionals will begin work around August or September for a January or February SKO. The first order of business when planning? Setting out clear goals, objectives, and outcomes for the event. ### Goals and objectives Everything you plan for your sales kickoff should be tied back to the event’s primary goals. Ask yourself about the information you want to impart onto sales team members, and then use that as your North Star for planning. You should be able to link back every keynote speaker, every breakout session, and every event activity back to your North Star goal. That way, you decrease the risk of scope creep and ensure that every part of your SKO is relevant to the event’s overall objective. 💡 ****And that objective should ultimately tie back to your wider organization’s goals for the upcoming fiscal year – this is why it’s important to discuss your SKO plans with sales management and senior leadership.** > *For me, it always starts with defining the key outcomes I want our sales team to walk away with - what do I want them to know, feel, and be able to do differently as a result of being at kickoff?* > *This could be anything from introducing new products and features to aligning on go-to-market strategy, highlighting customer success stories, reinforcing critical selling skills, or simply reigniting their excitement about the year ahead.* > ***\- Lisa Duncan, Senior Director of Revenue Enablement*** In short? The key is to set an overall, aligned goal for your SKO event and keep that at the center of all your planning. > *Be intentional about the event. Chances are you won’t be able to fit in everything you or your sales leaders would like to.* > *To help, have a clear list of both knowledge and action objectives that you want your event attendees to leave with, in order of importance. You can then prioritize the sessions and assess what the best audience and format would be for each.* > ***\- Celine Grey, GTM Transformation Leader*** ### Establishing timelines We briefly mentioned timelines earlier, but it’s important enough to reiterate. Sales kickoffs are *big* events. Depending on the size of your organization, it could involve multiple full days of content, flights and accommodation for thousands of people, and a lot of your organization’s money. The last thing you want to do is find yourself with a month until the big day with no keynote speakers lined up, half an agenda, and not enough time to pull it all together. Starting to plan your [sales kickoff](https://www.salesenablementcollective.com/keeping-the-fire-burning-tips-and-tricks-to-keep-the-sparks-alive-at-your-next-virtual-sko-event/) early accounts for delays, lets you fit the planning in alongside your usual work, and takes away the stress of a last-minute scramble to organize. > *When possible, I start planning in August for a January event. This allows me to focus on big-picture goals and themes without feeling overwhelmed by the day-to-day details.* > ***\- Lisa Duncan, Senior Director of Revenue Enablement*** ## 2\. Building your sales kickoff’s agenda Once you’ve aligned with your key stakeholders on an overarching goal or objective for the event, you can start to piece together your agenda. Your sales kickoff meeting agenda will vary significantly depending on whether your event is virtual or in-person, the number of attendees, the number of days the event stretches, your budget, and more. That being said, there are a few rules of thumb to keep in mind regardless of your organization’s individual factors. > *I lean on a pretty consistent formula that I've developed over the years, making tweaks as needed based on the specific business priorities. The non-negotiables for me are:* > **1.* Opening remarks from the CEO and/or CRO to set the strategic vision. *2\.* Updates from product on new capabilities and roadmaps. *3.* Guidance from marketing on how they'll be supporting the sales team. *4.* Customer success stories and testimonials. *5\.* Opportunities for reps to share their own best practices* > *I try to mix up the formats too - not just back-to-back presentations. Maybe we'll do a fireside chat with the CEO, a panel discussion with customers, or interactive workshops on specific selling skills. Of course, I also always make sure to build in some fun, high-energy moments to keep the team engaged and energized.* > ***\- Lisa Duncan, Senior Director of Revenue Enablement*** Product updates, changes to sales processes and go-to-market strategy, and motivational keynotes to set the tone for the year all have a place at SKO (not to mention the all important Happy Hour too!). Your role as an [enablement professional](https://www.salesenablementcollective.com/what-is-a-sales-enablement-managers-salary/)? Fitting these items into your agenda based on priority – another area where communication with internal stakeholders will help. Inevitably, *something* will have to be cut due to time or scope constraints, and cross-functional chat will help ensure everyone’s happy with the finalized agenda. [SKO uncensored: 4 strategies to tackle the dreaded pink elephantStephanie Middaugh and Nikki Schanzer explore the challenges associated with SKOs, and steps you can take to improve your SKO experiences.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-416.png)Sales Enablement CollectiveNikki Schanzer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_kickoff-2.jpg)](https://www.salesenablementcollective.com/sko-uncensored-4-strategies-to-tackle-the-dreaded-pink-elephant/) ## 3\. Picking the right SKO speakers Sales kickoffs, in their most simple forms, are a way of presenting new information to your sales team. And like it or not, but keynote speakers and presentations are a popular way of doing that. That means your SKO will live or die based on the quality of speakers that you bring to the event. Speaker quality is the difference between putting your sellers to sleep as they listen to presenter after presenter drone on in a monotone voice, and getting the sales team excited to sell as they listen to enthusiastic, engaging personalities. There are a few critical qualities to look for in SKO speakers: ### Credibility and expertise First and foremost, your speakers should be credible – your sellers aren’t interested in listening to someone who doesn’t know what they’re talking about for 30 minutes. Whether your speaker is an internal subject matter expert or an external thought leader, their presentation should be delivered from a position of credibility and expertise. This ensures that your audience is engaged and ready to learn from the speaker’s experience. > *The best SKO speakers bring deep experience in sales, understanding of the company’s products and solutions, knowledge of different customer personas and their pain points, and proven strategies to win customers and land deals.* > *Their long-term exposure to the trade allows them to provide highly practical and actionable insights as well as share valuable best practices with the audience. They can speak to the specific challenges and blockers the sales team may be facing and offer solutions, guidance, and best practices on how to overcome them.* > ***\- Neha Divakarla, Leader in Sales & Revenue Enablement, Learning & Design, and Management Consulting*** For example, if your CEO is a confident, charismatic speaker (which they often are), they might be a great fit to kick off the day by presenting on the overall company direction for the upcoming fiscal year. Similarly, if part of your upcoming year’s sales strategy is to implement the [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) methodology, hiring an expert MEDDIC trainer could be a great option if it’s within your budget. ### Passionate and memorable But being an expert alone isn’t enough – we all had a science teacher who managed to make even the most interesting topics seem boring, despite their expertise! The truly great SKO speakers are passionate, memorable, and their message should stick with the sales team for months to come. > *A great SKO speaker exudes energy and passion for both the topic and the profession of sales. They exhibit contagious enthusiasm that fires up the inspiration in sales reps and urges them to embrace the new fiscal charter with vigor and positivity.* > ***\- Neha Divakarla, Leader in Sales & Revenue Enablement, Learning & Design, and Management Consulting*** An enthusiastic delivery can make the difference between information being forgotten about, and it being retained. For example, imagine you want one of your product leaders to deliver a keynote about new product features that’ll help your reps get more deals over the line. If your Head of Product isn’t comfortable with public speaking, instead of pushing them to do it anyway, ask if there’s a member of their team who has a passion for presenting, and is willing to step up to the plate instead. ### Speaker preparation Lastly, don’t leave your speakers alone to guess what they need to do on the day – overcommunicate! After booking them in, make sure to check in regularly to see how they’re doing preparation-wise, to inform them of time slots, and to hold prep sessions and tech checks. > *There are three types of speakers: Overprepared speakers who are completely flat, underprepared speakers who come on stage and aren’t prepared at all, and rogue speakers, who come in off the left-field and off-topic.* > *Speaker prep is so important. Asking the speakers what they’re comfortable with, giving them the layout sooner, and having prep sessions allows people to understand what works for them and what doesn't.* > ***\- Nikki Schanzer, Senior Leadership Development Sales Performance Consultant & Stephanie Middaugh, Director, Customer Success*** Every SKO planner’s nightmare scenario involves speakers showing up with broken PowerPoints, reading hastily-written notes from their phone, or going off-script and ignoring their original brief. Speaker preparation means helping them so that they can help you on the big day. [7 qualities of an exceptional SKO speakerSelecting the right speakers for your sales kickoff can be challenging. We outline seven key qualities to look for in an exceptional speaker. Read more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-422.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---7-qualities-of-an-exceptional-SKO-speaker--1.png)](https://www.salesenablementcollective.com/7-qualities-of-an-exeptional-sko-speaker/) ## 4\. Getting creative & sales kickoff themes While speakers are a key component of sales kickoff, they don’t have to be the *only* component. Even the greatest presenters will struggle if the audience has had to sit through back-to-back-to-back keynotes. Don’t be afraid to get creative, incorporate unique workshops and activities, and leverage a theme to make the entire experience fun *as well as* useful. A “sales olympics” theme, with sellers broken up into teams that compete for medals during pitching or roleplay competitions, is just one example of a sales kickoff theme that can invigorate an event! ### Remember to make it fun It might sound obvious, but it bears repeating – people remember fun times! If you want to improve knowledge retention at your SKO, doing your best to ensure everyone has a good time is an easy way to set yourself up for success and help your sellers hit their sales goals for the year. > *Include mini-games throughout, make them 5 to 30 minutes depending on time and the size of the team. Mini Jeopardy, role-plays, Who Wants to be a Millionaire, word bingo, and more. You can also invest in online escape games, murder mysteries, etc. It’s a great opportunity to create healthy competition and recognise people who did great work!* > ***\- Celine Grey, GTM Transformation Leader*** A fun-packed, balanced agenda will help keep sellers engaged with the information they’re receiving, will encourage networking and relationship-building with their colleagues, and help prevent keynote fatigue (an even bigger problem in virtual events, when paired with Zoom fatigue). > *A piece that is often overlooked when developing the agenda is how to make the sessions engaging and enjoyable. Delivering more engaging and memorable sessions is going to help your key messages be remembered beyond the SKO. Most of these events take between 3 days to 1 week, off site, all day and are quite intense. Adding an element of creativity adds that much-needed energy boost.* > ***\- Annabel Hosking, Global Sales Enablement Manager*** ## 5a. Engaging sellers during in-person SKOs Depending on the organizations, SKOs can stretch out to last two, three, or even four days. Accounting for an eight-hour working day, it means that enablers can have to keep their sales organization engaged and enthused for up to 32 hours! There *are* some tried-and-tested ways to support this arduous task, however. [In-person SKO: Avoiding stress and achieving success, with Stephanie WhiteStephanie White, SEC Ambassador, joins us on the podcast to discuss in-person sales kickoffs (SKOs)!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-460.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-18.png)](https://www.salesenablementcollective.com/in-person-sko-avoiding-stress-and-achieving-success-with-stephanie-white/) ### Keeping it short and sweet Believe it or not, but sellers are people – and people get restless if they’re made to sit still for hours on end. Try cutting down your sessions to 30 minutes (45 max!) and then providing opportunities for attendees to walk around, grab a coffee, and connect with peers between sessions. This ensures that when the time comes to focus on the session at hand, attendees’ minds and bodies are fresh and equipped to absorb the information at hand. > *Mention a 90-minute lecture to anybody and you'll be met with a grimace – factor in your audience being jetlagged, hungry, too hot or too cold, and their focus is immediately drifting. The key: shorter is often better!* > *By limiting each session to between 30-45 minutes and then having people get up, move around, network and digest the information they have just heard, they commit more of those key messages to long term memory.* > ***\- Annabel Hosking, Global Sales Enablement Manager*** ### Leverage peer-to-peer learning While we stressed the importance of credible, expert speakers earlier, make sure that they’re not the *only* people talking on the day. Sellers trust each other, and by leveraging that you can build the team’s trust in the message you’re trying to deliver. > *While leaders and enablers have a place at SKOs, the sore reality is most people in sales like to hear from each other. This is an enabler's greatest tool, a surefire way to ensure the right behaviours and actions are being propagated.* > ***\- Annabel Hosking, Global Sales Enablement Manager*** For example, try calling upon some high-performing reps to share discovery call tactics that they’ve found success with. This type of real-life anecdote will usually resonate more with fellow sellers than a trainer simply talking *at* the reps about how to approach those calls. [Say no to death by slideshow: Alternate ways to SKOSales kickoffs don’t have to be filled with boring slideshows! Annabel Hosking shares her advice for creating engaging and memorable SKO experiences.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-421.png)Sales Enablement CollectiveAnnabel Hosking![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-14-1-2.png)](https://www.salesenablementcollective.com/say-no-to-death-by-slideshow-alternate-ways-to-sko/) ## 5b. Engaging sellers in a virtual setting The [virtual sales kickoff format](https://www.salesenablementcollective.com/10-top-tips-for-running-virtual-sales-kick-offs/) makes certain SKO challenges easier to handle (think travel and accommodation), but makes others *that* much more tricky to handle. Zoom fatigue, tech problems (“*Can you see my screen?*”), and hidden faces all make SKO sessions harder to run in an engaging manner. The tips and tricks from the previous section still apply here, but there are a few extra considerations when your team isn’t meeting in person. ### Providing a space for networking The networking and relationship-building aspect of SKO is critically important. The event is a great way to get your sales team on the same wavelength, developing connections, and becoming a team. While this happens organically in-person during coffee breaks or at the water cooler, during a virtual event you have to be much more deliberate. > *Networking is something to be leveraged. For an SKO, the most important thing is to make sure that people are interacting with one another. In a virtual SKO, you have to go that extra mile to figure out how to provide a space or an avenue to allow people to have those connections.* > ***\- Nikki Schanzer, Senior Leadership Development Sales Performance Consultant & Stephanie Middaugh, Director, Customer Success*** Most presentation tech will have built-in features to help you with this, such as breakout rooms, polls, chat modes, and more. If you’re hosting a virtual sales kickoff, explore the feature set and give some thought to how you can use the tools at your disposal to maximize networking opportunities. ### Maximize the advantages of virtual The best approach to take when running a virtual SKO? Don’t try to replicate an in-person event ineffectively. Instead, maximize what you have at your disposal to make it a great virtual event. > *It’s about delivering key messages, then taking a break and allowing them to settle in. We also have the ability to use breakout rooms – if you want to do things regionally, we provide people in that region an opportunity to break out, have their discussion, and come back to say: "Okay, this is what we’ve come up with". It creates momentum.* > ***\- Tanya Jeffers-McAllister, Senior Director Personal Banking Operations Strategic Enablement*** Take inspiration not from the best in-person events, but the best virtual ones. That way, you can capture the magic of SKO in a way that actually suits the format you’re working with. If, for example, your SKO is taking place during the colder months, you could use winter-themed greenscreen backgrounds and filters to bring some fun to the event – in a way that’s totally unique to a virtual environment. > *One of the perks of virtual SKOs is that you have access to speakers from all around the world, as well as people you may not have been able to bring to a face-to-face conference.* > ***\- Celine Grey, GTM Transformation Leader*** [Sales Kick-Off (SKO) checklistA comprehensive guide for planning your Sales Kick-Off event.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-423.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SKO--4--4.png)](https://www.salesenablementcollective.com/sales-kick-off-sko-checklist-framework/) ## 6\. Post-event reinforcement After months of planning, SKO day (or week) comes and goes. Does that mean it’s done, dusted, and forgotten about? No! Sales kickoff is supposed to set the tone for the upcoming year. That means sellers need to carry all the learnings from the event into the coming weeks and months. Most enablement professionals will be aware of the [forgetting curve](https://www.growthengineering.co.uk/forgetting-curve/), which outlines that people forget 50% of all new information within a day, and 90% of all new information within a week – that means reinforcement becomes critical to making key knowledge stick in your sales team’s minds. > *It’s a universally acknowledged truth that no matter how creative, how interactive or how peer-focused your SKOs are, key information will be forgotten as soon as people get back to work on Monday and real life customers start flooding their inboxes.* > *There is no way to fully mitigate this, but one way to drive home key concepts is to end every session with the three main takeaways. Then, have your managers, your leaders, and yes, us enablers, keep repeating and reinforcing those concepts when everyone's back at their desks on Monday morning.* > ***\- Annabel Hosking, Global Sales Enablement Manager*** Your ongoing enablement initiatives should be built in unison with your SKO. That way, every product training session, for example, is reinforcing and building on the product knowledge that was shared at your sales kickoff weeks or months earlier. This repetition of key concepts, combined with a memorable day, will help ensure that sellers retain as much of what they learned as possible. > *Our revenue goal is one of the easiest things for us to pin down as an OKR. And we’re also working to upskill our reps from SMB into enterprise – so knowing those goals and having clarity of vision from my entire leadership team, I then said: “Okay, two easy things we can do are: 1\. An account planning workshop and, 2\. An ABM workshop with my marketing counterparts \[at SKO\]”.* > *The logical follow-ups from that would be things like weekly ABM coaching sessions with our director of ABM programs, follow-up training and certifications on account planning quarterly, and sales managers using new and updated pipeline review call methods biweekly.* > ***\- Samantha Thompson, Head of Revenue Enablement*** Concept reinforcement also ties into how you measure the success of your SKO. And with finding quantifiable results being a pain point for many enablers, it becomes even more important to reinforce, reinforce, reinforce! [Sales Kickoffs: More than just a New Year’s resolution \[Video\]Discover the common pitfalls of planning a successful SKO as a sales enablement leader, and how to overcome these issues early from 2 experts.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-425.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/The-secret-to-stress-free-sales-kickoffs-3.png)](https://www.salesenablementcollective.com/stress-free-sales-kickoffs/) ## 7\. Measuring the success of your sales kickoff [Measuring any enablement initiative is tricky](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/) – and if you’re not careful and deliberate? SKO can be the same. The key, as with any [enablement measurement](https://www.salesenablementcollective.com/enablement-metrics-101/), is to decide on what you’re measuring *before* SKO, so that once the day arrives, the pieces are already in place to track the metrics decided upon months beforehand. On the short-term side of the equation, **qualitative** things like Net Promoter Score surveys can help you gauge how people felt about the day. Did they enjoy certain sessions more than others? What can you take from that into your next event? When it comes to **quantitative** [metrics](https://www.salesenablementcollective.com/sales-metrics/), virtual events allow you to track things like the number of people engaged in the chat or in polls, while in-person events can lean on how many people asked questions or raised their hands per session. > *We look at post-event surveys and completion, for pitches and role playing exercises, we use Rubrik to capture completion and scoring, and we have interactivity metrics through Zoom polls. We also plan reinforcement sessions of some of the key concepts to use as a bridge to what we emphasized at SKO.* > ***\- Danny De Los Santos, Manager, Strategic Account Management & Marco Galvan, Revenue Enablement Lead*** On the longer-term side of the equation, you can track [specific metrics](https://www.salesenablementcollective.com/most-important-sales-enablement-metrics/) related to the behaviors you aimed to drive through your SKO and the reinforcement. If you focused heavily on converting stage one discovery calls into stage two at the event (and in follow-up sessions), did sellers improve in that specific area? While you can’t take all the credit as an enablement team, you can feel confident in saying you positively influenced that area if the respective metric goes up after you make it a focus of your training. [Sales kick-off (SKO) survey templatesThree sample surveys you can use for your sales kickoff.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-419.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SKO--4--1-2.png)](https://www.salesenablementcollective.com/sko-survey-templates-framework/) ## Need more SKO know-how? If you’re brand new to planning sales kickoffs, or just want an expert-led refresher, you can take our official [Sales Kickoff](https://learn.salesenablementcollective.com/course/sales-kickoff-certified-masters) certification! Led by **Miryam Meir, Product Marketing Director at Salesforce**, the course includes: - 5 insight-packed modules that cover the breadth of a sales kickoff - Over 3 hours of content, including bonus material from the SEC archives - Optional coursework and frameworks to consolidate your learning And more! Best of all? You can [purchase individually](https://learn.salesenablementcollective.com/course/sales-kickoff-certified-masters), or get it included as part of our [Pro+ membership](https://www.salesenablementcollective.com/pro-plus-membership/) alongside a whole host of extra value. > *Sales Enablement Collective's Sales Kickoff course was great and gave me some wonderful ideas to put into practice for my organization's upcoming sales kickoff. SEC also provided some great resources that I can share with the rest of my team.* > ***Sharon Moore, Revenue Enablement Program Manager at SailPoint*** --- ### How The Standard built a competitive intelligence program to empower sales teams URL: https://www.salesenablementcollective.com/how-the-standard-built-a-competitive-intelligence-program-to-empower-sales-teams/ Last updated: 2025-08-15T11:24:09.000Z Have you ever found yourself competing against industry giants with more brand recognition and resources, wondering how your sales team can stack up? That was the challenge we faced at **The Standard**. As an insurance company competing against heavyweights like Prudential, MetLife, and Guardian, we knew we had to equip our [sales teams](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/) with more than just intuition – we needed solid, actionable insights about our competitors to give us an edge. As the **Senior Director of Sales Enablement**, I found myself tasked with figuring out how to best support our sellers in this high-stakes game. We needed to know what our competitors were offering, where we were strong, and where we had vulnerabilities. But the reality was, our [competitive intelligence](https://www.salesenablementcollective.com/growth-hacking-with-real-time-ci/) efforts were scattered and manual. *The solution?* A comprehensive competitive intelligence program powered by AI, which would change the way we approach competition. So in this article, I’ll walk you through the key steps of how we built our competitive intelligence program – what we learned, the tools we used, and how it has transformed the way we arm our sales teams. Let’s dive in. ## **The need for competitive intelligence** In the world of insurance, especially when you're competing for large clients, knowing what your competitors are up to is crucial. Our competitors were already established *and* had more brand recognition. We had to find a way to position ourselves more effectively. How could we compete with these giants when we didn’t have the same level of visibility or brand presence? How could we prepare our sales teams to go into those high-stakes situations and succeed when they didn’t have the full picture of what our competitors were offering? That’s when I realized the importance of competitive intelligence. I transitioned from being a seller myself to stepping into the enablement role, which was a huge shift. But my experience as a seller informed my understanding of what was needed to support our sales teams. We needed data – reliable, up-to-date, actionable insights on who we were competing against, what they were offering, and where we could win. ## **1\. Building the business case for an AI-powered platform** To build a competitive intelligence program that was going to make a difference, I knew we needed a more efficient, tech-driven solution. I started by researching competitive intelligence platforms. One of the vendors that reached out to me was Crayon, an AI-powered platform, and I was intrigued. But before we made any decisions, I had to build the case for this investment. We had to demonstrate the value of an [AI-powered platform](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/), which meant proving that it would not only save us time but also improve the accuracy and relevance of the insights we were providing to our sales teams. I came across a [report from Crayon](https://www.crayon.co/success/the-state-of-competitive-intelligence-in-2024-ai-predictions-sales-enablement-trends-and-more-1) that highlighted just how much time companies were spending on manual competitive intelligence activities. In fact, **61% of companies** still didn’t have a competitive intelligence platform in place, meaning they were manually gathering and analyzing data. This resonated with me because it confirmed what we were experiencing at The Standard. We were spending so much time gathering data manually, and yet we weren’t able to use it as effectively as we could. This data became the cornerstone of our business case. We could clearly show that investing in an AI platform would reduce the time spent gathering data and allow us to deliver more relevant and timely insights to our sales teams. [Competitive intelligence training exerciseA hands-on, low-stakes environment where team members can practice handling competitive scenarios![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-408.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market-2.png)](https://www.salesenablementcollective.com/competitive-intelligence-training-exercise-framework/) _This post is for paying subscribers only._ ### How to: Maximize your sales playbook's return URL: https://www.salesenablementcollective.com/how-to-maximize-your-sales-playbooks-return/ Last updated: 2025-08-07T15:57:35.000Z Everyone wants to position their sales team for success, and if you look at highly-optimized sales teams you can see the correlation of higher win rates with the importance and value of integrating a [sales playbook](https://www.salesenablementcollective.com/what-is-a-sales-playbook/) into your business. I'm going to run through 4 key takeaways, based on my experience, to get started on building a successful sales playbook: ## What is a sales playbook, really? A **sales playbook** is very different from a **sales handbook**. I often see sales playbooks that are really handbooks. For example, with football season upon us: A diagram on the quarterback’s steps, throwing motion, and mechanics are *how to play the position*. A playbook, in contrast, is already assuming *you know* the foundation of the position. It's focused on the routes, pass options, expected yards to gain – and its success is measurable. > *In sales, it’s no different.* Oftentimes, an organization’s playbook consists of: - How to do the sales role, - Foundational concepts, and - Processes that are geared towards how the sales rep *should have been* trained during onboarding to complete the tasks of the role effectively. It’s really a handbook, and it isn’t clear enough to put them in a position to achieve their goals. This misconception on what a playbook is can stunt the potential of the organization and frustrate high-performing sales reps. Looking at any one given sports play in a vacuum, how good is it? Even looking at a book of individual plays, how do you know if it’s the right play to use in that game, against that opponent, in that situation? **We don’t.** **Not without having a game plan.** But it’s not uncommon for organizations to put together a sales playbook, which is just a series of individual tasks that someone had previous success with. Even if you explain the reasons why you would use that play, or how to measure its success, it likely isn’t connected to anything and is missing the foundation to tie it all together. [Sales playbook template | Free downloadA structured guide that lays out the objectives, product details, and step-by-step procedures your sales reps should follow.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-402.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Content-Strategy-4.png)](https://www.salesenablementcollective.com/sales-playbook-template-framework/) ## Creating the playbook is only part of the work Before launching an effective sales playbook, you need to have a few things in place: **You need an effective onboarding plan that educates and positions sales reps for success** This [onboarding plan](https://www.salesenablementcollective.com/what-is-sales-onboarding/) is the guide to expose them to the right things at the right times to maximize their ramp-up time. **You also need to have a clearly defined sales process that incorporates a consistent coaching model.** The [sales process](https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/) is the foundation – the crucial moments along the [sales cycle](https://www.salesenablementcollective.com/five-actions-to-shorten-the-sales-cycle/) and how your clients and prospects engage, every step of the way. A crucial part of the sales process is a purposeful [coaching model](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) to teach and reinforce the behaviors needed to execute on the sales process. > *With process and coaching clearly defined, you can avoid the handbook-like experience, and be in a position to build out a sales playbook that maximizes the results of your high-octane sales team – while coaching them to their fullest potential.* The overall sales process, and knowing when to use the available plays, are what makes or breaks a great sales playbook, and why it’s just one of the items needed for success. The [onboarding](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/) and education on how to be successful in the role is the *handbook*, which is their guide to be great in your organization. The *playbook* is planning ahead to the how, when, and where to use sales plays and what makes them effective. This is where the [established coaching model ](https://www.salesenablementcollective.com/sales-coaching-101/)becomes key to the continual improvement of your sales team. [Creating a sales playbook from scratch : Lesson LearnedLearn how to create a sales playbook from scratch with key lessons, insights, and strategies to streamline your sales process and drive success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-406.png)Sales Enablement CollectiveDarlene Samer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/217-1.png)](https://www.salesenablementcollective.com/creating-sales-playbook-from-scratch-video/) ## What are the basics of a successful sales play? ### Setting a game-plan for sales reps When you are game-planning for your opponent (or client/prospect in this case), you need to determine what you can do to drive the result in your favor. This could be a repeat business client, a new prospective client, or maybe your sales model is always a new sale of a set of widgets. It doesn’t matter – as long as your [sales process](https://www.salesenablementcollective.com/customer-journey-mapping/) is clearly defined *and* you have organized plays for your sales rep to choose from. You should have best practice plays for each step of your sales process, and a handful of options to choose from for each challenge the rep may be presented with. > *Collectively, all of these plays make up your playbook.* They can work individually, some might be related, or could be paired in sequence depending on your sales process. *This* is where the game-planning comes into play. Now that [the sales rep](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) is ready to drive a particular result to support the sales process, they need to know the select set of actions they can take to make that result happen. A well-structured sales play will have: - Clearly defined steps and tasks - Supporting marketing materials - Email and talk track scripts - A measurable outcome Ideally these have been developed as best practice outcomes and been refined through trial and error. **In this situation the sales rep knows what to expect, what they need to do, and how to monitor results to determine success.** The sales manager or coach can also review and monitor the outcome easily because it’s all documented in your playbook. All of this should then be tracked via the organization’s CRM. The account, the documents used, the interaction from the client, the steps the sales rep took, and the resulting outcome all clearly tracked and visible. [End-to-end sales plays that drive real revenue growth, with Nicholas Hill \[Video\]Nicholas Hill joins us on the podcast to discuss everything you need to know about sales plays!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-403.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-15.png)](https://www.salesenablementcollective.com/end-to-end-sales-plays-that-drive-real-revenue-growth-with-nicholas-hill-video/) ## Leveraging system integrations for maximized results ### Bringing your data analytics to mature levels Robust, mature sales organizations take what we've talked about thus far *even* further, and leverage [sales enablement software](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/) which is integrated into their CRM. These tools leverage data and analytics to proactively suggest the plays for the rep to use, based on where the client or prospect is in your sales process. They even provide scoring and results-based info on past use of the play to know how effective they have been, as well as whether other reps had success using them. These teams then have the insights necessary to adjust and pivot quickly – and continually drive results proactively. Those organizations are likely your competition. > *If you find yourself in this situation, you have to look internally and ask whether your organization puts its sales team in a position to win business against them.* Does your organization have a basic handbook (while calling it a playbook), which just tells reps what to do? Or worse, lets them figure it out on their own? If that’s the case, you can see how your reps are at a severe disadvantage trying to compete, and your best reps won’t stay around if this is your model. This is why building a sales playbook is just one step of the work to maximize the results. [Sales enablement tools: Guide to platforms, software & techThere are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-405.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_cms-3.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ## Taking steps to drive change ### Invest in your team’s success With a plan and a well-built sales playbook that works in conjunction with a robust sales process, your sales team can be *extremely* high performing. Don’t waste resources and time every year by continually just asking for better results from the sales team. > *Invest in your team and give them the tools to succeed.* Build a sales process and coaching model if you don’t have one. Build a sales playbook to position them to execute for your organization, consider investing in sales enablement technologies, and coach them every step of the way. You wouldn’t send a quarterback out onto the field expecting them to call a play based on the defensive alignment if you never built the proper playbook to begin with, would you? **Don’t frustrate your sales reps by doing the same thing to them.** --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/08/Insider-sec-2.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### Mapping the customer sales journey: Making sales buyer-centric URL: https://www.salesenablementcollective.com/customer-journey-mapping/ Last updated: 2025-11-21T13:07:20.000Z When does the customer journey begin? In your organization, it might depend on who you ask: - **Sales**: “When I arrange a call with them.” - **Marketing**: “When they see our ad on Google.” - **Customer success**: “When we begin onboarding them.” - **Finance**: “When they sign the contract.” It can be easy for each department to focus on the channel that they ‘own’ - but your customers don't care about that. > Customers bail when buying feels like a chore. Our [**2025 Impact of Enablement Report**](https://www.salesenablementcollective.com/impact-of-enablement-report-2025/) shows 21% of teams share only a fifth of their customer-facing content with prospects—proof that information gaps drive them straight to competitors. Your job as a sales enabler is to empower sales reps to engage with customers, so it makes sense that you embed an understanding of the [customer journey](https://www.customermarketingalliance.com/mapping-out-the-customer-journey-and-finding-your-audience/) and experience into their minds. **The buyer’s experience should be the bedrock of sales enablement.** While your reps might only consider the ‘sales’ journey from their own perspective, in reality it’s more important for your organization to understand the *entire* customer sales journey - which starts before your salespeople interact with a prospect, and continues after the deal is closed. In fact, [Gartner](https://www.gartner.co.uk/en/sales/insights/b2b-buying-journey) reports that "when B2B buyers are considering a purchase‚ they spend only 17% of that time meeting with potential suppliers. *"When buyers are comparing multiple suppliers‚ the amount of time spent with any one sales rep may be only 5% or 6%."* And according to the Aberdeen Group, only 36% of companies currently have a process in place for mapping customer journeys. Yet for sales teams, [customer journey](https://www.revenuemarketingalliance.com/improving-the-customer-journey-with-revenue-marketing/) maps can be a powerful tool. --- --- ## What is a customer sales journey map? A customer sales journey map visualizes every interaction between your prospect and your company—from initial awareness through post-purchase advocacy. Unlike a sales funnel that focuses solely on conversion, the journey map captures the complete relationship lifecycle. **Think of it this way:** while your sales funnel tracks how leads move toward purchase, your customer journey map shows how people actually experience your brand across all touchpoints. It's the difference between your internal process and their lived experience. ### Customer journey vs sales funnel: What's the difference? Your sales funnel represents internal stages—qualified leads, opportunities, closed deals. But customers don't think in those terms. They're trying to solve problems, comparing options, and building trust. The journey encompasses their entire experience: - **Before they're leads**: Research, peer recommendations, content discovery - **During sales**: Evaluation, negotiation, decision-making with multiple stakeholders - **After purchase**: Onboarding, adoption, renewal, advocacy While funnels optimize for conversion efficiency, journey maps optimize for customer experience and long-term value. ### Key components of effective journey maps Every journey map should capture: - **Stages**: The major phases customers move through (typically awareness through advocacy). - **Touchpoints**: Where customers interact with your brand—website, sales calls, support tickets, community forums. - **Emotions**: How customers feel at each stage—frustrated by complexity, confident in their choice, delighted by support. - **Actions**: What customers do—search for solutions, request demos, share feedback. - **Opportunities**: Where you can improve their experience and remove friction. Understanding the [customer journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) allows you to see those touchpoints in a more meaningful context. You can map their journey to identify areas for improvement: - Increase engagement through better targeting - Eliminate ineffective touchpoints - Increase conversion - Retain/upsell - **Ultimately, improve the customer experience** The ideal outcome puts you in a position to use this map to align your sales process - in terms of cadence, sales script, the content or information provided - with the customer journey so prospects are given just the right experience at the right time. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2021/03/03-SEC-4--1-.png) ](https://podcast.salesenablementcollective.com/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Podcast%20Ad) --- For enablement, and your company as a whole, laying out the customer journey like this helps to: - Identify and optimize moments of truth in the CX. - Shift to a customer-focused perspective. - Break down silos between departments and facilitate cross-functional collaboration. - Assign ownership of various customer touchpoints to increase employee accountability. ## Why customer journey mapping drives sales success You, your sales reps, marketing, and the C-suite may think you already know what your customer journey looks like. You may all have different perspectives. You need hard truths so that you can map a realistic journey that uncovers areas of friction for customers and identifies solutions that allow sales to address them. With the rise of mobile internet use and voice search, your target audience now has information at their fingertips. Expectations have skyrocketed. Salesforce’s 2023 State of the Connected Customer found 88% of business buyers rank experience on par with product—up from 80% just three years earlier. **They expect:** - To be able to *easily* find information and resources to inform them of the options available. - To be able to *easily* find detailed information on your website (and other online presence, such as social media or customer reviews) about your product, pricing, and differentiation. - To have access to onboarding and training on how to use your product, as well as continuous support. ### Revenue impact: Why journey mapping pays off Fix the buyer moments that matter and the numbers will move. The [2024 Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-landscape-report-2024/) found teams that tuned critical touchpoints lifted win rates from 45% to 50% and nudged sales velocity from 29% to 32%. Consider this: your prospects spend only 17% of their purchase time with sales reps. The rest? They're researching independently, building consensus internally, and comparing alternatives. Journey mapping reveals what happens in that other 83% (and how to influence it). When you [understand the full customer experience](https://www.salesenablementcollective.com/customer-experience-map-framework/), you can: - Reduce sales cycle length by [providing the right content at the right time](https://www.salesenablementcollective.com/content-mapping-template-framework/). - Increase win rates by addressing concerns before they become objections. - Boost deal sizes by identifying upsell moments throughout the relationship. ### Breaking down silos with journey insights Journey mapping forces cross-functional alignment. Marketing discovers why MQLs don't convert. Sales understands which content actually helps buyers decide. Customer success sees [how pre-sale experiences affect retention](https://www.salesenablementcollective.com/building-a-high-impact-presales-enablement-program/). This shared view transforms how teams work together: - Marketing creates content for specific journey stages, not generic campaigns. - Sales reps know exactly which resources match each buyer's context. - Support teams anticipate issues based on customer paths. The result? A coherent customer experience that builds trust instead of friction. --- [![An image teaser, showing part of a customer journey map template. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/tuxpi.com.1694087658.jpg)](https://www.salesenablementcollective.com/signup/) **Become an** [**SEC Pro member**](https://www.salesenablementcollective.com/signup/) **and gain access to this template and a whole host of other benefits, including hundreds of hours of event footage, mentorship opportunities, and more.** --- **So put yourself in the shoes of the customer:** - What's it like to experience your company from their perspective? - How easy is it to find what you’re looking for (through a web search, site navigation, even social media?) - How helpful and engaging are the touchpoints? Once you understand your existing [customer](https://www.salesenablementcollective.com/from-blank-canvas-to-masterpiece-how-to-craft-a-customer-focused-sales-enablement-program/) experience, you can start mapping out the ideal sales journey and innovate to stay ahead of the competition. Having today's journey and your ideal journey defined will help you discover and fill in the gaps of those experiences. From your marketing strategies, to sales processes, to how you work with existing customers, creating a customer journey map can provide fresh perspectives on your customer interactions. --- ![A graphic depicting a timeline of the customer sales journey - from awareness, to interest, to consideration, to purchase, to retention, and finally, advocacy. The graphic shows different touchpoint and where they occur over the course of the customer's journey. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Customer_Touchpoints_Diagram.jpg) ****A timeline of the customer sales journey** --- ## How to map the customer sales journey: getting started As we've established, creating a map of the customer sales journey is a powerful way to [align cross-functionally](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) and empower your sales reps to understand their prospects. Here's how to actually get started with mapping. 👇 ### 1\. Define the scope of your map Most organizations won’t have one definitive [customer](https://www.salesenablementcollective.com/the-importance-of-reducing-customer-cognitive-load/) journey - the number of products you sell, types of customer and possible situations are complex. A financial services company, for example, may offer advice on investment planning and retirement planning, as well as corporate financial services and mortgage brokering - all completely different. So start by focusing on one customer segment and one customer journey for one product or service - **don’t try to do everything at once**. This can then serve as a model or template in the future. ### 2\. Identify your customer Time to refer to those customer (or buyer) [personas](https://www.productmarketingalliance.com/winning-the-buyer-persona-begin-with-studying-what-matters-to-buyers/) and pick one whose shoes you're going to step into. What are their motivators, their challenges? Who do they report to? This gives you a starting point for framing things from the potential customer’s viewpoint and painting a true picture of their trajectory. ### 3\. Define customer touchpoints Think about each stage of the sales journey and about the customer’s objectives at each point. This means considering the challenges and frustrations they may be experiencing, as well as their actions and the channels through which you are reaching them. > *Invite input from all stakeholders and build your customer journey map collaboratively to ensure accuracy.* This will help you to evaluate whether you are currently really delivering the experience they expect - and identify where there’s room for improvement. #### ****Awareness** Your customer’s journey may begin much earlier than many in your organization think. ****It doesn’t start from the first call from someone in sales**. It begins when they first become aware of your brand or product, often through marketing activities such as search engines, social media, advertising, email marketing etc. [Sales reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) may not directly be involved in these activities, but they certainly need to ****be familiar** with them so that they know what their prospects/leads already know about your company, where they have found this information and, most importantly, the messaging they have received, to give them the opportunity to offer a seamless experience when they make contact. #### ****Interest** Great, you’ve piqued their interest - they may have signed up for a newsletter, started to follow you on social, or even called your business. This is the point at which continuing that engagement, and nudging them further along their journey (or through the sales funnel) is paramount. High-quality content, relevant to their needs, is key to ****establish trust and brand authority**. The prospect should be nurtured. This may be the point at which your business identifies them as [MQLs](https://www.salesenablementcollective.com/sales-and-marketing-lead-optimization/) and begins to research their company, needs, and buying process and makes contact. #### ****Consideration** The customer is evaluating your product and probably comparing it with competitors or other options. ****It’s at this point they may be considered SQLs.** They need information to make a rational choice on whether the product is right for them - and this is where reps have their [time to shine as thought leaders](https://www.salesenablementcollective.com/from-sales-reps-to-thought-leaders/). Now coming into play: - Explaining benefits in detail - [Overcoming objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) - Storytelling using case studies Remember that, for B2B buyers, this stage usually gets pretty complex. According to Gartner’s [The New B2B Buying Journey](https://www.gartner.com/en/sales/insights/b2b-buying-journey) report: "**The typical buying group for a complex B2B solution involves six to 10 decision makers, each armed with four or five pieces of information they’ve gathered independently and must deconflict with the group.* **"At the same time, the set of options and solutions buying groups can consider is expanding as new technologies, products, suppliers and services emerge.*" Take this into account when assessing pain points and considerations - even if you’re dealing with one individual, there will be other stakeholders that influence whether to buy. #### ****Purchase** The customer has made the decision to buy, and now is the time to **follow through on your promises** by delivering the product in a way that builds on your brand values and impresses your new client. Now comes the time for contract negotiations (which can be a pain point, if the customer has a complex and long-winded sign-off process), product delivery and training, and onboarding. At this point, sales reps often hand over to [account managers](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/). #### ****Retention** You’ve got the customer to sign on the dotted line, but that’s not the end of the sales process by any means. ****You need to keep these customers**. It’s not just about renewal, but also encouraging repeat purchases, upselling and cross-selling where relevant. This is done by delivering excellent customer service, through: - Responding to customer queries promptly and effectively. - Staying up-to-date with customer priorities and challenges. - Keeping product knowledge up to speed so that you spot opportunities that could be a good fit for them. - Ultimately, ****providing your customer with value**. #### ****Advocacy** The final stage, which you ideally want every customer's journey to reach is advocacy. A great experience as a customer means they shout about your brand, helping to strengthen brand recognition and trust - and win new customers. People trust personal recommendations and social proof more than marketing and sales messages: [****92% of B2B buyers**](https://learn.g2.com/consumer-reviews) **are more likely to purchase after reading a trusted review**. Likewise, each negative review costs the average business about [30 customers](https://act-on.com/blog/7-things-about-online-reviews-every-b2b-business-needs-to-know/). --- [A no-bulls\*\*\* guide to measuring sales velocityChristi discusses why the key to measuring sales enablement impact is leaving irrelevant metrics behind and focusing on the most important - the sales velocity equation.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-401.png)Sales Enablement CollectiveChristi Loucks![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Kantata-Ben-Jones-The-evolution-of-enablement-How-to-drive-strategic-change-in-GTM-operations-3-1-2.png)](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/) --- ### 4\. Map future states Now that you’ve visualized your existing customer sales journey, your map will probably show some gaps in your CX, information overlap, poor transitions between stages, and significant pain points or obstacles for customers. > *Use mapping tools to plan out potential solutions and compare the current state of the customer journey with the ideal, future state.* Present your findings company-wide to bring everyone up to speed on the areas that need to be improved, with [a clear roadmap for expected change](https://www.salesenablementcollective.com/roadmap-to-drive-sales-transformation-in-large-organizations-video/) and how their roles will play a part in improving the customer journey. ## Using a data-based approach to understand your customer sales journey Follow the above steps and you'll find yourself with a good understanding of the *entire* customer sales journey - and you'll have the ability to teach that to your sales team as well. But you can dive even deeper by embracing a [data-driven approach](https://www.salesenablementcollective.com/metrics-that-matter-how-to-use-data-to-communicate-enablements-business-impact/) to understanding the customer sales journey. **Here's some ways to get started:** Google Analytics provides deep insights into customers’ behavior, from the moment they enter your website: - Where they came from - Where they entered your site - Their browsing activities - Where they leave - And much, much more. > *This tells you what they’re interested in and what puts them off - a goldmine of info for customer experience optimization.* You also have access to informal and more formal customer feedback. Online reviews, for example, a CSAT (customer satisfaction index), or NPS (net promoter score). Those data points can (often instantly) inform you of ways to improve the customer sales journey, and make future prospects' interactions with you better. Lastly, don't ignore the all-important **feedback from customer-facing employees**. Not just sales reps but your those who deal with customers after the sales, such as account managers and customer success managers. Gather whatever you can to help inform and continuously update your map, and improve your understanding of how to define success for your organization. --- ## Ready to master customer journey mapping? You've learned how journey mapping transforms sales performance—now get the tools to make it happen. Pro+ members access everything you need to build world-class customer experiences: - **60+ battle-tested templates**: Including customer journey maps, persona frameworks, and touchpoint analyzers - **Sales Enablement Certified: Core**: Master the fundamentals with our flagship certification program - **400+ hours of expert content**: Learn from enablement leaders at Google, Oracle, and LinkedIn - **Monthly Revenue Labs**: Live workshops on journey optimization and cross-functional alignment - **Exclusive mentor network**: Get 1:1 guidance from seasoned enablement professionals Join thousands of enablement pros who've accelerated their careers with Pro+. [Become a member](https://www.salesenablementcollective.com/pro-plus-membership/) and transform how your organization delivers customer value. --- ### A no-bulls*** guide to measuring sales velocity URL: https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/ Last updated: 2025-10-27T08:11:33.000Z When I first started out in [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/), the CEO of my company walked over to my desk, sat down on the corner and said to me: > *So Christi, how are you going to measure this?* Of course I, brand new in sales enablement, meekly responded with: > *Umm…quota attainment?* I remember what happened next vividly. He took my mouse, grabbed my laptop, and started building a presentation on my computer on how I needed to be measuring enablement – it was kind of terrifying! I don't remember exactly what he created on my laptop, but the point that stuck with me is this: **metrics matter**. The C-Suite cares. Executives care. Leaders care. Investors care. As a result, we as enablement practitioners have got to make that a priority. [![](https://lh6.googleusercontent.com/HvIxi1hCQ0fPDKFR6WBeeG49unMsUWPJiLx65rCRvNiYQudo0zo4sWiG46OjZ2NJxv6wBtr_29en53SYo9GfJCKOIySZaZJUJ8ft658HK62RukItix4E8mHtxZEd8Myx8Sb89IoM)](https://salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact) There are a lot of thoughts and opinions out there on how to measure sales enablement – and I'm going to throw out a potentially unpopular opinion and say that some of them? They're kind of BS. We can measure sales enablement metrics like [training sessions](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) or courses completed, tool and system usage, maybe [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) that we create alongside marketing, but all that's doing is quantifying our *activities*, not necessarily the *result*. The only result that matters is revenue: **Did you hit your numbers?** So why would we claim success when we're actually just quantifying our enablement busyness? We can also look at [sales metrics](https://www.salesenablementcollective.com/enablement-metrics-101/). I'm sure everyone reading is very familiar with the list above, you're probably measuring some or most of these items already. But here's the underlying, BS problem with these numbers. There are *so* many factors that go into sales performance, and *so* many elements that impact a seller's success. For example, what about a [rep's territory](https://www.salesenablementcollective.com/sales-territory-plan-template-framework/)? - Has it already been built out? - What about competitors in the space? - Are they concentrated in a certain region? - What about the lucky reps who walk into a new company and into opportunities that are just a few steps away from the finish line? > *I'd say it's almost impossible to claim that "we have the most amazing sales enablement programme and that's why we're hitting our numbers".* So that begs the question: **What are we to do**? How do we know that our activities are actually truly impacting revenue? _This post is for paying subscribers only._ ### Sales Coaching Summit Virtual 2025 URL: https://www.salesenablementcollective.com/sales-coaching-summit-virtual-2025/ Last updated: 2025-07-31T17:06:34.000Z Catch up on every session from Sales Coaching Summit including sessions from Microsoft, IBM, Google, LinkedIn and more. _This post is for paying subscribers only._ ### Conquering your operating cadence URL: https://www.salesenablementcollective.com/conquering-your-operating-cadence/ Last updated: 2025-07-31T16:51:34.000Z As a [sales leader](https://www.salesenablementcollective.com/care-based-leadership/), have you ever color-coded your calendar to keep track of all your weekly meetings? Sat in a recurring meeting and wondered why you’re rehashing the same conversation? Struggled to figure out how to optimize your time and become the [best sales coach](https://www.salesenablementcollective.com/how-to-measure-sales-coaching-effectiveness/) you can be? **Same here.** That’s why I’m maniacal about the operating cadence. My comprehensive guide is going to help you: - Define it - Prioritize it - Set the proper intentions - Bake this into how you optimize sales coaching time. Because you're reading this article on conquering your operating cadence – I imagine that your life looks something like this: ![image of full calendar](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/06/Maggie-Callahan-slide-1.jpg) I know, it makes me anxious just looking at it! What you're probably thinking is: > *I need to figure out, first and foremost, how to make sure I'm optimizing the meetings that I'm in because I don't have that much extra time.* Or maybe it's: > I tend to sit in meetings all week, and nothing happens. How can I make sure I'm effectively coaching as a sales leader, and ensuring something is actually coming out of the meetings I'm having?" It's one of the most frustrating things for any of us in the trade. ## The role of sales leaders First and foremost, I'm going to highlight a quote from John Buchan, a Scottish politician in Canada, in 1935\. He said: > The task of leadership is not to put greatness into people, but to elicit it for greatness is there already. I start every leadership coaching session with this quote, and actually get printouts of it, and put them in frames for all of the sales leaders I work with – because it is *so* easy to think that as sales leaders, it is our responsibility to inflict our greatness, our successes into our people. ### Individual success doesn’t equal coaching prowess We can sometimes go off the deep end thinking that just because we've been successful in sales or with a specific aspect of our careers, that we're going to be fantastic at coaching it too. I'm here to ruin your dream of that, unfortunately. Just because we are fantastic individual contributors doesn't necessarily mean we have the skills to coach our teams effectively. ### Lack of performance doesn’t equal lack of greatness Another aspect is this: Just because one of your reps may not be performing to the degree you are expecting them to perform, doesn't mean they're not great – it might mean we're pushing them in a way that is not meant for them. Their greatness is in there somewhere, and your responsibility as a coach and as a leader is to help them find it and help them soar to whatever level of success they want to accomplish and achieve. [Enablement’s influence on leadership and professional developmentGreg Hall draws on his experience to explore the strategies enablement can employ to create future leaders within an organization![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-384.png)Sales Enablement CollectiveGreg Hall![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-12-1-1.png)](https://www.salesenablementcollective.com/enablements-influence-on-leadership-and-professional-development/) ## The operating cadence ### Defining operating cadence When looking this up to help me define it, I found what I feel is a pretty solid definition from Dave Williams of the Chameleon Collective. ![defining operatin cadence](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/06/defining-operating-cadence.jpg) He says the operating cadence is first and foremost, **the rhythm and the pace** at which work is done and organized usually on your teams. > *It's a big part of company culture and can either exude your company culture or become a detriment to your company culture.* But it isn't usually an explicit focus unless it is broken. What Dave is saying there is people don't necessarily talk about the operating cadence *until* they realize it's not being done well. We tend to not be proactive about what we need from weekly sessions until we recognize they're not really having the outcome we *want* them to have. When we define our operating cadence, we want to be hyper-focused on: - How often are we meeting? - What's the rhythm? - Are we at the right pace? - Is this how frequently we should be meeting? - Does this topic of conversation require more frequent sessions? Less frequent sessions? - Are we defining what the purpose and intention are? ### Common sales cadence If you're a leader of a sales team today, you're probably thinking to yourself: > Alright, I have a pretty good operating cadence! And you probably include at least one of the following five sessions within your operating cadence. ![common sales cadence](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/06/Maggie-Callahan-slide-4.jpg) You may be looking at this list of five and thinking to yourself, "*Yeah, we have all five of those!*". Great – are they going well? I want you to ask yourself *that* question first. - Do you feel like in all five of your sessions you get out exactly what you want to get done? - Your conversion percentages, your pipeline maintenance, your average sales price, your close rates, are continuously increasing or decreasing (depending on which direction is positive)? That's the first question to ask. The second piece is that some of you might be looking at this list of five and saying: > *How in the world are any of those different from one another outside of maybe team meetings and one on ones? I do all of my forecasting, pipeline, leads, and opportunity reviews in my one on one"* That's really common – and I'm here to explain why it is *so* important to separate these out. Not so you can add more operating cadence meetings to your calendar every week, but so you can accomplish whatever the largest priorities are for your sales organization right now. [Building a sales coaching culture in your organization \[Video\]Join three expert enablement leaders as they dive into the world of sales coaching, and how to coach sales reps to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-379.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Building-a--coaching-culture-in-your-organization-3.png)](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) ## The four keys to effective operating & leadership cadence Before anything else, make sure you're conscious of the four key areas that will make the largest difference for your [sales coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) and leadership cadence – these are: #### Opportunities How many opportunities do you have? This is the lifeblood of your sales organization. We all know this, I don't have to tell any of you this. The more opportunities you have, the more you have in the pipeline, the more opportunities you have to close. So: - What is the composition of your opportunities? - Are they high ARR, are they low ARR, and why might that be happening? - How are you continuing to hit your pipeline targets? - What pipeline target do you even have to hit based on your closed percentage? If you're closing only 25% of opportunities in your pipeline, you're going to need 4X pipeline. - How are you thinking about the opportunities that are existent in your pipe? #### Pace - How are your opportunities moving through every single stage of your stage advancement criteria? - How are your reps and your leaders spending their extra time during the week? - What are you doing to ensure that the opportunities that are in pipeline are getting the attention they need? - And that they are forecasted accurately? - Are they in best case? Are they in pipeline? Are they in commit? Or whatever it is you put as your nomenclature vernacular on your stage advancement. #### Deal strategy - Are you currently leveraging a specific sales methodology? - Are all of your people following that? - If so, can they play back a deal strategy to you in relation to MEDDPICC, in relation to BANT, in relation to the challenger sale, in relation to SPIN Selling, in relation to value-based selling? - Based on that, do they have multi-threaded opportunities? - Are they speaking to enough people? - Have they mapped out their buyer landscape, potentially? - Have they identified effective next steps not only on their side of the house but on the customer side of the house? Is it mutual? - Have they agreed upon paperwork? Those aspects of your deal strategy are going to be really tangible in relation to whatever sales methodology your organization follows. #### At scale - Can they optimize all the opportunities they have and run similar plays or the plays they know they need to run at the right time, in the right opportunities, and ask for help in the right ways? - Are they sharing with their team members best practices? - Are there great stories of successes and failures so the larger organization gets to learn from one another? Now, you may be looking at this list of four key effective operating or leadership cadences and thinking to yourself: > Well, where do I even start? Because I recognize I need to include all four of these aspects into my operating cadence. But I am having issues with everything from pipeline maintenance to negotiation tactics way later in an opportunity. ## Where to start Where in the funnel should you start with your coaching? Here's my suggestion – a piece of advice from [enablement to sales leaders](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) – always look towards the areas that are going to have the most effect. Think about the action that, if you pull that lever, everything else can begin to waterfall. In a previous role, for me that was really: - How do we manage our pipeline? - How do we see what pipeline is coming in from our business development team? - Are our sales reps prospecting on their own? - Do we have 4x, 3x, 2x coverage? - Are we handling our pipeline nurture? - Do we have a pipeline nurture strategy? Once we understood those elements, we had a better insight into what then moved or converted into stage one opportunities – which then allowed us [track conversion percentage](https://www.salesenablementcollective.com/sales-metrics/)s (should our conversion percentages have been low), and help us to then waterfall all of the rest of the aspects of our operating cadence in conjunction with that first lever we've pulled. ### How might this look for you? When we think about our operating cadence we want to think about it in two ways: - What do we need to do independently, one on one with our team members? - What do we want to do as a team, with more than just a one on one session, in team meetings? ## Operating cadence 101 If we start to waterfall our opportunities, pace, deal strategy, and at scale into specific meetings, we start to actually cut it up and it starts to look bite-sized. ![operating cadence 101](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/06/Maggie-Callahan-slide-5.jpg) #### Opportunities Do we have enough opportunities? ****Pipeline health** Where this tends to play the largest role is in our pipeline health. When we define pipeline health, that usually is composed of two areas. **\# of deals in play* First and foremost, do we have enough deals in play period? - Are we getting enough at-bats from our business development team? - Are they quality? - Are they only quantity? - How are we qualifying them once we are in pipeline? And, - How are we moving them through? **Composition of deals* The second is what is the composition of these deals? I heard an amazing analogy that I love to use now around the composition of deals called whale, tuna, and guppy. - Are you a rep that has a majority of guppies in your pipeline? - Those deals that depending on your RR are less than $5,000? - Do you have more of the tunas that are in between, say the $10-25,000 range? - Or do you have the whales that are over $100,000? - If you hit one of them, you could potentially hit your quota for the quarter? - Where are you spending your time based on the composition of those opportunities? This then waterfalls into the rest of the four key areas of our operating cadence strategy. #### Pace ****Forecast health** The second key area being pace - what's our forecast accuracy? - Do we have good forecast health? - Are we moving opportunities through their stage advancement criteria in the expected dates that we expect of our team just based on our general average sale cycle? - And what are the trends we're seeing with forecast accuracy? Based on our commitments and best cases for our team. - Do we have people that are sandbagging? - Do we have people that are committing more than they know that they can get in because they're just trying to commit their number? That's really common as well. #### Deal strategy ****Deal health** With a deal strategy, we want to, of course, ensure that we have some type of one on one session with our team members to give them true independent coaching. But then also, if you don't have the time to do that, incorporate this into a team meeting. - How can your team members build off of one another and build strategies together based on all of their experiences? - Are we sending the right message to our prospects? - Are we identifying the right buyers as we're trying to multithread? - Do we have the right differentiation for the competition that's involved in this opportunity? - Are we identifying the decision criteria and decision process early on? - Or are we forgetting? - How are we pricing this deal strategy? #### At scale ****Team health** Then we go into team health which really helps us to identify not only best practices, but it offers a great opportunity to develop new skills around all of the other areas of the operating cadence. When I bake this out, I bake it out in separate sessions that either occur once every other week or monthly. This will really help you to first of all cut back on unnecessary meetings you may be currently having weekly. Secondarily, it helps you to really understand what you're going into your leadership forecast meetings or your leadership pipeline meetings with because they are happening frequently enough. ### Frequency In the previous diagram (Operating Cadence 101), you can see suggestions for how often you should be having pipeline meetings and how often should these be *solely* pipeline meetings. Not pipeline and territory meetings, not pipeline and forecast meetings, not pipeline and deal strategy meetings, but *true* pipeline meetings, as opposed to forecast meetings. ### Learning by osmosis If you don't have the time because you’re strapped and you’re a small team, and you don't really have the access to coaching all the time for your team members, use your team members as assistants to help you coach. Get learning by osmosis, do team forecasting, team pipeline sharing so you can continuously share best practices. [Sales Coaching 101Equip yourself with expert-backed knowledge and start your sales coaching journey with SEC’s free Sales Coaching 101 playbook.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-378.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sales_Coaching_101_Playbook_2024_Meta.png)](https://www.salesenablementcollective.com/sales-coaching-101/) ## Coaching vs. not coaching I mentioned that in a previous role started this all off with our pipeline health. We wanted to figure out how in the world we were going to ensure we had the right pipeline, and whether we were managing our pipeline effectively. 💡 ****We had to start all of that by helping our leaders understand what coaching looked like, and what it didn't look like.** I'm going to bring us back around to our quote by John Buchan – we can't force greatness into anybody, but we can elicit greatness for it's already there. ### Observing your seller in action vs. taking over the sale As we go into how to lead these aspects of our operating cadence, we want to make sure we are checking ourselves as leaders and *not* micromanaging. Don't take over the sale. Don't say: "*I can help you with all of these specific areas*". Instead, observe your sales reps in action, and ensure they can play back a strategy for you. ### Asking discovery questions vs. telling sellers what to do What I see so frequently with sales leaders is they'll close meetings by saying: > *Here's what I think you should go and do. Next time, come back to me and tell me that you did it.* Rather than saying: > *Walk me through what we just spoke about, and tell me what you are going to do.* ### Mutually agreeing to expectations vs. setting sales targets Asking discovery questions about the rep's preparation, what they're taking away from the meeting, and what they're agreeing to go and execute upon, is going to be significantly more impactful than telling them, taking over, setting targets that are really specific – it's better to mutually agree on behaviors. ### Focusing on the future vs. focusing on the past As we're starting to get to [change management](https://www.salesenablementcollective.com/change-enablement-isnt-sales-enablement/), we focus on the future rather than the past. Instead of: > *You've done these things wrong a million times.* It's better to focus on how they're going to change in the future. We allow the rep to play a huge role in deciding *how* they are going to move forward. We're eliciting the greatness out of them, so we have to get buy-in from them. [The sales enablement playbook: strategy frameworks and executive buy-inSeasoned enablement pro Thomas explains the purpose and utility of an enablement strategy, and shares a framework you can adopt to move your team from reactive to proactive.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-381.png)Sales Enablement CollectiveThomas Cheriyan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-24-1.png)](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/) ## Pipeline 101 Based on that, how do we even start to define a pipeline meeting? Firstly, you want to make sure that *as* you are defining these separate stages of your operating cadence, you do three things. ### Purpose Always make sure you have a purpose for *why* you are running this meeting. If you don't have a good purpose statement or intention of what the outcomes are, I can promise you this meeting will get eaten up by something completely different – and you won't end up focusing on the largest areas of opportunity that will enable your team's success. On top of that, if your [sales reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) don't have something to prepare for, or they don't understand what the purpose is *for them*, it can lead to what's called seller deficit disorder that Force Management talks about: > *Hey, Mr. or Mrs. Leader, I don't know why you're asking me for all this information because you don't use it.* That is so negative for how your reps then view you as an effective coach or leader – we always want to make sure we're defining a purpose. Here's an example of our purpose statement for pipeline: ![pipeline 101](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/06/purpose-statement-for-pipeline-1.jpg) We want to: - Understand the current pipeline and timeframes of pipeline. - Discuss our lead strategy. - Decrease our opportunity cycle between our stage one and stage two opportunities. How can we get more into our lead funnel, and then into our early stages of our opportunities? ### Primary focus The second thing to do is ensure that you've organized your primary focus – who owns the meeting? What you expect of them owning the meeting? For us, our pipeline meetings are run entirely by our [sales reps](https://www.salesenablementcollective.com/what-is-a-sales-rep-certification-program/). The reps: - Lead the conversation - Bring all of the relevant information in relation to outstanding leads and strategies to move it into pipeline - Bring their increasing pipeline to quota ratio, their early sales cycle opportunities - Explain how they plan on getting them through the funnel, their BDR strategies, etc. They are responsible for bringing *all* of that to the table. ### Outcomes Finally, the third piece (which is *extremel*y important as you're starting to define your operating cadence for specific meetings) is what are the outcomes you are expecting? The outcomes we have been expecting, that we do expect are that our seller understands how they can evaluate the composition of their pipeline. Can I look at my pipeline strategy and say: > Hey, I'm working on way too many guppies right now and it's taking up so much time. Do I have the permission (because that tends to happen often) to set aside these opportunities that may not be playing as large of a role in me hitting my quota, and therefore the team hitting our quota, and focus more on these tuna and these whale opportunities?" Not only that, but the seller should always leave these meetings with a **plan of action** they can go and execute upon. Let's talk about what this looks like when we break it down even further. ### Setting expectations We set the sales reps and sales leader expectations specifically, and we share this with them as if it is a sales meeting. One great lesson I've learned about [change management](https://www.salesenablementcollective.com/change-management-template-framework/) for all of you sales leaders out there who are struggling is this: > *If you can relate whatever activity you're trying to change the behavior of to an activity your people already understand inherently (the sales motion, for example), you'll have a significantly higher likelihood of true change management and progression of whatever opportunity you're trying to face.* ### The sales rep For example, for us, when we set the expectations of our sales reps coming prepared to the meeting – we look at it as the sales rep runs this meeting, and the leader is the actual customer. The leader is being sold to, essentially. That means the sales rep better come with the collateral necessary for the sales leader to be educated on the process, and know their territory, their current pipeline numbers, the number of opportunities put in nurture, etc. - What's happening to them once they've been in nurture for 60 days, and they need to fall out? - How are they working with the [BDR](https://www.salesenablementcollective.com/bdr-vs-sdr-vs-ae-video/)? - How are they using other folks within the organization to help them get to their pipeline numbers? ### The sales leader The sales leader on the other hand, when we talk about coaching, has to have some different parameters – the sales leader is the customer in this meeting. 💡 ****First and foremost, the sales leader has to be able to sit back and listen actively as the rep defines their numbers.** The more that we try to cut people off in the middle of these sessions (unless they're going down a rabbit hole that's not relevant to the meeting), the less they will believe this meeting is theirs – and the more they'll believe that you're trying to micromanage their pipeline. As a sales leader, you have to be willing and ready to allow the sales rep to kick off these meetings, to patiently listen, and take diligent notes on whatever it is that they're saying. Because when you close out this meeting, you want to make sure your sales rep has something to go and act upon. Finally, be sure to begin every single meeting you have in your operating cadence by recapping the areas of opportunity from previous sessions. [How manager enablement can boost sales rep performanceDiscover how manager enablement allows you to drive higher impact sales enablement programs with less resources. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-382.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---How-manager-enablement-can-boost-sales-rep-performance.png)](https://www.salesenablementcollective.com/how-manager-enablement-can-boost-sales-rep-performance/) For example, if our pipeline meetings are every first and third week of the month, at the end of my first pipeline meeting, I am asking my rep: > All right, Maggie, walk me through the areas you are going to focus on for your pipeline health before week three. I'm going to ask Maggie to run me through a mutual action plan of what she's expecting to do and what she needs help with. I'm then going to kick off the meeting in week three with: > *All right, Maggie, you told me you were going to go and execute upon this number of areas of opportunity within your pipeline. Talk to me about how it's going, and then let's get into the numbers.* Everything has to come back around to whatever it is you spoke about before, or else the sales rep will believe you are not doing anything with the information from these meetings. ### Getting seller buy-in It's super important to not fall into the aforementioned [sales leader deficit disorder](https://www.salesenablementcollective.com/conquering-your-operating-cadence/#purpose) here. Ensure you're getting sales rep buy-in in doing this, because we all know that when we have buy-in from our team members, they're *so* much more likely to participate and make it their own. ## Meeting process ### Acknowledge Acknowledge the current process that they run through, just to listen to it. ### Ask Ask them for gaps they see or areas of opportunity they see within their current process. Get their perspective on literally what they believe they could be doing better at and where they need help. ### Agree Agree with them upon how you plan to modify this new process into your stage advancement criteria, sales methodology, or whatever it is you're trying to make a change in. For example, for pipeline health, we're leaving a meeting, in our first meeting where we're getting buy-in – I'm saying to my rep: > All right, Maggie, do we agree that our area of focus is going to be getting opportunities from our lead stage into our S1 stage faster?" > *"Yes, I agree".* We always want to make sure we're leaving in agreement. ### Involve The second to last piece would be to involve others. Get your team together after you've had your one on ones around specific meetings in your operating cadence and talk through what's working and what's not. ### Set up Then set up a true action plan. Another way to actually involve others would be to say: > *Maggie, talk me through how you're leveraging your business development representative to help you with developing pipeline and ensuring you're getting quality leads that are qualified* We, of course, want to make sure our reps are bought into the strategy and the progress of our sessions. [5 Key Shifts: Your workbook to drive sales team performanceDiscover the 5 key sales coaching shifts you can implement today, to make a positive impact tomorrow. Download the workbook free!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-383.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_5_Shifts_Playbook_Social_Meta_-2.png)](https://www.salesenablementcollective.com/5-key-shifts-your-workbook-to-drive-sales-team-performance/) ## How can we effectively coach? One of the most impactful ways I've learned to effectively coach is by using the Socratic method: ### The Socratic method The concept at the heart of [the Socratic method](https://tilt.colostate.edu/the-socratic-method/) is that we're not necessarily looking for a right or wrong answer. When we ask questions in any one of these meetings within our operating cadence, we're not asking for our reps to say yes or no to any of the questions we ask. Sticking with the pipeline meeting example – what we're trying to probe out is how do they think about it? What's their perspective on the world of pipeline? And how do they act upon the ways they believe? This will give us a few things: 1. **First,** it helps our reps to actually work through whatever their perspective is, rather than coming to you consistently and asking you what are the right or wrong ways to do things. It's truly helping them go through the learning process within their own mind. 2. **Secondly**, it helps us identify our areas of gap that we can then go and coach to. Maybe it is "*I think about pursuit nurture in this specific way and I think pursuit nurtures can sit in that stage for a whole year*". Maybe that's not your process. Maybe you only want pursuit nurtures to sit in that stage for 60 days. How are you going to start to maneuver and express to your sales rep why their plan might not be as successful? 3. **Thirdly**, it allows you to leverage your sales enablement team for areas of opportunity you might be able to tune in on. Always use your sales enablement team, if that's of access to you, to help with leading these types of coaching sessions. Whenever we're asking these Socratic questions, we want to be asking them in a broad and generic way. Ultimately, we're trying to understand how our people think and, therefore, how they act. ### The Socratic method in action The whole point of the Socratic method is to force you to listen actively and follow your line of questions while doing so. **Example 1:** For example, if I'm sitting with Maggie in a [pipeline session](https://www.salesenablementcollective.com/sales-pipeline-tracker-excel-framework/), and I ask her: > *Where is most of your pipeline currently coming from?* And she says: > *I don't know.* Then I follow up with something like: > *Maggie, can you talk to me about why you don't know? Can you talk to me about the specific reports you use to track your pipeline? Can you walk me through your relationship with your business development representative, so I can understand a little bit better why this might be a disconnect?* **Example 2:** Similarly, if I ask Maggie the question: > *Talk to me about the composition of your pipeline, what types of opportunities tend to fill it?"* And she replies with: > *Well, a majority of my pipeline are deals like XYZ company and usually, I'm really struggling with those because they only have a $5,000 ARR* Then I'm probably talking to Maggie about: 1. Who is she going after in her own prospecting time? 2. What her strategy is with her BDR to ensure she's getting quality pipeline from larger organizations that will have bigger average deal sizes associated ### Continuing the conversation The real point of this section is to give you some examples of great questions you can use in these sessions – allowing you to then follow up with this: > Okay, now that you've walked me through areas of opportunity you clearly have, I want you to talk to me about areas you're going to hone in on and execute upon before our next session in a couple of weeks. This is not to say that in using the Socratic method, you can't also give advice or coaching tips. For example: > *Hey, Maggie, I might suggest you sit with your BDR and walk through a strategy of who it is you're targeting and understand whether these are real ideal customer profile accounts? Or are they lower grade, and maybe not as good for your continued pipeline maintenance?* ## Next steps In this guide, I've talked through *a lot* to do with operating cadence. When you start getting into conversations around the operating cadence, it *can* seem like this massive ocean to boil. But in reality, what you need to do is get focused, prioritize, and make sure you have a purpose and intention set – so that you can impactfully and effectively coach our team members! --- *This article is based on Maggie's presentation at our Sales Enablement Festival.* --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/Insider-sec-3.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### The sales enablement playbook: Strategy frameworks and executive buy-in URL: https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/ Last updated: 2025-07-31T11:47:40.000Z In [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/), we're always trying to set everyone we work with up for success, right? > *But what's the actual playbook for sales enablement?* I've been fortunate enough to spend a lot of time and energy reading books and networking with a lot of different peers. I'm hoping that what I share with you in this article is absolutely unique and original. I hope it will actually change the dynamic and relationship that you have, not only with the clients that you serve, but the executive sales leadership overall. - [Sales enablement in a nutshell](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/#sales-enablement-in-a-nutshell) - [What is a strategy framework?](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/#what-is-a-strategy-framework) - [Why use a strategy framework?](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/#why-use-a-strategy-framework) - [Solution: the sales enablement framework.](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/#a-rough-outline-of-a-strategy-framework) - [The framework for future state](https://www.salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in/#sales-enablement-framework-for-future-state) ## A big issue: being an order-taker [![Top issue in sales enablement: being an order taker. The image shows the parable of the blind people and the elephant. ](https://lh5.googleusercontent.com/FBqaz_13QSmJud1yGefqjj9k7-b_49WTN54fJ28q0WLy98X5xnOa6HMl4aN2SB7GEOwn7q_cta1gnGmPeFxcLHjI_BPit8oOrH72xaLLgb_0S86UhE9TNWmuEG5hFj_e7b9GSxXI)](https://salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in) Having spoken with many enablement peers, a recurring problem is that it's really easy to be an order taker. Above, you can see the popular parable of the blind people and the elephant. You have every person feeling a different part of the elephant, and they're describing a different part of the problem. > *If you were to take five or ten of your sales leaders and ask each one what they think the main problem is, would they all have the same answer?* They’d all be a little different – everybody would be describing a different problem. And if you have a person or a leader saying they need something done, it's really easy to simply become an order taker. A recurring theme throughout this article is being **proactive** versus being **reactive** Being an order taker defeats the purpose of having a sales enablement function, because sales enablement is all about having an ecosystem where we're connecting the dots from *all* the different players. We're identifying what the critical issue is, and we are bringing forth solutions **proactively** to the organization. ## Sales enablement in a nutshell Sales enablement in a nutshell? > *We take something from its current state, and we move it to the future state.* It's really easy to put a BandAid on a problem, but in an ideal world, when we have the budget and resources, we want to take whatever it is from that current state and move it into the future state. **It's very open ended**. ## The critical problem: strategy, communication, buy in If the goal is to go from **current state to future state**, here's the critical problem from a sales enablement perspective: - What is our strategy? - How do we communicate our strategy? If you don’t have answers to those two question, you’re going to feel a lot like this: [![Gif: Jeff Goldblum about to speak, then hesitating](https://media.tenor.com/images/2fe5094bf802f6802611d5d82bdb47d8/tenor.gif)](https://salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in) Whatever we communicate, whatever we're trying to build together, it's not going to happen without a strategy. So, we have the critical problem, what's the critical solution? **The critical solution: Get a strategy framework.** ## What is a strategy framework? It’s very simple: it's a breakdown of your key goals and objectives across all dimensions. But what’s our sales enablement strategy as it relates to onboarding, or as it relates to new hire training versus existing hire training? We need to **break down each of these elements**. The second thing is, **how do we visualize what's working versus what needs to be better?** How does the sales enablement leader set the strategy and the top priorities based on interdependencies? And then, last but not least, **what is your current situation?** Are you currently in super-hiring mode? Are you in super-growth mode? Are you looking to push existing products and services onto the market? Or do you have a new product that you're launching to market? All of these things impact the overall strategy and what you're actually prioritizing. [How strategic enablement increases sales effectivenessHighspot’s in-depth framework for strategic sales enablement success, leading you to consistent execution and positive business outcomes![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-377.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-plays-1-7.png)](https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness-3/) ## Why use a strategy framework? It changes the paradigm around. We're no longer order takers, we're now proactive. We're saying to everyone: “*Hey, this is something we need you to fix, make better, or implement.*” That way, you're two steps ahead of everyone else. This is another reason why a strategy framework is good. It’s the ability to communicate, or even debate with senior leadership about what the current state of sales enablement is. > *You can express where you want the future state of sales enablement to be – but it's really hard to have that debate when there's no dashboard, nothing visual to see.* You want to be able to clearly visualize those key dependencies and requirements. As sales enablement leaders, we’re also, in essence, like project managers. We need to maximize our energy and effort. We only have limited resources, so how do we maximize our energy and effort with the limited resources that we have to ensure a high quality output? So, what everybody's probably dying to ask right now is: [![Gif: Willem Dafoe saying "Tell Me How"](https://media.tenor.com/images/c21e81c90ee488dfb00fe4294319e55f/tenor.gif)](https://salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in) I spoke to a few colleagues, and this is what I created: ## A rough outline of a strategy framework [![Basic enablement matrix](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/01/Screenshot-2022-01-14-at-17.17.01.png)](https://salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in) I'm looking at dimensions as it relates to new hires and existing hires sales. I'm bucketing things into sales skills, sales process, or product training information as it relates to the market and the competition. **It’s very visual.** I can see what's working, what needs to be better, but I'm still not capturing every single dimension and thought process that goes into sales and implementation. So, I spoke to more people. I did a hell of a lot more research, and I came up with this: ## A more detailed example [![A more detailed Sales Enablement Framework](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/01/TC-data-1Screenshot-2022-01-14-at-17.17.21.png)](https://salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in) This added a lot more resolution to the sales enablement framework. Now I can have intelligent, meaningful conversations with different leaders at our company as it relates to our sales enablement strategy. Then, we take it a step further and add some colours to it: [![The more detailed framework, now colour-coded](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/01/TC-data-2Screenshot-2022-01-14-at-17.17.30-1.png)](https://salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in) Now I get to see what's working within enablement, as well as what we need to either improve or continue to build upon. Everything that you’re seeing in red isn’t necessarily horrible or bad. It just means we haven't prioritized it yet. Or, we don't have the budget, the bandwidth or the resources to start tackling it. When you share this with executives, you basically become the strongest player in the room. Why? **Because you're coming to your leadership in a proactive way, giving them the ability to have a pulse on the current state of sales enablement.** Before other leaders tell you they need something done, you’re going to the business. You're emailing them and saying you’re on top of it because it's built into your framework. ## Sales enablement: Framework for future state [![Sales enablement framework for a future state](https://lh6.googleusercontent.com/B3XM1BOmCQCTtE6_uhN2RxhXDKTLzLr_fPKEIKPNQJgIQC5gWSuBVK6HkrNWspG_Ca-0DWZIV20gOSQYfN__8gaEHkhvGU4k42VJh7By0YqdgjSV2bXzDCjdvU7xdl9wc4FY_b29)](https://salesenablementcollective.com/the-sales-enablement-playbook-strategy-frameworks-and-executive-buy-in) How do we go from the current state to the future state?. This is the framework for doing that. You want to establish: 💡 ****\- The current or the proposed state** ****\- A pre-mortem analysis** ****\- Is this a priority?** ****\- Is it scalable?** ****\- Is it necessary?** ****\- Who's owning it?** ****\- Do you have the process tech and enablement architecture to make that happen?** ### Understanding the current or the proposed state When it comes to understanding the current state, the question you’re asking is, can we create a process to facilitate that? ### Pre-mortem analysis Is it scalable? One of the things you can do to make sure that it's scalable is to do a pre- mortem analysis. It sounds exactly like what it is. The questions you’re asking are: How can this process or project absolutely fail? For example, one way that the request process could fail is if you have 1000 open opportunities, but for each of those 1000 opportunities, everyone's requesting a customer reference. Are we able to actually facilitate introducing either one customer to one prospect or one customer to multiple prospects? There's a billion questions you can ask. [Enablement charters as a stakeholder management and ROI demonstration toolTired of a seemingly unending list of to-dos for your stakeholders? Feeling like your programs aren’t getting the credit they deserve? Unsure of how to say “no” to requests, or make “strategic yes” agreements? Then boy howdy, let’s talk about charters, and how they impact your team’s![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-376.png)Sales Enablement CollectiveBrooke Bachesta![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-win--and-keep--C-suite-buy-in-2-1.png)](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) ### Process enablement Once you actually start looking at it, the real critical issue is, do we need better enablement, or stronger enablement on all of our other customer programs? Maybe we need to create more customer video content, maybe we need more customer case studies or infographics or other types of content. Maybe what we need is a customer conference. Are we streamlining the process, or are we enabling something that's gonna create more problems and headaches once it's actually implemented? ## Let's wrap up > *In summary, if you don't have the time, you need to make the time.* As the graphic showed you, I spent several weeks refining, building and improving. You need to dedicate time to building. Block out time in your calendar and just focus on building the strategy framework. **The second thing is, this is not an answer guide. It's a tool.** We teach our sales reps different tools all the time to help them have better stronger conversations with their prospects. This is the same thing. This is a tool to help you to have stronger, better conversations with your internal stakeholders at your company. You need to make sure it fits your business, not mine. Our goal here is to transform whatever is the current state of sales to the future state, with the goal of maximizing our revenue opportunities and outcomes across all stakeholders. Good luck! --- *This article is based on Thomas' presentation at our Sales Enablement Summit in New York.* --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/Insider-sec-2.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### Making AI part of your enablement day-to-day URL: https://www.salesenablementcollective.com/making-ai-part-of-your-enablement-day-to-day/ Last updated: 2025-07-29T11:49:16.000Z In [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/), we are asked to scale faster, prove ROI, and drive behavior change across hybrid, global, go-to-market teams, all with limited resources. These expectations can seem impossible when we’re buried in manual [content creation](https://www.salesenablementcollective.com/what-is-sales-enablement-content/), one-off training creation, and anecdotal analysis. So how can we elevate the way we drive productivity, scale learning, and prove impact? > *AI is quickly becoming the go-to answer, and for good reason.* While [AI](https://www.salesenablementcollective.com/ai-revenue-enablement/) can’t replace human enablement expertise, it can handle the repetitive, time-consuming, and data-heavy tasks that slow us down. Used well, AI frees us to stay focused on what matters most: **driving behavior change and business impact.** Below are three key areas where I see AI helping enablement teams shift from reactive execution to strategic leadership: ## Streamlining performance insights & impact reporting Historically, enablement teams have relied on anecdotal feedback or lagging metrics to evaluate program success, which has made it hard to focus efforts and measure impact with confidence. AI changes that. It enables us to spot performance trends faster, surface gaps proactively, and link our work to business results. **To identify where to focus our time, enablement teams need to start by defining what “good looks like.”** Using AI-powered [conversation intelligence](https://www.salesenablementcollective.com/4-gong-tactics-every-enablement-team-should-know/) benchmarking features to analyze high-performing calls and sequences, enablement teams can identify top-performer behaviors. To get started, consider comparing a few top and average rep calls using AI scoring and identify one behavior that differentiates them. Use these insights to create a campaign where top behaviors, such as storytelling or in-depth discovery, are shared weekly via AI-generated clips. [Making the shift from reactive to proactive enablementDiscover the importance of proactive enablement and how to move from a reactive approach to a proactive strategy for success. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-373.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Shifting-from-reactive-to-proactive-enablement----1--3.png)](https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/) **Once teams know what good looks like, AI can help identify field needs.** AI can synthesize CRM and call data to uncover patterns, like common objections or missing assets, before they show up in lost deals. Even a basic AI-powered win/loss analysis can help you surface the top three challenges reps are facing and include them in a monthly report. **As you build programs to address the identified needs, AI can help you better measure their impact and know what is working.** Go beyond feedback surveys by tying enablement touchpoints (training, coaching, content) to revenue outcomes using AI-enabled attribution models. If full integration feels too big, start with one program, like [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/), and compare pre/post-ramp performance using CRM and LMS data. From there, you can scale toward a dashboard that links enablement efforts to metrics like stage conversion or ACV. [AI sales enablement: Save time, automate, and empower repsAI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-371.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_automation-4.jpg)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ## Tailoring learning & reinforcing behavior change Once you have identified best practices, uncovered needs, and set up mechanisms to report on your program’s impact, AI can help you move from a one-size-fits-all training approach to contextual, personalized, and scalable learning programs. It can also take some of the burden off managers by automating reinforcement through various tools. **Start by creating personalized learning paths.** Adaptive learning, AI-integrated LMS platforms, can now help enablement teams tailor training content based on rep role, skill gaps, or deal stage. Even simple tagging of onboarding assets by role ([AE, SDR](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/), AM) or region is a great first step towards increased customization. From there, teams can explore systems that auto-recommend modules based on call data or pipeline stage. 💡 ****Within these personalized learning paths, AI-powered simulation and feedback tools now provide reps the chance to practice key skills with a 24/7 AI roleplay partner.** AI-powered roleplays offer reps a safe space to practice without needing a manager or peer for support. These simulations often provide instant, targeted feedback that reinforces broader enablement efforts. Start by creating one scenario, such as [handling pricing objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/), and integrate rep practice with AI-generated variations into your enablement plan. You can also consider adding regular AI-practice requirements for your reps, such as 1 scenario a week or X amount of time per month, depending on your goals. **In addition to training, your enablement team’s content also benefits from AI through contextual content recommendations.** AI can deliver the right asset, [battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/), case studies, and talk tracks, automatically via Slack or CRM based on live deal data to reps. This benefits your enablement team by ensuring that your materials are used when they matter most and saves reps from hunting for content. **The “stickiness” of your enablement programs is also boosted through scalable coaching using AI-powered conversation intelligence behavior tagging.** Conversation Intelligence platforms now use AI to detect behavior trends, like discovery questions or [MEDDPICC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) usage, across hundreds of calls. Enablement teams can use this to monitor methodology adoption at scale, which can be used to create weekly coaching guides for managers based on AI summaries of team activity and feedback. When using these tools, just don’t forget to always validate with a manual review to ensure the AI tagging is accurate before scaling. [Applying AI to your enablement strategy, with Jonathan Kvarfordt \[Video\]Jonathan Kvarfordt joins us on the podcast to discuss all things AI and enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-372.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-5-5.png)](https://www.salesenablementcollective.com/applying-ai-to-your-enablement-strategy-with-jonathan-kvarfordt-video/) ## Boosting content creation & delivery efficiency Beyond improving enablement teams’ focus and enhancing the personalization of the programs they deliver, AI helps us as enablement professionals work faster in our day-to-day activities. > *Content creation, communication, and administrative tasks are areas where AI can deliver immediate value, freeing up more of our time for high-impact work.* **Generative AI content tools can quickly turn assets into reinforcement materials.** For example,repurposing training decks or recorded calls into flashcards, talk tracks, or bite-sized videos. Start by taking your last workshop recording and use AI to create three microlearning pieces. Then post them to Slack or your LMS for quick reinforcement. You can also use AI to trigger follow-up nudges or quizzes personalized to each rep’s call performance. [The AI differentiator? Your promptsShun Cheah explains key techniques that will allow you to improve your prompts and get better results from generative AI tools.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-375.png)Sales Enablement CollectiveShun Cheah![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-3-1-1.png)](https://www.salesenablementcollective.com/the-ai-differentiator-your-prompts/) **Summarization engines tied to call and CRM data can summarize closed-won calls and CRM notes to create searchable win stories.** Using these stories, teams can create a “Win Library” where reps can easily access success stories categorized by industry, objection, or solution, without you manually writing each one. **Finally, AI can help you build field-facing updates in minutes.** Use summarization tools to auto-generate weekly highlights, including content usage stats, call trends, and links to new assets. If a fully automated newsletter feels out of reach, start by using AI to draft the copy of your next update and insert one data-driven insight, like a common objection trend or training completion rate, before sharing via your usual channels. ## Reminder: Progress over perfection These are just a few of the many ways AI can transform enablement strategies and how enablement teams work. > *Let it take care of the repeatable steps, so you can focus on strategy, creativity, and the programs that actually move the needle.* As you start expanding your use of AI in enablement, remember that you do not need to do everything at once. The key is to start small and identify where your team is spending the most time, or where the stakes are highest, and test one AI-enabled improvement at a time. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/Insider-sec-1.png) --- ### The evolution of enablement: How to drive strategic change in GTM operations URL: https://www.salesenablementcollective.com/the-evolution-of-enablement-how-to-drive-strategic-change-in-gtm-operations/ Last updated: 2025-07-25T16:00:10.000Z Have you ever stopped to think about whether your [enablement strategy](https://www.salesenablementcollective.com/building-a-winning-revenue-enablement-strategy/) is truly driving revenue, or if it’s simply ticking boxes? It’s easy to fall into the trap of focusing solely on training sessions, content delivery, or tool adoption – tasks that feel productive but may not ultimately move the needle on revenue growth. I’m **Ben Jones**, **Director of Global Enablement** at **Kantata**, and I’m here to tell you: enabling your teams shouldn’t be about checking off a list of “to-dos.” It should be about transforming the way your organization works together to drive business outcomes. In this article, I’m going to share the lessons I’ve learned along the way, the frameworks that helped us at Kantata shift our approach, and the strategic changes that empowered us to not just support, but actively drive revenue across departments. If you’re looking to elevate your enablement function and align it with your company's revenue goals, read on – you might just discover the missing link in your strategy. ## **Embracing change: From siloed to seamless enablement** In 2022, our company Kantata was born out of the merger between two companies, and as we merged our teams, we found ourselves caught between Tuckman’s stages of team development – **forming**, **storming**, **norming**, and **performing**. You see, at that point, we were definitely in the “storming” phase. Things weren’t yet aligned, and as much as we wanted to be in “norming” and on our way to “performing,” we had to deal with fragmentation. Our departments all operated with their own processes and content, but they were siloed, and we needed to fix it *fast*. To complicate matters, our content and learning resources were scattered across multiple systems. This fragmentation wasn’t just inefficient – it made it hard to track progress, share insights, or deliver consistent experiences across teams. As [Gartner notes](https://www.gartner.com/en/documents/4443899), the key challenge in this siloed environment is a **lack of clear ownership of the entire customer journey**. When ownership isn’t clear, it leads to inefficiencies and confusion. Our vision became clear: we needed to create a seamless GTM function, with all touchpoints connected and aligned to drive revenue. We began to implement a unified approach to our processes and technology. Our aim was to establish one continuous thread that connected sales, customer success, marketing, and product teams, with a shared set of processes and tools. The idea was simple: no more fragmented teams, no more disjointed tools – just one seamless experience across the entire customer lifecycle. Let me walk you through how we did it. [What is GTM enablement?Discover everything GTM enablement. Learn how to align teams, optimize launches, and master go-to-market success for sustainable growth.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-369.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---What-is-GTM-enablement-1-1.png)](https://www.salesenablementcollective.com/what-is-gtm-enablement/) _This post is for paying subscribers only._ ### BDRs, SDRs, and account executives - what sets them apart? URL: https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/ Last updated: 2026-03-31T06:35:29.000Z ## What is an SDR? SDR stands for Sales Development Representative. These sales professionals focus on qualifying inbound leads generated through marketing efforts like content downloads, webinar registrations, and website inquiries. SDRs typically report to the marketing department and act as [the bridge between marketing-generated interest](https://www.salesenablementcollective.com/building-a-bridge-between-marketing-and-sales/) and the sales team. They're responsible for determining whether incoming leads match your ideal customer profile and have genuine buying potential. In essence, SDRs are turning cold leads into warm ones by working with prospects who've already engaged with your company in some way. They focus on top-of-the-funnel lead generation, feeding those inbound leads who are already engaged through to account executives. --- --- ## What is a BDR? BDR stands for Business Development Representative. Unlike SDRs who handle incoming interest, BDRs proactively hunt for new business opportunities through cold outreach. BDRs typically report to the sales organization and focus on outbound prospecting. They research target accounts, identify potential buyers, and [initiate contact through cold calls](https://www.salesenablementcollective.com/value-based-selling-taking-the-fear-factor-out-of-cold-calling/), emails, and LinkedIn messages. Their goal? Creating sales opportunities where none existed before - it's all about identifying early stage business opportunities. But here's where it gets interesting. If you asked ten organizations how they actually define these roles, you'd probably get ten different answers (and maybe more). Gail Behun, Senior Director of Revenue Enablement at Juniper Square, describes her experience with this distinction (or lack thereof): > *There's a lot of interesting discussions between BDRs and SDRs, because a lot of companies don't separate them at all.* > *The company I'm at doesn't separate them. We have inbound SDRs and outbound SDRs, and when I came aboard I said 'well, aren't the inbound SDRs really BDRs?'* The key distinction? While SDRs qualify leads who've already shown interest, BDRs generate interest from scratch. With this in mind, the difference between a BDR and SDR isn't all that great, and varies company by company. It's more important to consider whether that sales rep deals with inbound or outbound leads. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/Report-1.png)](https://www.salesenablementcollective.com/optimizing-your-most-important-marketing-channel-your-sales-team/) [ Get the playbook ](https://www.salesenablementcollective.com/optimizing-your-most-important-marketing-channel-your-sales-team/) --- ## What is an AE? Usually, AEs are more senior than BDRs and SDRs, operating further into the [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/). AEs tend to focus on active, qualified opportunities, and on moving the client through the sales funnel, turning them from a lead into a (hopefully long-term) customer. As organizations operate in different ways, the distinction between the varied roles, skills, and talents of BDRs, SDRs, and AEs can be confusing. We’re here to help you understand the differences, some subtle and some less so. --- ## SDR responsibilities and skills ### Daily responsibilities SDRs handle the crucial first touchpoint with inbound leads—those prospects who've already shown interest in your company. As Gail describes it, you're "catching the fish as they're coming into the net." Your typical day involves responding to marketing qualified leads within minutes of form submissions, conducting discovery calls to understand prospect needs, and making quick qualification decisions. You'll spend time updating CRM records, scheduling meetings between qualified prospects and account executives, and following up with leads who aren't ready to buy yet. Think about the workload: the SEC Gold Standard Prospecting 2022 Report shows 58% of SDRs juggle more than 75 accounts every quarter. No wonder [speed and efficiency aren’t just nice-to-haves](https://www.salesenablementcollective.com/drive-more-efficient-sales-through-smarter-sales-enablement-2/)—they’re mission-critical for keeping your pipeline healthy. ### Essential SDR skills At the heart of SDR responsibilities is [lead qualification](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/). You need to master asking the right questions at the right time to ensure inbound leads are the right fit before passing them to an AE. **Lead qualification mastery** comes first. You'll need to go through initial qualification phases effectively—otherwise you risk passing bad leads further along and wasting an AE's time. This involves knowing what questions to ask and, just as importantly, when to ask them. **Product knowledge** builds naturally as you progress. An SDR learns to give product overviews and understand the ideal customer profile (ICP). However, as Gail explains, the role has its limits: > You learn your ICP and all of the qualification questions, and then you say 'yes, Chloe, you sound like a great fit. I'm going to set you up with a call with Joe (who is an AE). Joe, he's going to walk you through the product' **Time management** becomes crucial when handling high lead volumes. You need to efficiently prioritize outreach based on lead scoring and engagement signals. While being an SDR has its challenges and learning curve, it's typically the first step in your sales career progression. The next step usually involves moving to outbound prospecting, which Gail thinks 'is harder because you have to know where to target'. In comparison, inbound leads have already had some contact with your organization—whether filling out a form, downloading content, or calling your sales team directly. ## BDR responsibilities and skills ### Daily responsibilities BDRs are hunters who create opportunities from scratch. Unlike inbound reps who 'catch the fish as they're coming into the net', BDRs actively search for leads who aren't necessarily aware of your product or service. Their daily activities include: - [Researching target accounts and building prospect lists](https://www.salesenablementcollective.com/prospect-research-framework-with-example/) - Crafting personalized cold emails and LinkedIn messages - Making cold calls to prospects who've never heard of your company - Identifying trigger events and buying signals through research - Booking meetings for account executives with qualified prospects - Maintaining multi-touch cadences across various channels Jonathan Tavella, Sales Enablement and Operations Analyst, EMEA at Wasabi Technologies, says: "Outbound reps are most effectively deployed in accounts where you don't have existing relationships. That's because creating conversations where there are none is the hardest and most time consuming part of the sales process, and requires a significant continued effort - which AEs are not always in the position to put in." ### Essential BDR skills BDRs need all the lead qualification skills, ICP knowledge, and product overview knowledge that inbound reps possess, but with additional outbound expertise to seek out potential leads based on criteria such as region, company size, or sector. **Research proficiency**: Before reaching out, BDRs must understand the prospect's business, challenges, and potential fit. This means leveraging tools like LinkedIn Sales Navigator, ZoomInfo, and company websites to build targeted prospect lists. **Rejection resilience**: With cold outreach, you'll hear "no" far more than "yes." Like an inbound rep, those going outbound need strong product knowledge and an ability to qualify leads, but they carry the additional weight of dealing with objections and rejections from potential leads who have no interest in being reached out to. **Creative messaging**: Standing out in crowded inboxes requires compelling subject lines and personalized value propositions. According to Gail: "They have to *learn* to go outbound. So they have to learn to say 'our target customer is companies with 500 and fewer employees within the educational tech sector within these countries. Okay, go!' "They're going out and they're calling people that have never heard of us and saying, 'Hey, have you heard of us? This is what we can do for you'. Then they go through the same qualifying steps." **Multi-channel orchestration**: Modern BDRs coordinate outreach across email, phone, LinkedIn, and sometimes even direct mail to maximize response rates and create multiple touchpoints with prospects. --- [Mastering sales methodologies: The ultimate guide | ebookOur new ebook gives you the ultimate guide to elevating your sales strategy, so give your team the tools to succeed and download now!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/08/SEC_-Optimise_Sales_Content_Ebook_Meta.png)](https://www.salesenablementcollective.com/mastering-sales-methodologies-the-ultimate-guide-to-elevating-your-strategy/) --- ![A plan to help you handle objections](https://lh6.googleusercontent.com/9kSlg2zXgkm6stn3AP-6tOF7BL-brZj9BYgJZsdgmG06Tua1fnk-qHTpdDKHcaewfn-rv0lVjFS6Ye1O5YULvyG4wdEhiRHH_DrT21VfXQECHJj3jBW5Pq-d0gVO1BLYIBB9rT1v=s0) *With an SEC membership plan, you get instant access to this checklist designed to help your sales teams handle objections as they work their way through the sales process.* [*Sign up now*](https://www.salesenablementcollective.com/signup) *and explore this checklist and lots more!* --- Jonathan explains that “\[outbound reps\] need to open new doors. At a high level that requires a good understanding of the problem they solve, of who their product is and is not for, and the ability to explain the [value proposition](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/) clearly and simply”. Tying all those skills together allows you to effectively [identify leads with specific characteristics](https://www.salesenablementcollective.com/customer-profile-segmentation-framework/) such as size, region, and industry - then reach them through strategic cold outreach that creates genuine business development opportunities. Gail says that being a BDR or an SDR, “whatever you call it, is the first step before you're an account executive. You learn how to take new leads, either coming in or going out, and then somebody else has to develop and close them. Then you learn the develop and close part \[later on\]”. ## Account executive role and skills ### Role While there may be some similarities between a BDR and SDR depending on the organization, an AE’s sales role is usually more clearly defined. Account executives (sometimes called sales executives) focus on active, qualified opportunities, and on moving the client through the sales funnel, turning them from a lead into a customer. Typically, an AE will have leads passed to them from BDRs or SDRs, and use the information gathered by the rep who qualified the lead to perform a more in-depth discovery call, conduct demos, run follow-ups and eventually work towards closing the sale. Gail built on her earlier example, saying: “Joe (the AE from earlier) is going to be able to catch either side; he can catch the ones a BDR or an SDR brings in, it doesn't matter.” > \[The AE\] is catching those and saying ‘hey, I'm really glad to meet you, I see that you're interested in the product, it feels like we're a fit. Let me give you the demo’ and they take that all the way from demo to close. ### Skills Although many AEs start out as BDRs/SDRs, as they work with *already* *qualified* leads, they require a more nuanced skill set. AEs work on high-opportunity deals, and focus on uncovering a lead’s needs. They’re always trying to find ways to maximize the value of deals. This means they need excellent active/deep listening skills and nurturing skills in order to really understand potential customers’ concerns and business needs. AEs require a higher level of product knowledge and an eye for hidden opportunities for up and cross-selling. They have to be able to recognize and take advantage of those opportunities if they appear during discovery. In essence, they should perform as product consultants, rather than just delivering sales pitches. Jonathan says that while a BDR/SDR’s pitch is more high-level and based around generating interest, “AEs should be trained to run very good discovery calls and then to deliver effective pitches to match the pain points they uncover”. Simply put, AEs need to have the ability to undergo a deeper discovery process, especially compared to BDRs/SDRs. ## Is there any overlap? Yes, there's significant overlap between SDR and BDR roles. Both positions focus on prospecting, qualifying leads, and setting appointments for account executives. They use similar tools, follow comparable processes, and require many of the same skills. The main difference lies in their lead sources and approach. SDRs work with warm leads who've already shown interest, while BDRs create opportunities from scratch through cold outreach. Many companies blur these lines intentionally. Some organizations have their SDRs handle both inbound responses and outbound prospecting during slower periods. Others train their BDRs to jump on hot inbound leads when needed. The overlap becomes even more pronounced in smaller companies where one person might wear both hats out of necessity. According to Jonathan: > There is some overlap in the sense that in many organizations AEs still need to build their own pipeline. They can’t *just* rely on their BDRs to find new opportunities for them. > That means that an AE and a BDR could be prospecting on the same account at the same time. That requires a tight collaboration, and good AEs will often take the time to coach their BDR and to explain their account plan to them. ### When to hire SDRs vs BDRs The decision between hiring SDRs or BDRs depends on your company's growth stage and go-to-market strategy. **Hire SDRs first when:** - You have consistent inbound lead flow from marketing - Your marketing generates more leads than AEs can handle - You need to improve lead response times - Your AEs waste time on unqualified prospects **Hire BDRs first when:** - You're entering new markets or verticals - Your inbound lead flow is inconsistent - You have a clearly defined ideal customer profile - Your average deal size justifies outbound investment **For early-stage companies:** Most startups under $5M ARR combine both functions into a single role. As one founder put it: "Our first sales hire was an 'SDR/BDR hybrid' who handled both inbound and outbound until we hit enough volume to specialize." **For scaling companies:** Once you reach 10+ salespeople, specialization typically improves efficiency. Companies often maintain a 2:1 ratio of SDRs to BDRs, adjusting based on lead flow and market dynamics. ## The key differences summarized Improved Table Design | Role and skills 🛠️ | Inbound rep 📩 | Outbound rep 📞 | Account exec 🤝 | | **Works with warmer leads?** | Yes | No | Yes | | -------------------------------------------------- | -------------- | --------------- | --------------- | | ---------------------------- | --- | -- | --- | | **Interacts with unaware prospects?** | No | Yes | No | | | | | | | **Conducts top-of-the-funnel lead qualification?** | Yes | Yes | No | | | | | | | **Has a good level of product knowledge?** | Yes | Yes | Yes | | | | | | | **Conducts demos and deep discovery?** | No | No | Yes | | | | | | | **Converts leads and closes deals?** | No | No | Yes | | | | | | If you're responsible for a team made up of BDRs, SDRs, and AEs, Jonathan has some advice: > "*An area that is oftentimes overlooked is how to lay a path forward for BDRs/SDRs to become AEs. The best companies have the whole process clearly laid out, so new BDRs/SDRs know what they need to do and what they need to show to become AEs. Many BDRs/SDRs want to become AEs and it is not very clear to them how to do so.*” Hopefully, with this information you can now answer any questions you get about comparing BDR v SDR, SDR v BDR, or what AE in sales means! --- ## Ready to accelerate your sales career? Whether you're an SDR looking to move into a BDR role, or a BDR aiming to become an Account Executive, having the right skills and certifications can fast-track your progression. With Sales Enablement Collective's Pro+ Membership, you'll get: - **12+ industry-recognized certifications** to showcase your expertise and stand out to employers - **Expert-led training programs** covering everything from lead qualification to advanced sales techniques - **Proven templates and frameworks** used by top performers at companies like Google, LinkedIn, and Salesforce - **Mentorship opportunities** to get 1-on-1 guidance from seasoned sales professionals - **Access to an exclusive community** of 30,000+ sales enablement professionals sharing best practices Don't let your career stagnate. Join thousands of sales professionals who've used our resources to level up their skills and land their dream roles. [Become a Pro+ member today](https://www.salesenablementcollective.com/pro-plus-membership/) and take the first step toward your next promotion. 🚀 ### What enablement needs to know about product marketing, with Jonathan Pipek [Video] URL: https://www.salesenablementcollective.com/what-enablement-needs-to-know-about-product-marketing-with-jonathan-pipek-video/ Last updated: 2025-11-21T13:07:50.000Z ## More resources: [Scaling Sales Enablement: A Product Marketing PerspectiveLearn to scale sales enablement from a product marketing perspective, driving efficiency and empowering your sales team for success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-363.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/179.png)](https://www.salesenablementcollective.com/scaling-sales-enablement-product-marketing-perspective-video/) ### 4 Gong tactics every enablement team should know URL: https://www.salesenablementcollective.com/4-gong-tactics-every-enablement-team-should-know/ Last updated: 2025-07-15T16:00:22.000Z [Conversational intelligence](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) tools like Gong have completely changed the game for enablement teams, allowing us to monitor and measure behavior change at scale. However a lot of enablement thought leadership today fails to answer the question “*How can I use this tool in my role right now?*” In this post, I'll share a few of my favorite Gong hacks for: - Gaining trust with stakeholders early in a new role - Automating playlist building at scale - Building discovery call repositories - The best ways to use Streams to keep your listening hyper-focused on the things that matter ## Your first week in a new enablement role Assuming Gong is properly configured (smart trackers for methodology, keyword trackers for competitors, strategic product areas, and primary use cases are set up), the first place I typically start is **listening to high performers and low performers** to determine the delta between the two. Ideally you'll look at calls from closed won deals of high performers (that were recommended by the reps themselves, or their manager). However, I usually try to self-serve and save my "*asks*" for later – once I've developed a bit more social capital with my new teammates. Once you've identified the calls & deals to shadow, this is a great time to leverage Gong's **Account AI** or **Ask Anything** to find key insights quicker. I like to review some calls without AI to build initial hypotheses and then leverage Ask Anything to help me go deeper, quicker. > *From here I typically do a readout with sales leaders to validate hypotheses and takeaways.* Typically this initial analysis and leadership readout informs a future focus area, or at a minimum gives me some examples of "*what good looks like*" from high performers that I can leverage in training content. 💡 ****TLDR:** Listen to high performers and low performers, develop initial hypotheses, listen to more calls to validate hypotheses, meet with RevOps for a data dump, do a readout with sales leaders sharing potential root causes for weak spots in the business. ## Automating playlists at scale In an ideal world, you'd build playlists with the help of rep and manager submissions – but this is a fairly manual process for *both* enablement and the managers. To protect field time and give enablement time to curate the best of the best, I build my first playlists utilizing the **Gong Stream** future. This way, you can automate playlist building by identifying your highest performers, only looking at calls from them, and then bringing in additional filters for calls that meet specific criteria. These streams are essentially playlists that update themselves when new calls meet those criteria in real time. **Here's a list of example playlists I've built following this process:** ### #1\. Best Wins I only looked at first calls where: - The deal is now closed won - Where rep on the opportunity is a high performer (I typically select the top 5) - Close date is last 90 days (to ensure the content is fresh) I then add filters to: - Make sure the deal cycle is less than or equal to average - Add in an ACV (Annual Contract Value) filter to ensure the deal is at or larger than the average deal size. For this playlist, I'm prescriptive with reps on how to use it. They should listen to the first call and then click through the other calls all the way to closed won, leveraging Points of Interest and Gong's Ask Anything to help them with their shadowing. ### #2\. Best Calls by Stage This involves a similar flow as above, but I ask RevOps to pull in Stage Conversion data (or do it myself). Using this data, I can filter each playlist to only the highest performing reps for *each* *stage*. 💡 For example, since Eric and Emily have the best Stage 2 to Stage 3 conversion rate, I'll only look at their Stage 2 Calls for the **Best of Stage 2* Playlist Meanwhile, I can leverage calls from Jenny and John for the **Best of Stage 3* playlist since they have stronger Stage 3 to Stage 4 Conversion rates. Since Gong timestamps the opportunity stage at time of call, it's fairly simple to pull out the best calls per stage following this flow with the same foundational criteria from the **Best Wins** playlist. (e.g. closed won opp, recent close date, above ASP, and below average sales cycle.) As you can imagine, you can take this approach to building automated playlists that update themselves with just about anything you want. As long as the data is in Gong or pushed to Gong from your CRM, you can get real creative with the call criteria. ### Other examples I've also done this for best demo calls, best wins based on a sales motion or product area, best wins versus competitors, or pricing calls where the title mentions "*pricing*". Obviously, less is more – and manually curated playlists will always be higher quality, but this is a great way to make your enablement team more efficient and get a quick wins out the door so no one is complaining about a lack of examples. ## Build a disco question repository One of my favorite quick wins with front-line managers is showing them Gong's **Points of Interest** section on the Call Info Page. There's a sub-section that helps you find questions asked by the *seller* and questions asked by the *prospect*. I usually skim through about 50+ calls using this section to find my favorite discovery questions at scale and build a "*Best Disco Q*" repository based on my findings. The manager use case is showing them an easy way to validate what questions were or were not asked during the call from a [MEDDPICC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) perspective. They're able to quickly review the quality of the seller's discovery flow and coach from there on missed opportunities in the conversation. You could also follow this flow to find FAQs or use Ask Anything to find common objections from prospects and work with sales managers to build cheat sheets based on your findings. [Between the lines: 3 deep sales discovery questionsShun Cheah shares three sales discovery questions that’ll help your sales teams dive deeper into your prospects’ inner pain points and needs.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-356.png)Sales Enablement CollectiveShun Cheah![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---3-deep-sales-discovery-questions-.png)](https://www.salesenablementcollective.com/3-deep-sales-discovery-questions/) ## Getting smart with Streams Once I've deployed a few quick wins and have a stronger take on weak points in the business, I start leveraging Gong Streams to help me focus my listening. For example, let's say we're not so good at converting Stage 3 sales opportunities to Stage 4\. I'll create a Gong Stream that notifies me via Slack and email when calls meet this specific criteria. Once I've developed a hypothesis as to why deals are stalling in Stage 3 (e.g. reps are proactively offering trial extensions and/or prospects are asking for them at the end of their trial), I can build trackers to monitor this behavior, then create another Gong Stream notifying sales leadership when these happen in real time. > *This gets me a lot of brownie points.* This is just one example. I've done this for deals where we don't set next steps, reps proactively mentioning discounting too early in deals, problem competitors mentioned by prospects early in the sales process, and more. You can follow a similar process with Product area mentions or other cross-functional initiatives (e.g. new pricing, partnerships programs, how reps are positioning post-sales offerings, etc.) in order to help other teams ensure that the desired behaviors / sales pitch is actually happening in the field. 💡 ****TLDR:** Streams are one of your best friends for helping you spot problem areas at scale, and a great way to gain initial trust with your stakeholders. ## In conclusion Gong is the best way to find problems, validate behavior change, or answer questions at scale. Whether it’s enabling follow-through on key enablement initiatives or building your onboarding playlists in a scalable manner, these are some of my favorite hacks for getting the most out of Gong whenever I start a new enablement gig. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/Insider-sec.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ### How to create marketing content sellers use and buyers trust (with AI) URL: https://www.salesenablementcollective.com/marketing-content-sellers-use/ Last updated: 2025-07-24T15:41:26.000Z Creating impactful marketing content that sellers actually use is one of the biggest challenges we face as marketers. I see it all the time: marketing teams invest hours researching, writing, and designing thoughtful materials, only for those resources to sit untouched. It’s frustrating — but it’s the reality for too many marketing teams. The stats back up these experiences. [Up to 65%](https://www.forrester.com/blogs/the-b2b-content-guide-make-sales-your-ally-in-content-marketing/#:~:text=An%20estimated%2065%25%20of%20the,for%20sales%20reps%20to%20use.) of marketing content goes unused, often because it’s hard to find, misaligned with seller needs, or created without the insights needed to make it relevant. And it’s not just a waste of effort — it’s a missed opportunity. It slows deals down, leaves gaps in buyer conversations, and ultimately holds us back from hitting bigger revenue goals. So, how do we fix it? It’s about rethinking how we approach content. Marketing teams must bring together the art of marketing — compelling storytelling, sleek design, fresh ideas — with the science of AI to create something truly impactful. ## Why marketing content misses the mark One of the biggest challenges I see is that marketers often operate without clear insights into what will resonate with their prospects and customers.[ Only 25%](https://www.marketingcharts.com/customer-centric/datadriven-113273) of marketers use data to inform every strategic decision they make. That’s a staggering minority. Without those insights, we’re guessing — and guesswork rarely delivers results. If you don’t know which content is landing with buyers, how can you feel confident in what you’re creating? ## Marketing content is hard to find — and even harder to use Then even when marketers do create content that should hit the mark, it doesn’t always get used. Sellers often can’t find what they need when they need it, or the materials don’t align with the specific buyer conversations they’re having. And when sellers are left to search for the right materials, they waste valuable time — time that could be spent actually selling and closing more deals. ## Using AI to create marketing content that gets used AI takes the guesswork out of marketing content creation and helps us make smarter, data-backed decisions. With tools like [Showpad’s AI-powered insights](http://www.showpad.com/ai/?utm%5Fsource=sec&utm%5Fmedium=referral&utm%5Fcampaign=sec-education-hub), marketing teams can finally see what’s driving real engagement and adjust on the fly: topics, audience focus, formats. This means we can identify which materials are performing well, spot gaps, and quickly adapt strategies to meet the needs of both sellers and buyers. When sellers have access to relevant, tailored materials, they use them with confidence — leading to stronger buyer engagement and more closed deals. That’s what makes AI such a powerful tool. It ensures the effort we put into creating content actually delivers results. ## Greater usage and more time saved with AI content management But AI isn’t just about making better marketing content; it’s about giving teams the time to focus on what really matters. One of the biggest challenges I hear from fellow marketing leaders is how much time gets wasted answering seller requests to re-share assets or tweaking materials to meet specific needs. Those hours add up fast. With Showpad, that time-suck goes away. AI-powered content management and search functionality simplifies sharing and enhances discoverability, ensuring materials are found and used by sellers, exactly when they need it. And when content is easy to discover, it’s used [three times more often](https://www.showpad.com/team-functions/showpad-for-marketing?utm%5Fsource=sec&utm%5Fmedium=referral&utm%5Fcampaign=sec-education-hub), ensuring the effort my team puts into creation is worthwhile. Even better, smarter content management saves marketing teams over [400 hours a year.](https://www.showpad.com/product/showpad-content/?utm%5Fsource=sec&utm%5Fmedium=referral&utm%5Fcampaign=sec-education-hub) That’s busywork time that can be reinvested in big-picture strategic planning and creative ideation — the work that actually moves the needle. ## Aligning art and science for measurable wins At its core, marketing is about storytelling. But storytelling alone isn’t enough if it doesn’t reach the *right* audience at the *right* time. With AI-powered analytics and content management, my team and yours can ensure they're not just creating *more* content but creating the *right* content — timely, critical, focused— that sellers can use to engage buyers and move deals forward. That’s the power of uniting the art of marketing with the science of AI. [Further fuel your marketing strategy](https://www.showpad.com/blog/fuel-your-annual-marketing-strategy-with-data?utm%5Fsource=sec&utm%5Fmedium=referral&utm%5Fcampaign=sec-education-hub) with real-time insights from Showpad. ### How to prove the value of enablement with data and AI URL: https://www.salesenablementcollective.com/proving-the-value-of-sales-enablement-how-data-and-ai-can-transform-your-strategy/ Last updated: 2025-10-27T07:58:25.000Z Have you ever struggled to [prove the value](https://www.salesenablementcollective.com/the-key-to-proving-enablement-value-is-ai-jonathan-kvarfordt/) of your sales enablement efforts to leadership? As budgets get tighter and scrutiny increases, it's becoming more important than ever to show how enablement drives real, measurable business impact. I’m **Ben Gibbons**, and I'm the **Director of Sales and Partner & Customer Performance** at **Databricks** here in EMEA. I’ve had the privilege of working in sales enablement for several years now, and I’ve seen firsthand how crucial it is to tie our efforts directly to the business outcomes that matter most. The purpose of today’s discussion is to explore how we can align sales enablement strategies with the value we deliver, leveraging the [power of data and AI](https://www.salesenablementcollective.com/the-ai-powered-future-of-revenue-growth-is-here/). Whether you're in a well-established sales enablement organization or just getting started, this article is for you. We’ll explore how to measure success, scale strategies, and leverage the latest technologies to help your team not only meet but exceed business expectations. Let’s dive in. ## **The role of data and AI in enablement** Let’s start by talking about the role data and AI play in modern sales enablement strategies. For the longest time, enablement was a bit of an art form. We relied on traditional methods, like surveys, CSAT scores, and even gut feelings, to assess how well we were [supporting our sales teams](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/). But now, with data and AI at our disposal, we can move beyond subjective measurement. At Databricks, we’re leveraging data to get a much clearer picture of how our enablement efforts are impacting sales productivity. AI helps us analyze sales performance, pinpoint gaps in skills, and ultimately drive better outcomes. Whether it’s predicting which accounts are likely to convert or understanding how well sales reps are engaging with the content we provide, data gives us the ability to take action that is grounded in reality. And let's not forget that [AI is more than just a tool](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination-blog/) for automation. It’s also a tool for insight. For example, we use AI to track sales behavior across the entire customer journey, from the first touch to deal close. With AI-powered analytics, we get the data we need to coach reps effectively, identify opportunities for improvement, and, of course, prove the ROI of our enablement efforts. [AI sales enablement: Save time, automate, and empower repsAI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-357.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_automation-3.jpg)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ## **Aligning enablement strategies to business goals** So, how do we ensure that our enablement strategies align with the larger business objectives? It's crucial to understand that enablement doesn’t exist in a vacuum. We are not just training sales teams for the sake of it. Instead, we need to connect everything we do to tangible business outcomes. At Databricks, we focus on aligning our enablement efforts with key [GTM (go-to-market)](https://www.salesenablementcollective.com/go-to-market-template-framework/) priorities. Whether it’s boosting sales performance, enhancing customer engagement, or driving utilization of our platform, each initiative is designed with these objectives in mind. By doing this, we ensure that our sales teams have the skills, knowledge, and tools to meet these specific goals. But alignment isn’t just about knowing the business goals; it’s about continuously monitoring them. We use data to track how well our sales teams are performing against these targets. Are we seeing increased [customer engagement](https://www.salesenablementcollective.com/evolving-with-the-modern-buyer-to-improve-your-engagement-strategy/)? Are our reps closing deals faster or more effectively? These are just a few of the key metrics we track to measure our impact on the business. It’s also worth noting that as a consumption-driven business, we look at things a bit differently. Unlike traditional sales models, where reps are compensated based on closed deals, we also look at how customers are using our platform over time. This ensures that reps focus not just on closing deals, but on making sure our customers get value from the products they’ve purchased, which aligns with our overall business model. _This post is for paying subscribers only._ ### How to make your sales methodology a living part of your sales culture URL: https://www.salesenablementcollective.com/sales-methodology-and-sales-culture/ Last updated: 2025-09-10T14:59:30.000Z **40% of revenue leaders report that their methodology did not deliver the initial value expected.** Uplevelling your sales team’s performance hinges one very important thing: **Your sales methodology.** Join John McClellan, Director of Revenue Enablement, **Showpad**, and Vanessa Metcalf, VP of Global Revenue Enablement, **Showpad** on September 4 for a **complimentary live session** about how to make your sales methodology stick. Discover how to transform your sales methodology from a one-time event into a deeply embedded, continuously reinforced part of your sales culture. --- ### Insights you'll walk away with - **Evaluating your methodology needs**: Understand the key indicators that signal it's time to implement or revitalize a sales methodology. - **Choosing the right approach:** Learn the core pillars of a value selling methodology including, a value proposition framework, differentiation guide, and stakeholder map. - **Setting up for success from day one:** Discover how to align key stakeholders and define leading and lagging metrics to measure the ROI of your methodology. - **Strengthening with technology:** Find out how to embed your methodology into CRM and sales enablement platforms to reinforce adoption. --- ### Solving key pain points like: - Sellers go off-message and struggle to clearly position value to customers. - The sales team slips back into old habits after your methodology rollout. - Your methodology isn't delivering the value you expected. - Sales tools and platforms sit on the shelf unused. --- ### Meet the experts **John McClellan, Director of Revenue Enablement, Showpad** John McClellan, Director of Revenue Enablement at Showpad. With more than 10 years of experience in revenue enablement, GTM strategy, sales operations, and product marketing, John is passionate about proving the impact enablement can have on a business. **Vanessa Metcalf, VP of Global Revenue Enablement, Showpad** Vanessa Metcalf has spent close to a decade in SaaS across sales individual contributor, sales leader, revenue operations and revenue enablement roles. She is passionate about building high performing teams in fast growth environments, with experience at both start up and established global organizations, including Top Hat and Docebo, and now at Showpad. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/showpad.png) ### Sales Kickoff Certified: Masters URL: https://www.salesenablementcollective.com/learning/on-demand/sales-kickoff-certified-masters/ Last updated: 2026-04-27T12:51:00.000Z _No content available._ ### How to elevate your enablement strategy in 6 steps URL: https://www.salesenablementcollective.com/elevate-your-enablement-strategy-in-6-steps/ Last updated: 2025-08-11T16:26:10.000Z In this series, Showpad's VP of Global Revenue Enablement, Vanessa Metcalf, shares her insights on how to build an effective enablement strategy. Through the six-part series, she guides you through each of the core elements of an enablement business plan, including how to: - Build your enablement blueprint - Connect your efforts to business success - Take your enablement maturity to the next level - Optimize your team’s operating model and rhythm - Affirm what your team will—and won’t—do - Commit to a roadmap you can deliver on --- ## Elevate your enablement strategy: Video series --- ### Complete this form to watch the rest of the series 👇 ### Optimizing your most important marketing channel: Your sales team URL: https://www.salesenablementcollective.com/optimizing-your-most-important-marketing-channel-your-sales-team/ Last updated: 2025-09-25T09:53:01.000Z You’ve refined every campaign, tracked every channel, and squeezed ROI from every tactic — except one: your sales team. Despite your best efforts, messaging still breaks down between marketing and sales. Assets go unused. Buyers hear inconsistent stories. And 70% of B2B companies report poor sales and marketing alignment. But it doesn’t have to stay this way. This practical playbook shows you how to align with sales, scale your messaging, and transform your sellers into your most powerful marketing channel. ## Get your free playbook Inside, you'll learn how to: ✅ Align marketing and sales messaging across the full buyer journey ✅ Build assets sellers actually use — and believe in ✅ Make your messaging easy to find, customize, and deliver ✅ Prove the ROI of marketing-sourced content and insights If you're ready to close the gap between strategy and execution — and drive real revenue impact — this guide is for you. ### Value selling checklist: 3 steps to drive sales success URL: https://www.salesenablementcollective.com/value-selling-checklist-framework/ Last updated: 2025-07-22T15:53:26.000Z Sellers today face skeptical buyers, complex decision-making groups, and rising pressure to prove ROI. Generic messaging and product pitches won’t cut it. This checklist gives your team a structured, actionable framework to implement value selling, helping them lead with insight, build trust, and close high-impact deals. Use this guide to equip your sellers with: ✅ A customer-centric value proposition they can personalize for every buyer ✅ A stakeholder map to navigate complex purchasing dynamics ✅ A differentiation playbook with defensible proof and real-world success stories Whether you're launching a new enablement initiative or strengthening your competitive edge, this checklist delivers the clarity and structure your sales team needs to win. ## **Get the free checklist now** ### The complete playbook for building an enablement ROI narrative URL: https://www.salesenablementcollective.com/playbook-chief-excellence-officer/ Last updated: 2025-11-17T07:59:39.000Z Enablement teams are sitting on a goldmine of potential. Yet only 25% of sellers are hitting quota because the connection to business value isn’t crystal clear. It’s time to change that. Inside this strategic guide, you’ll learn how to transform enablement from a behind-the-scenes support function to a recognized, board-level powerhouse driving revenue excellence. This proven four-phase playbook will help you: ✅ Align your initiatives to top business priorities ✅ Implement an enablement attribution system ✅ Build a bulletproof ROI story ✅ Position your team to claim its seat in the C-suite ### How enablers can make AI work while on a budget, with Sneha Mittal [Video] URL: https://www.salesenablementcollective.com/how-enablers-can-make-ai-work-while-on-a-budget-with-sneha-mittal-video/ Last updated: 2025-07-08T10:30:20.000Z ## More resources: [Applying AI to your enablement strategy, with Jonathan Kvarfordt \[Video\]Jonathan Kvarfordt joins us on the podcast to discuss all things AI and enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-355.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-5-4.png)](https://www.salesenablementcollective.com/applying-ai-to-your-enablement-strategy-with-jonathan-kvarfordt-video/) ### How to measure enablement impact in 5 steps URL: https://www.salesenablementcollective.com/measure-enablement-impact-in-5-steps/ Last updated: 2025-08-11T16:28:16.000Z In this five-part video tutorial, Showpad's Vanessa Metcalf and John McClellan walk you through a five-step framework for measuring enablement impact with precision and confidence. The series shows you how to go beyond intuition and anecdotal success stories to build a clear, defensible case for enablement’s role in driving revenue outcomes. In the tutorial, they cover: - Connect your enablement efforts to corporate objectives - Define the metrics and indicators that matter - Overcome common data roadblocks - Establish a consistent reporting cadence - Get your tech to do the hard work for you --- ## Measuring the impact of enablement: Video series --- ### Complete this form to watch the rest of the series 👇 ## ### How to make your sales methodology stick in 6 steps URL: https://www.salesenablementcollective.com/make-your-sales-methodology-stick-6-steps/ Last updated: 2025-08-11T16:26:25.000Z In this six-part tutorial, Vanessa Metcalf, VP of Global Revenue Enablement at Showpad, guides us through how to make a sales methodology stick (in six steps). Through the series, Vanessa takes you through six steps to roll out and reinforce a sales methodology at your company, including: - Evaluating your need for a sales methodology - Choosing the right methodology for your sales team - Setting up your sales methodology for success - Using technology to strengthen your sales methodology - Acing your methodology launch plan - Driving methodology excellence with your leaders --- ## Making your sales methodology stick: Video series --- ### Complete this form to watch the rest of the series 👇 ## ### Sales Enablement Summit London, June 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-london-june-2025-ondemand-2/ Last updated: 2025-07-02T13:25:39.000Z _This post is for paying subscribers only._ ### How to measure enablement impact with precision URL: https://www.salesenablementcollective.com/measure-enablement-impact-with-precision/ Last updated: 2025-10-06T07:27:30.000Z If there’s one topic that permeates (or plagues) enablement communities the most, it’s the topic of demonstrating [enablement ROI](https://www.salesenablementcollective.com/sales-enablement-team-structure/). If your time in enablement has been anything like mine, then you too have spent a lot of time thinking about ROI. We know our value, but does the business? How do we defensibly demonstrate it? While most enablement leaders know that proving impact is critical — for many, it’s easier said than done. In fact, [30.3%](https://www.salesenablementcollective.com/measuring-sales-enablement-download-the-report/) of enablement practitioners say their metrics only minimally reflect the value of their enablement efforts. That’s a problem, not just for your enablement team, but for the business. Because organizations that perceive enablement as an ROI engine — and invest in the function as such — see [15%](https://gtm.showpad.com/share/UmJlb0Y54IvvY2KVhJ4Et?%5Fgl=1%2A30oovr%2A%5Fgcl%5Fau%2AODM5NDkxMjIyLjE3NDk1ODg4NTQ.) lift in win rates and [12%](https://gtm.showpad.com/share/UmJlb0Y54IvvY2KVhJ4Et?%5Fgl=1%2A30oovr%2A%5Fgcl%5Fau%2AODM5NDkxMjIyLjE3NDk1ODg4NTQ.) higher quota attainment. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/Report--1-.png) Enablement teams are sitting on a goldmine of potential. Yet only 25% of sellers are hitting quota because the connection to business value isn’t crystal clear. It’s time to change that. **Get the full blueprint for showcasing the real value of enablement** 👇 --- ## Proving impact at the initiative and functional levels So how do you go beyond intuition and anecdotal success stories to build a clear, defensible case for enablement’s role in [driving revenue outcomes](https://www.salesenablementcollective.com/why-deal-visibility-is-the-missing-link-to-revenue-impact/)? Course completions or content views alone won’t cut it. To truly demonstrate impact, you need a clear framework to connect your programs to business outcomes and show measurable success at both the program and functional level. Both of these levels are imperative to focus on: - The initiative level: the core results across unique change management efforts level. - The functional level: the cumulative impact of enablement on the business. At both of these levels, your mission is to drive sustainable behavior changes in revenue teams. Behavior changes that drive performance, and over time will impact business outcomes like improved, quota attainment, win rates, average deal size and better customer retention rates. Let’s start by grounding ourselves in a few key principles. ## The ground rules of sales enablement metrics and impact First, while there are a few metrics that enablement can fully own, most are ones we influence. That’s why success depends on strong alignment with stakeholders across the revenue organization. Second, our impact is rarely the sole cause of a business result. If a KPI improves, enablement might be one of several contributing factors. So let’s stop chasing causation and instead focus on tight correlation. A credible, data-driven connection between our efforts and performance gains is the goal. **Understanding leading vs. lagging sales enablement metrics and impact** A big part of building that connection is knowing which types of sales enablement metrics to track — specifically, leading vs. lagging indicators. Leading indicators are the early signs that show if an enablement initiative is gaining traction. Are sellers completing training? Are they engaging with new content? Are they applying what they’ve learned? Lagging indicators reflect the business outcomes enablement aims to influence — like win rates, revenue growth, or customer retention. These are the metrics that matter most to the business, and they’re the ones your enablement efforts should ultimately impact. ## The 3-level framework for measuring sales enablement impact To bring structure to how you measure impact, use this three-level framework for tracking sales enablement metrics: ### Level 1: User adoption and reaction metrics Start by measuring engagement. Track attendance, survey feedback, test scores, content adoption, and course completions. These are all leading indicators and can usually be pulled directly from your enablement platform, like Showpad. ### Level 2: Behavior application metrics Next, assess whether the training is being applied in real-world selling scenarios. Use call reviews, competency assessments, shadowing, and feedback from managers to check if the behaviors are being consistently applied — and sustained. ### Level 3: Business impact metrics Connect those early signals (from levels 1 and 2) to actual business outcomes. Look at lagging indicators such as deal size, win rate, and ramp time. These sales enablement metrics help demonstrate how your programs influence performance at scale. ## Tracking sales enablement metrics and impact for a product launch Let’s say you roll out a new product enablement initiative. Here are some examples, but there are many more potential metrics you may want to track: - **Level 1 metrics:** track sales playbook engagement and completions and scores from new product learning programs. These metrics will give you the baseline to help you later answer the question: do reps who engage more with the new enablement program sell more of the new product? - **Level 2 metrics:** monitor the number of meetings set about the new product, review calls where the product is mentioned, and track shares of the new product content with customers in Shared Spaces (i.e. Digital Sales Rooms). - **Level 3 metrics:** measure incremental revenue from the new product. You can also use cohort testing to measure program effectiveness. This compares seller performance of those that have engaged in enablement for the product launch vs. those that haven’t. The idea is to connect those early signals — like how often sellers are using product content — to long-term success metrics like revenue growth from the new product. If you can show that sellers who engaged with the product enablement materials are closing more deals or selling larger packages, you’ve built a narrative around enablement’s direct impact. ## Measuring enablement success at the functional level While it’s critical to measure individual initiatives, you also need to zoom out and look at sales enablement success at the functional level. Function level measurement is when you look at how all your initiatives and efforts combined are driving long-term business goals such as: - Improving average quota attainment - Increasing pipeline coverage - Reducing ramp time - Boosting customer retention It’s important to remember that success at the initiative level feeds into success at the function level. For example, if your goal is for 80% of sellers to hit 80%+ quota attainment, you’ll want to showcase and visualize how each individual enablement program (e.g. product launch enablement, methodology roll out, competency training, and coaching for managers) over time builds into aggregate impact. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/CHART@2x-2.png) --- And if your enablement platform isn’t helping you measure and connect indicators to demonstrate functional impact, it may be a gap in your tech stack. Your tools should not only support your programs — they should help you tell the full story of enablement’s impact on business growth. ## Celebrate your enablement wins — big and small Not every success story needs to be long-term. A single initiative that shortens ramp or improves a key behavior can build credibility fast — so long as that behavior is maintained. These smaller wins can help unlock executive support and greater investment in enablement. **Watch “**[**Lessons in Excellence**](https://showpad.com/lessons-in-excellence-measure-enablement-metrics?utm%5Fsource=sec&utm%5Fmedium=referral&utm%5Fcampaign=sec-education-hub)**” — a hands-on 5-step video series packed with tips and examples to help you track, connect, and communicate your enablement impact.** ### What is sales enablement content? (And how to create it) URL: https://www.salesenablementcollective.com/what-is-sales-enablement-content/ Last updated: 2025-11-21T13:09:10.000Z [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) is bigger than ever, and with its current trajectory, it’s only heading in one direction: up. There’s an influx of people stepping into enablement roles; 61% of organizations hired at least one enablement pro in the past year. One of the great things about enablement is that it can [help professionals build a career in sales enablement](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/), attracting people from so many different backgrounds, such as the sales team itself, product marketing, learning and development, marketing, and more. By its nature, sales enablement encompasses so many elements that it can be hard to pick them up. Someone with a sales background may have more to learn when it comes to enablement’s learning and development aspects, and vice versa. --- --- In this article, we’re going to be focusing on sales enablement content, both internal and external-facing. We’ll cover: - [What internal sales enablement content is](https://www.salesenablementcollective.com/what-is-sales-enablement-content/#what-is-internal-sales-enablement-content) - [What external sales enablement content is](https://www.salesenablementcollective.com/what-is-sales-enablement-content/#what-is-external-sales-enablement-content) - [Creating great sales enablement content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/#creating-great-sales-enablement-content) - [Creating a sales enablement content strategy](https://www.salesenablementcollective.com/what-is-sales-enablement-content/#creating-a-sales-enablement-content-strategy) --- [How to optimize sales content for impact: An essential guideIs your sales content falling flat? If so, our comprehensive ebook is your solution. Download today to take your content to the next level!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/08/SEC_-Optimise_Sales_Impact_Ebook_Meta_.png)](https://www.salesenablementcollective.com/how-to-optimize-sales-content-for-impact-ebook/) --- ## What is sales enablement content? Sales enablement content is any resource that helps your sales team engage prospects and close deals more effectively. It's the foundation of a strong sales enablement content strategy, providing reps with the right information at the right moment in the buyer's journey. This content falls into two main categories: - **Internal content**: Training materials, competitive battlecards, and sales playbooks that educate your team - **External content**: Case studies, product demos, and pitch decks that prospects actually see The best sales enablement content does double duty—it makes your reps more confident and your prospects more informed. Let's explore each type in detail. ## What is internal sales enablement content? Internal sales enablement content equips your reps with the knowledge and resources they need to sell confidently. These materials stay within your organization—they're designed specifically for your *own* sales team, not for prospects or customers. The goal? Give your reps everything they need to understand your product portfolio and sell it effectively. This content reinforces your coaching and training programs while serving as a consistent source of truth. > *It'll put the product/service into context and encourage them to imagine how the product could be implemented within a business.* Your internal content strategy should address the specific selling challenges your team faces daily. The most effective materials include: - **Battlecards** that provide quick answers to competitive questions and highlight your differentiators. These give reps confidence when prospects ask "How do you compare to X?" - **Sales scripts and objection-handling templates** that address common customer pushbacks. From cold call openers to follow-up emails, these ensure consistent messaging while saving reps time. - **Training materials** like short videos, product guides, and FAQ documents that keep key knowledge front-of-mind. These help reps stay sharp between formal training sessions. - **Sales playbooks** that outline your methodology, ideal customer profiles, and proven strategies for different scenarios. But really, there's no limit to the shapes that internal content can take, as long as it communicates its key message to reps effectively and helps them close more deals. ## External sales enablement content: What prospects actually see External sales enablement content is what moves deals forward. Seismic’s latest data shows buyers are already more than halfway through their evaluation before they speak to sales, so your content has to earn its keep early. This customer-facing content—whether owned by marketing, product marketing, or sales enablement—must deliver real value, not just product features. Sales enablement should absolutely have input because this content exists to support reps as they work to close deals. Here's what actually influences buying decisions: ### Case studies and success stories Nothing sells like success. Case studies prove your solution works by showcasing real results from similar companies. Include specific metrics and outcomes to make them compelling—prospects need evidence of real-life value you've provided to previous customers. ### Product demos and explainer videos Visual content helps prospects understand your solution quickly. Keep demos focused on solving specific problems rather than showing every feature. These assets allow prospects to put your product into context and understand how it would benefit their company before further discussions. ### Industry reports and thought leadership Educational content positions your company as an expert while helping buyers justify their decision. Detailed industry reports offer insights that prospective customers can apply to their own work and back up the points reps already discussed in conversation. Part of sales enablement's job is ensuring content covers each part of the process—and that it never wastes your prospects' time. --- [Buyer journey content mapping framework | Free downloadA comprehensive guide designed to give you the right content strategies tailored to every step your potential customers take.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Content-Strategy.png)](https://www.salesenablementcollective.com/buyer-journey-content-map-framework/) --- ## Creating internal sales enablement content We’ve covered how to create content that sales reps will *actually* want to use more in-depth before at SEC, but we’ll run over it in this article as well. ### Involve multiple parties When you’re producing content that’s intended for internal use, involve multiple groups in the creation if you can. **Ask the salespeople (the target audience!) what they feel like they need and what they’d like to have on hand as content.** Ask the marketing team and product teams if there’s existing content that can be repurposed and used for sales enablement. This sort of cross-functional collaboration and two-way feedback helps the sales team feel included, and not like content is just being thrown at them. This communication is also important in that it ensures the marketing team's messaging is on the same page as the sales team's - meaning less confusion for the prospect as they progress down the sales funnel. ### Ask yourself what problem you're solving Another consideration is this: what problem are you trying to solve? Have you noticed that your reps struggle to differentiate you from competitors? Then you have to keep that at the forefront of your mind as you create content. Make sure this piece of content *specifically* targets that problem you want to solve. **A single piece of content can’t be a seller’s bible that addresses every single issue that could ever pop up**. Focus on solving one problem at a time and you’ll find more success than trying to cram every answer into one piece of content. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://certified.salesenablementcollective.com/) --- ## Creating external sales enablement content External content broadly has the same role as internal content, which is to help sellers sell more effectively. The key with customer-facing content is to ensure it has real value not just to your rep, but to the prospect as well. ### Consider the full buyer journey We’ve seen the statistics. It used to be that sales was seller-centric, but now the buyer can be up to 60% of the way through the buyer journey before your organization even makes contact. **They *probably* know about you, before you know about them.** What does that mean for the content that you want to provide to prospects? > It absolutely has to be more than general information about your product/service. It needs to be more than what the prospect can pull up in under two minutes in a web browser. To create good customer-facing content, one of the most important aspects is to put yourself in their shoes. If you were interested in purchasing your product/service, and had shopped around a bit, what would *you* want to know in more detail? As we mentioned before, you’d want an industry report that highlights the need for the product/service, you’d want to see it in action and in context. If you had a genuine interest in a product/service and a rep presented you with a PDF that had some top-level statistics and nothing more, you’d feel a bit disappointed. You’d want more. So bear that in mind when you’re creating content aimed at prospects. What does a prospect want to have to hand after a first meeting? What do they want to read right before closing the sale? ## Building your sales enablement content strategy So far, we've discussed what sales enablement content actually means, and what to consider when creating *a* piece of content in a vacuum. However, in real life, sales enablement professionals have to have a content strategy. This means that rather than just making a piece of content and leaving it there, you instead have a plan and every piece of content is created and stored as detailed by that plan. A winning [sales enablement strategy framework](https://www.salesenablementcollective.com/sales-enablement-strategy-framework/) isn't just about creating content—it's about creating the right content and ensuring it drives results. Here's how to build a strategy that actually moves the needle: ### Step 1: Audit your existing content Start by cataloging what you already have. We touched on this above, but ensure that auditing your organization's content library is something you're doing on a regular basis. Marketing or another department may have whipped together a really useful piece of content for their own use, but if you're not auditing the organization's content you might miss it. You'll likely find marketing has created assets that sales doesn't even know exist. ### Step 2: Map content to your buyer journey Again, this is a point we mentioned above but it deserves a spotlight in this section. Tie specific pieces of content to steps in the buyer journey. Different content works at different stages. Early-stage buyers need educational content, while decision-stage prospects want ROI calculators and implementation guides. This means taking the guesswork away from your sales reps, so that they know exactly what content to use, and when. Knowing when to use content is just as important as having good content. ### Step 3: Implement a content management system Even great content fails if reps can't find it. Use a sales enablement platform or content management system to organize, distribute, and track your materials. Make it searchable and mobile-friendly so your team can access what they need, when they need it. ### Step 4: Measure and optimize performance As the old saying goes, information is power. The more you know about which content is being used most often and what content is most effective, the better. Track which content actually influences deals. [Enablement metrics 101 guide for success](https://www.salesenablementcollective.com/enablement-metrics-101/) can help you pinpoint exactly what you need to track. If you're tracking the content's performance you can then make adjustments and learn from what works. Use these content analytics insights to double down on what works and retire what doesn't. ### Step 5: Train your sales team on content usage You can make the best content in the world, but if you don't have proper processes that train your sales team on how to use that content, it's useless. You can't just throw a load of content into the pile and expect reps to use it. Train them and teach them how to use it strategically, situationally, and effectively and then you'll reap the benefits. Your best content ideas come from the field, so set up regular feedback sessions where reps share what's working, what's not, and what they wish they had, ensuring that [conversations, not content, drive your efforts](https://www.salesenablementcollective.com/conversations-not-content-how-sales-enablement-lost-its-way-video/). ### Step 6: Keep content fresh and relevant Just like how sales enablement doesn't stop at onboarding (and instead continues into "everboarding" and continuous coaching), when it comes to content your strategy must be long-term. Don't create the content you need now and never revisit the strategy. As your organization inevitably grows and expands, and the sales landscape changes, you'll have to create content that will allow reps to create relationships with new buyer personas, and that uses new technology. Set quarterly reviews to update your content library. Markets change, competitors evolve, and your product improves—your content needs to keep pace. [7 top tips for successful sales enablement](https://www.salesenablementcollective.com/7-top-tips-for-sales-enablement/) can help you adapt and avoid stagnation. ## Start building your sales enablement content today Sales enablement content bridges the gap between what your reps know and what they need to communicate. Whether it's internal training materials or customer-facing collateral, the right content empowers your team to have better conversations and close more deals. Your sales enablement content strategy doesn't need to be perfect from day one. Start with your biggest gaps—maybe it's competitive battlecards or case studies—and build from there. Remember: the best content comes from listening to your sales team and understanding your buyers. Keep those feedback loops open, measure what matters, and continuously refine your approach. [The case for sales enablement](https://www.salesenablementcollective.com/the-case-for-sales-enablement/) can help reinforce how critical these steps are to success. ## Ready to transform your sales enablement content strategy? Creating impactful sales enablement content requires the right knowledge, tools, and frameworks. [Creating a world-class enablement strategy](https://www.salesenablementcollective.com/creating-a-world-class-enablement-strategy-video/) can provide the roadmap you need to excel. [**Become a member**](https://www.productmarketingalliance.com/pro-plus-membership/) and unlock: - **60+ battle-tested templates**: Including battlecards, sales playbooks, and content mapping frameworks mentioned in this article - **Sales Enablement Certified: Core**: The industry's most comprehensive certification to master content strategy and beyond - **400+ hours of expert insights**: Learn from sales enablement leaders at Google, LinkedIn, and other top companies - **Live monthly workshops**: Get hands-on guidance for building your content strategy - **Exclusive community access**: Connect with 30,000+ sales enablement professionals sharing what works Stop reinventing the wheel. Join thousands of sales enablement professionals who've accelerated their content strategies with Pro+. [**Start your Pro+ membership today →**](https://www.productmarketingalliance.com/pro-plus-membership/) ### Sales Enablement Certified: Core In-person URL: https://www.salesenablementcollective.com/learning/in-person/sales-enablement-certified-core-in-person/ Last updated: 2026-02-26T08:03:21.000Z _No content available._ ### Sales Enablement Certified: Core Live Virtual URL: https://www.salesenablementcollective.com/learning/live-virtual/sales-enablement-certified-core-live-virtual/ Last updated: 2026-02-26T08:02:44.000Z _No content available._ ### Sales Enablement Certified: Core URL: https://www.salesenablementcollective.com/learning/on-demand/sales-enablement-certified-core/ Last updated: 2026-04-27T12:48:00.000Z _No content available._ ### Sales Enablement Summit Seattle, June 2025 URL: https://www.salesenablementcollective.com/sales-enablement-summit-seattle-seattle-june-2025/ Last updated: 2025-07-01T14:05:16.000Z Catch up on every session from Sales Enablement Seattle with sessions from the likes of Microsoft, Intel Corporation & Visa _This post is for paying subscribers only._ ### How AI roleplays are revolutionizing sales coaching and leadership training URL: https://www.salesenablementcollective.com/how-ai-roleplays-are-revolutionizing-sales-coaching-and-leadership-training/ Last updated: 2026-04-02T12:08:16.000Z What if your team could practice [sales conversations](https://www.salesenablementcollective.com/conversations-not-content-how-sales-enablement-lost-its-way-video/) the same way athletes use batting cages – on demand, in private, and with personalized feedback every time? Hi everyone, I’m **Esha Joshi**, and I’m the **Co-Founder and Head of Product** at **Yoodli**. I’ve been in rooms where my confidence faltered. Boardrooms where I got talked over. Moments where I second-guessed my own voice. And I’ve seen so many talented colleagues, especially from underrepresented backgrounds, hold back because they didn’t have the support they needed to communicate effectively. That’s what pushed me to start Yoodli: to build something that helps people become more confident communicators – starting with [sales and leadership](https://www.salesenablementcollective.com/tag/leadership/). [**Two out of three** people](https://blogin.co/blog/how-to-improve-communication-between-departments-35/) in the world struggle with effective communication. In sales, that struggle comes at a steep cost. Deals are lost. Reps hesitate. Negotiations stall. New hires take months to ramp because coaching is inconsistent or unavailable. We’ve all been there: rehearsing in front of a mirror the night before a pitch, wondering if you sound too aggressive… or too passive. Wondering if you’re about to leave money on the table. With AI roleplays, I believe we finally have a way to change that. Imagine a world where your reps can practice conversations with an AI coach that gives private, real-time feedback – without judgment and without pulling managers out of their day. That’s the power of AI roleplays. Let’s get started. ## **The three biggest problems with traditional sales coaching** We all know sales training is a multi-billion-dollar industry. But does it work? Our team has done the research, and it’s clear. [Sales coaching](https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/) today is: 1. **Deprioritized**: Managers simply don’t have the time to coach consistently. And many were never taught how to coach effectively in the first place. 2. **Biased**: Even the best managers bring unconscious bias into [feedback](https://www.salesenablementcollective.com/customer-feedback-questions-framework/). Whether it’s tone, language, or confidence levels, feedback in human roleplays often carries subjectivity. 3. **Too little, too late**: If reps don’t get structured, ongoing practice, they end up practicing on real sales calls. That means all your pipeline efforts can vanish in an instant if a rep fumbles the messaging. [Building a sales coaching culture in your organization \[Video\]Join three expert enablement leaders as they dive into the world of sales coaching, and how to coach sales reps to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-347.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Building-a--coaching-culture-in-your-organization-2.png)](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) ## **Why AI roleplays are the solution** This is where AI roleplays come in – not as a replacement for coaches or managers, but as an extension of them. AI roleplays let your team: **✅ Practice anytime, anywhere**: No more waiting for 1:1s or quarterly training. Reps can access simulations 24/7, post-sales kickoff, and between calls. **✅ Get personalized, instant feedback**: Based on their unique challenges and skill progression, not a one-size-fits-all framework. **✅ Train on real-world scenarios**: [Objection handling](https://www.salesenablementcollective.com/objection-handling-script-framework/), negotiating, leading – all tailored using your CRM, call recordings, and LMS data. Whether you're a seller, a manager, or a coach, roleplays give you a judgment-free space to practice and improve. [How to create marketing content sellers use and buyers trust (with AI)Get insights from Showpad’s VP of Marketing to pair your marketing art with the science of AI to create content smarter and faster.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-348.png)Sales Enablement CollectiveGrace Bacon![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/main---How-to-adapt-sales-enablement-for-every-learning-style-and-enhance-user-experience--3-.png)](https://www.salesenablementcollective.com/marketing-content-sellers-use/) _This post is for paying subscribers only._ ### For every CRO: 5 ways to get commercial impact from AI URL: https://www.salesenablementcollective.com/commercial-impact-from-ai/ Last updated: 2025-07-22T15:49:03.000Z AI is everywhere. Every casual conversation, every business pitch, every LinkedIn post. But most revenue teams are still figuring out how to get real impact out of this rapidly evolving technology. That’s what we dug into during our recent virtual event, [How Sellers Are Winning with AI in 2025](https://www.showpad.com/webinars/ai-advantage-live/?utm%5Fmedium=referral&utm%5Fsource=sec&utm%5Fcampaign=sec-education-hub). I was joined by two experienced minds in the revenue space: Alex Wakefield, Chief Revenue Officer at medtech sales platform AcuityMD, and Morgan DUARTE, Global Commercial Excellence Leader at Schneider Electric, a digital automation and energy management giant. Together, we unpacked what it takes to move from AI hype to measurable, AI-powered revenue outcomes. This wasn’t an hour of AI theory. We talked about what’s really working right now in the field: how to [align AI to your sales strategy](https://www.salesenablementcollective.com/the-ai-powered-future-of-revenue-growth-is-here/), how to train your sales teams to embrace it, and how to measure whether it’s moving the needle. As the president of a 200-person go-to-market org myself, here’s what I walked away with and what I believe every enablement and sales executive should be thinking about right now. ## Expect AI’s impact to be only as strong as your human-led strategy One of the first things we aligned on was that AI isn’t a silver bullet. You can’t just plug in a tool and presume results. It has to be part of a larger revenue strategy. Morgan put it plainly: “The companies seeing success with AI aren’t asking ‘How do we use AI?’ They’re asking ‘How do we sell better?’ and figuring out where AI fits into that.” At Showpad, we recently conducted a global survey with the research firm Dynata, surveying nearly 700 revenue professionals across complex industries like manufacturing, medical devices, enterprise tech, and CPG. While 70% of sellers said they were excited about AI, only 39% were using it regularly. That gap tells us most teams still haven’t nailed down where AI fits into their workflows… or what problems it’s actually solving. ## Shift your focus from AI for automation to AI for elevation The early use cases for AI in sales were mostly task-based execution such as meeting scheduling or follow-up reminders. Helpful. Not transformative. The best sales teams are figuring out how to use AI to finesse the sales motion, not just speed up the workflow. What does that look like in practice? It means using AI to deliver smarter content recommendations based on buyer behavior. It means providing real-time coaching feedback that helps reps adjust in the moment. And it means helping sellers tailor their messaging to specific stakeholders, automatically. Alex mentioned how they’re doing exactly this at AcuityMD noting, “We can highlight those AI insights to the sellers in an automated fashion… so when sellers have conversations with customers, they can be way more specific in what might be interesting and what might resonate with each decision-maker.” When AI is deployed this way, it doesn’t just save time. It increases deal quality. It builds seller confidence. And, most importantly, it helps sellers show up as trusted advisors. > “This type of change is not something training alone can solve — it’s really the company culture.” — **Morgan DUARTE, Global Commercial Excellence Leader, Schneider Electric** ## Skip AI change management at your own risk Even the most promising inventions fail without the right attitude, and both Alex and Morgan made this crystal clear. First, “AI is led in an organization… by setting it up with change management, creating the right mindset to adopt new technology,” Alex told us. Morgan echoed this sentiment noting, “This type of change is not something training alone can solve — it’s really the company culture that needs to evolve to be a lot more agile.” Second, Alex emphasized the importance of leaning on internal champions. > “You want to lean into your sellers that are innovative thinkers, early adopters, and those who are curious.” And it helps if they’re already successful, because when other sellers see top performers embracing AI, it sends a powerful signal. And finally, Morgan suggested following in Schneider Electric’s footsteps, giving every rep access to AI tools with the expectation they’ll experiment with low-stakes tasks. His guidance? Don’t be afraid to let your revenue team tinker, but be smart and educate them on how not to share confidential company information or proprietary data. That low-pressure, high-curiosity approach helps reps build familiarity and confidence with AI before it becomes part of their everyday deal flow. AI enablement is about cultural buy-in. You need sellers and managers who are empowered and excited to explore new ways of working. ## Foster seller motivation (and retention) with AI Morgan’s most compelling insight during the session had nothing to do with emerging technology and everything to do with seller motivation. “When sellers are engaged in meaningful work that leverages their skills and expertise — not just updating the CRM — they’re more fulfilled, more motivated, and more effective,” noted Morgan. It’s a simple idea, but a powerful one. AI can actually unlock purpose and performance. As an example, Morgan’s team at Schneider Electric has equipped more than 15,000 sellers with AI tools. But the company’s goal isn’t just scale. It’s impact. By using AI to handle rote tasks like data entry and follow-ups, sellers can reinvest their time in what really moves the needle. They can focus on deepening customer relationships and broadening their networks. “It’s about making sure that time saved is reinvested into the business — whether that’s visiting more customers or expanding pipeline,” Morgan explained. He also pointed out that this shift has another important effect: increasing seller autonomy. “Salespeople are becoming more empowered. They’re making decisions that used to be escalated \[to sales managers\]. AI is giving them access to better information, so companies can delegate more.” When AI is applied thoughtfully, it makes your team more effective and more energized. That’s not just good for morale. It’s good for sales team retention and bottom-line performance. > “We didn’t just track usage. We tracked impact.” — **Alex Wakefield, CRO, AcuityMD** ## Measure what matters with AI One of my favorite moments from the session was when Alex talked about how his team aligns AI to performance metrics. “We didn’t just track usage,” he said. “We tracked impact — time in each stage of a deal, competitive win rate, and deal size.” Alex’s example illustrates the need to connect the dots between AI usage and the outcomes the sales team cares about. Then, the conversation is no longer about AI adoption, it’s about business value. That’s a key shift. If you’re not tying AI investments to clear sales outcomes, you’re going to struggle to make the case to your CEO and board about continued investment. It also reinforces a broader truth: enablement is the bridge between great strategy and great execution. And AI, when used correctly, makes that bridge stronger. ## The AI bottom line If there’s one thing I took away from the conversation with our customers Alex and Morgan, it’s this: Using AI isn’t optional anymore. But using it well? That’s where the competitive advantage lies. To recap: - Start with a strong sales strategy, then figure out where AI can help. - Use AI to elevate selling, not just automate tasks. - Invest in AI change management early. - Give sellers the space to do what they’re best at with AI. - Measure AI’s impact, not just activity. The future of selling will be shaped by teams who know how to combine the art of human connection with the science of AI’s speed and insights. That’s what we’re building toward at Showpad. I’m more convinced than ever that AI will not replace sellers. Instead, it will help every seller show up more effectively. Check out the findings from [The AI Advantage research report](https://lp.showpad.com/the-ai-advantage-report?utm%5Fmedium=referral&utm%5Fsource=sec&utm%5Fcampaign=sec-education-hub) to discover more fundamentals for using AI for sales success. ### Make SKO more than a "new year's resolution" URL: https://www.salesenablementcollective.com/designing-a-high-impact-sales-enablement-function-2/ Last updated: 2025-07-21T08:49:28.000Z SECnow is your chance to stream exclusive talks and presentations, hosted by SEC experts and industry leaders. It's a unique opportunity to watch the most sought-after product content – ordinarily reserved for SEC Pro members. Each stream delves deep into a key product topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. --- **Date:** July 17, 2025 **Time:** 5:00pm BST | 12:00pm EDT **Location:** Online [Watch OnDemand ](https://www.linkedin.com/posts/sales-enablement-collective%5Fmake-sko-more-than-a-new-years-resolution-activity-7343931679306133504-uJh1?utm%5Fsource=share&utm%5Fmedium=member%5Fdesktop&rcm=ACoAABiNaHcBS1WM2-1DXqARxDDlMfrEo3qSWBQ) This session will focus on how to identify any organizational issue and address it with clarity and focus so that your organization and its culture can thrive. --- ### Meet the speakers: [Samantha Thompson](https://www.linkedin.com/in/samanthajothompson/), Head of Revenue Enablement, Pulumi ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/image.png) [Ashleigh Apperson](https://www.linkedin.com/in/ashleigh-apperson-b01b1833/), Principal, Global Sales Delivery, Workday ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/image-1.png) ### Overcoming objections in sales deals URL: https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/ Last updated: 2025-11-21T13:09:22.000Z Handling objections in a sales role can be tricky. Whether you’re a fresh-faced [sales rep](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) or an experienced veteran, convincing a hesitant prospect to purchase your product or service is inherently difficult. When you break it down, overcoming a prospect’s objections is essentially getting them to do something that they’re currently not inclined to do - move forward in the [buying process](https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/). In this article, we’re going to cover: - [What an objection in sales is](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/#what-is-a-sales-objection) - [The most common objections in sales](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/#the-most-common-objections-in-sales) - [How to handle these objections as a sales rep](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/#handling-common-objections) - [Considerations for sales enablement teams](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/#considerations-for-sales-enablement-teams) Let’s dive in. 👇 --- --- ## What is a sales objection? When we talk about sales, especially in the [B2B world](https://www.salesenablementcollective.com/b2b-basics-identifying-the-decision-makers/), an objection refers to any concern, question, or pushback that a prospective customer raises when a salesperson is presenting their company’s product, service, or solution. It’s rare that a sales rep will face *no* objections during the sales process, especially when dealing with multiple [stakeholders](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/). It’s the rep’s job to overcome these objections and complete the sale, ensuring the prospect becomes a happy customer. Overcoming objections will involve acknowledging (*not* dismissing) the prospect’s concerns, before explaining why those concerns can be put aside. [Objection handling script | Free downloadTurn obstacles into opportunities with structured responses to the most frequent pushbacks.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-9.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement--4-.png)](https://www.salesenablementcollective.com/objection-handling-script-framework/) ## The most common objections in sales Every sales deal is different, each with a multitude of variables to consider. However, across all these deals, there are a series of objections that tend to crop up time and time again. Let’s list these common sales objections before taking a closer look at how to overcome them: - **Price**: The [prospect](https://www.salesenablementcollective.com/gold-standard-prospecting-report-download-it-today-blog/) thinks your product or service is too expensive - **Features**: The prospect doesn’t think your product or service has the right features or capabilities they need - **Competition**: The prospect thinks your competitor’s offering is a better deal than yours - **Timing**: The prospect feels like it isn’t the right time to make a purchase, or have a lack urgency in making a decision - **Authority**: The prospect doesn’t have the authority or seniority to make buying decisions - **Need**: The prospect doesn’t feel that they need your product or service, or that it doesn’t solve their pain points - **Budget**: Related to price, the prospect says they have a lack of budget for new solutions - **Incumbent**: The prospect is happy with their current solution and isn’t interested in changing - **Risk**: The prospect sees too much risk in changing over to a new solution - **Lack of trust**: The prospect doesn’t know your company well enough to commit While any obstacle that a prospect puts up is an objection, the ones listed above are some of the most common and any sales rep worth their salt needs to be well-prepared to address each one should it arise on a sales call. It’s also important to remember that what the prospect *says* is an objection isn’t always the real reason they’re hesitating on the deal. For example, while a prospect might say [price](https://certified.salesenablementcollective.com/p/pricing-certified-masters?%5Fgl=1%2A1xtxlpm%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcwOTExMzU1OC4xMjI0LjEuMTcwOTExMzgxNS4xMy4wLjA.) is the issue, it might be that really they don’t think the features are what they’re looking for and aren’t willing to pay your price for “unnecessary” features. Often, uncovering the real, underlying objection (in this case, features and need), acknowledging the prospect's concern, and providing reassurance to overcome it is key. ## Handling common objections Now that we know what the most common objections are, here are some ways to handle them when they come up in conversation with prospects. While experience is the best teacher, and longer-tenured sales reps will be more comfortable with overcoming any objections thrown at them during a [sales pitch](https://www.salesenablementcollective.com/how-to-make-virtual-sales-pitches-as-effective-as-face-to-face/), the following tips should help set any sales rep on the right track. [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) teams should produce content for reps that specifically helps overcome certain objections, such as how your product compares to frequently-mentioned competitor products. With that said, let’s dive into some of the types of sales objections: ### Price > *“It’s too expensive.”* > *“We don’t have the budget.”* > *“I like your product - it’s got all the features we’re looking for, but I feel it’s too expensive.”* > *“There are similar things on the market that are cheaper.”* In all likelihood, [price](https://www.developermarketing.io/your-ultimate-guide-to-pricing-a-saas-product/) will be the most common pushback, so it’s essential to anticipate and prepare for it. It can come up at any time during the selling process, but typically it crops up in the deep end of a deal. It can be a way for the prospect to persuade you to offer them a discount or throw in some extras. Or, as we mentioned earlier, it can mask a different issue - such as delaying having to make a final decision. **Keith Brooks**, **CEO of B2B Whisperer** and member of our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/), says: > *"Often the price issue is because it has been brought up at the wrong time in the cycle or discussion. We have not sold ourselves well enough for them to agree to our price, no matter the price. Yes, some people always negotiate but as you progress they should have a rough idea of what it will cost."* To overcome it, focus on the value that you have delivered for your other clients, emphasizing the benefits over the cost, as well as the long-term savings your product or service can offer if relevant. Referencing feedback and testimonials from other happy customers that reinforce positive ROI can be a big help, as it will build social proof of your product’s value. A common mistake is to immediately offer a discount - don’t be too quick on this. According to [**HubSpot**](https://blog.hubspot.com/sales/price-objection-responses)**’**s **Aja Frost**: “being too discount-happy will destroy your margins and lower your product’s perceived value”. | Price question to ask | Why you should ask | | ------------------------------------------------------------------------------------------------------------------------------- | ------------------------------------------------------------------------------------------------------------------------- | | “What are you comparing our price to?” | Focus on differentiating your offering in terms of value | | “How much will it cost you to do nothing?" | Encourage them to reevaluate their current situation, and allow you to explain hidden costs they may not have considered. | | “How much were you planning on paying for a solution?” | Establish whether they actually have the budget to be a viable lead. | | “After using our product to automate their payments, Example Customer found they saved X% on transaction fees at the end of Q2” | Give a real-life example of how another, similar company actually saved money using your product. | | “Is price the only thing holding you back from signing?" | Bring any underlying concerns to light to help you understand and address any issues beyond the price objection. | | “Perhaps we could negotiate a staged rollout that will allow the cost to be spread out over time?” | Helps to alleviate genuine price concerns and build trust. | ### Authority > *“I’m not the decision-maker.”* > *“I don’t have approval.”* When lack of authority is an issue, it’s important to try and get access to someone who *does* have the authority to make purchasing decisions as soon as possible. Start by researching the company structure before you make contact to establish the relevant person to speak to so that you don’t waste your time pitching to someone who will need approval to make a decision. For example, the regional offices of larger companies will often need approval from a Head Office to change suppliers. If you can’t reach a real decision-maker, empowering someone of lower influence to be your [champion](https://www.salesenablementcollective.com/power-influence-the-difference-between-a-sales-champion-and-a-sales-catalyst/) can help - they can put you in contact with those in authority while pushing for the purchase to be made internally. Ultimately, a lack of authority is something you need to identify as early on in a conversation as possible because contact with a decision-maker will be much more valuable. | Authority question to ask | Why you should ask | | --------------------------------------------------------------------------- | -------------------------------------------------------------------------------------------------------------------------------------------------- | | “Who else would need to be involved/know about implementing this solution?” | Try to find out if the prospect is the best person to be in contact with to close a deal | | “Would you be able to introduce me to X?” | If your current contact isn’t the right port of call, see if you can be introduced to the correct person - without offending your current contact. | | “How are purchasing decisions made at your company?” | This information can help you form a mental map of the organization’s processes and who you need to contact. | | “Is there an evaluation process or criteria I can help provide input on?” | Try to position yourself as a resource for the organization in order to build trust. | ### Competition or incumbent supplier > *“We’re currently using \[competitor\].”* > *“We already do this in-house.”* If a prospect mentions that they’re happy with their incumbent product or service, it can be a difficult situation to overcome. Disrupting an organization’s status quo can be difficult, even when your product *is* a better option than what it currently uses. Similarly, suppose they mention that they’re considering a [competitor](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/) instead of or as well as you. In that case, you have to know enough about the competitor’s offering to fulfill your role as a trusted advisor. Depending on your industry, you can start by researching the customer’s buying patterns, as well as current and previous providers. If they don’t switch suppliers often, or send out requests for information/proposals, the selling process is likely going to be more challenging. Knowing your competition well, both their strengths and weaknesses is important too. You can’t explain why a prospect should choose your product over a competitor’s if you don’t know anything about the competitor. However you respond, make sure to focus on how your product can align with their needs. Don’t dismiss, ignore, or badmouth a competitor’s offering either. Even if your prospect is adamant they want to stay with a competitor or their in-house function, leaving a good impression will leave the door open to talk again in the future. | Incumbent or competition question to ask | Why you should ask | | --------------------------------------------------------------------------------------------------------------------------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | “I know X competitor, they’re offering a great product - heard lots of good things! In fact, we share a lot of mutual customers.” | This will validate their existing choice, but also give you the opportunity to show you how you’re different and have provided additional value to your customers in a non-judgmental way. | | “What’s your experience been like with X competitor?”“When was the last time you considered other options in this area?” | This helps to establish their relationship with their incumbent supplier, as well as whether they are a legacy supplier they’ve not changed in a while without considering other options. | | “What do you see as the key benefits/features they provide you with?” | Again, this offers you an opportunity to talk about your product or service’s differentiators. | | “What are some things that you think could be better or that you’ve faced some challenges with, if any?” | This can uncover weaknesses with their current supplier, and demonstrate how your product would perform better than their existing solution. | | “When is your contract up for renewal?"“What timeframe do you have in mind for making any changes?” | Gauge whether this is worth pursuing now, or if they’re locked in for 6+ months - meaning it’s best to re-approach at a later date. | ## Considerations for sales enablement teams Sales enablement teams are tasked with supporting and empowering sales reps, and providing them with the resources they need to thrive in their role. Naturally, that means part of enablement’s responsibility is to prepare sales reps for these common objections - and there are a few ways they can do this: - **Onboarding** - **Sales methodology** - **Content** ### Onboarding Your [onboarding program](https://www.salesenablementcollective.com/what-is-sales-onboarding/) for new sales hires should include some basic training on these objections - particularly when it comes to you *and* your competitors’ features and benefits. Making sure that sales reps understand these differentiators right from the beginning of their tenure sets them up for objection-handling success. ### Sales methodology Training your sales reps in a [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) is a great way to prepare them for objections. Methodologies like [**BANT**](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) (Budget, Authority, Need, Timing), and [**MEDDIC**](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) (Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion) can help reps qualify leads effectively. BANT, for example, trains reps to remember four key factors when in discussion with prospects, such as whether they have the authority to make a purchasing decision. ### Content While not every sales enablement team is responsible for creating [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/), many do have that role - and almost all will distribute [content](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) to sales teams in some capacity. For example, you can prepare sales reps to handle objections by providing compelling content like competitor [battle cards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/), [customer](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) case studies, and objection-handling frameworks. ## Wrapping up Objections are a natural and expected part of the sales process. While they may momentarily stall a deal, handled properly, objections allow sales reps to build trust and establish themselves as a strategic, trusted advisor to the prospect. Rather than reacting defensively to objections, sales reps should aim to ask open-ended questions and provide helpful information to move past these obstacles. While turning these common sales objections into opportunities requires patience, active listening, and a customer-first approach, if a rep focuses on bringing value to the prospect, they are well-positioned to guide the buying journey to a close. --- **Join 7,500+ of your sales enablement peers in SEC's Slack group! Idea-share, network, and ask questions in the** [**community**](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Ac4heni%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2NjEwMzI3MS4yMDkuMC4xNjY2MTAzMjcxLjAuMC4w)**.** --- ### How to speak CRO: An enabler’s guide URL: https://www.salesenablementcollective.com/how-to-speak-cro-an-enablers-guide/ Last updated: 2025-12-08T13:46:55.000Z One of the biggest lessons I’ve learned in my career is that if you’re in enablement, you’ve got to speak CRO. In enablement, we've been talking for a long time about getting a seat at the table, and at a lot of organizations now, enablement has that. We've *earned* that right, but there is still a missing link between the work we do and the way we communicate the results in a way that resonates with our [Chief Revenue Officers (CROs)](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/). Our CROs are our number one cheerleaders if we're doing it right, and our number one detractors if we're not building the business case that they can support internally. ### **The disconnect: We have the seat, but are we using it?** Enablement has spent years and years fighting for a seat at the table. The good news is, many of us now have it. But here’s the thing – there's still a **glaring disconnect between the value we’re driving and the way we communicate that value** to our Chief Revenue Officers. When CROs understand us, they become our biggest champions. But when we miss that connection, they can just as easily become blockers. We need to build the kind of business case that resonates with how they think. That means less about our processes, and more about our outcomes. ### **Think like a CRO: Sales velocity is your shared language** It’s worth mentioning that many great enablement professionals have been laid off *despite* doing exactly what I mention in this article. They *have* [proved value](https://www.salesenablementcollective.com/sales-enablement-team-structure/), they *have* done an amazing job. If that's you reading this article, don't take it personally. Very often, those decisions have nothing to do with us and a lot more to do with an overall business need or spending cuts that are way above our pay grades. If you're already doing what I outline and you've been laid off, just keep in mind that there's no silver bullet, there's unfortunately nothing that's going to guarantee that your job will always be protected. But one of the best ways to make sure that you not only retain your position and grow your team, but also get the most done because you have the gravitas behind you, is to be able to [build a strong partnership with your CRO](https://www.salesenablementcollective.com/5-ways-sales-enablement-pros-can-build-a-stronger-partnership-with-the-cro/). One of the best ways to communicate enablement value is through the lens CROs already use: sales velocity. It’s a powerful framework for aligning our work with their priorities. Let’s break it down: - **Number of leads**: We’re not top-of-funnel, but we do influence this. We create better qualification processes, enable outbound motions, and improve referrals. That directly impacts the volume of quality leads entering the pipeline. - **Average Contract Value (ACV)**: Enablement supports bundling strategies and stronger sales techniques that help reps avoid unnecessary discounting. The result? Higher-value deals. - **Sales cycle length**: This is a big one. We help reps build urgency and communicate value earlier in the process. When a seller can say, “Let’s get you on this platform in 30 days so you can start realizing ROI,” that’s enablement in action. - **Win rate**: If we’re targeting the right ICPs, training on the right personas, and giving reps the tools to differentiate, win rates improve. Simple as that. Enablement can touch every part of this equation. But we have to be intentional about drawing the line between what we do and what the business sees. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-346.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_objectives_kpis-5.jpg)](https://www.salesenablementcollective.com/sales-metrics/) ### **Face time matters – but make it count** Does face time with [the CRO](https://www.revenueoperationsalliance.com/sales-leadership-to-cro-to-ceo-a-career-journey/) help? Absolutely. But you don’t need to be in their calendar every week. A meaningful touchpoint every five to six weeks can be enough – if you use that time well. Come in prepared. I recommend keeping it tight: four or five bullet points on what you’re working on, where you are now, where you’re trying to go, and what levers you’re pulling to get there. Keep it high-level. Let *them* choose where to dig deeper. That’s how you stay aligned and earn trust. ### **If Duolingo had a “how to speak CRO” course…** If I were designing a Duolingo-style crash course in speaking CRO, it would start with three modules: 1. **Understanding value**: We toss around the word "value" all the time in enablement, but what does it mean to your CRO? Look to your company-wide OKRs, not just your team goals. If the company is focused on expanding into new markets, your programs should support that. 2. **Communicating outcomes**: Enablement lives in the world of causation. We can’t always prove we’re the sole reason a number improved – but we can show how we contributed. Frame your work in terms of the outcomes it supports. 3. **Translation goes both ways**: CROs also need to understand our world. If we’re able to make sure that our CROs understand how we connect the dots between the work we're doing and key elements of our revenue generation, all of a sudden, we're building much stronger connections. ### **The value conversation: causation > correlation** Here’s the truth: You won’t always be able to [tie enablement work to revenue](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) with a neat little bow. Sometimes you get lucky with what I call a "pure play" – a brand new product, for example, where enablement can take credit for the lift through the training that we're doing on it. But most of the time, that kind of clarity is rare. Product, marketing, sales ops, and others are all involved in things like personas, talk tracks, and marketing materials. What matters more is that we show how enablement drives impact. > *If you're improving efficiency – whether that's shortening ramp time, boosting win rates, or helping teams move faster – those are business-critical outcomes.* The most important thing is not necessarily to feel like you have to be able to show the value dollar for dollar – if you're looking at your team's head count and saying: “I have to prove dollar value for every person on my team”, you're never going to win that battle. And I don't think anybody should be asking us to do that. More important is, what is our influence on the key metrics of the business? It's not always revenue, very often it can be in efficiency too. Draw the dotted line. Don’t be afraid of causation. Just don’t oversell correlation. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/Insider-sec-1.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ### **Relationships matter. But CROs give you the map.** Is the CRO your [most important stakeholder](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/)? It depends. That relationship is definitely important, but whether it’s the *most* important or not varies on your org and what you're working on. If the house is on fire in knowledge management, your [frontline managers](https://www.salesenablementcollective.com/how-can-you-involve-frontline-managers-in-your-enablement-and-more-with-gail-behun/) might be your most urgent relationship. If churn is the problem, you’ll want to focus on customer success. > *But the CRO gives you the big-picture view.* Without that relationship, you risk getting siloed and missing other fires across the org. When you're aligned with the CRO, you can prioritize where enablement is needed most. ### **Sales enablement vs. revenue enablement** I’m a big believer in [revenue enablement](https://www.salesenablementcollective.com/the-4-keys-to-more-disciplined-revenue-enablement/). Sales enablement is still hugely valuable, but a lot of orgs are starting to realize that a great sales motion only takes you so far. > *Organizations are realizing that even if they empower their sales team and have a fabulous sales enablement team, that’s not enough.* If the customer moves into an unoptimized post-sale motion, with an unoptimized [customer support engine](https://www.salesenablementcollective.com/what-is-customer-success-enablement/), all of a sudden, they’ll feel like they’ve gone from having filet to a hamburger. The result is more churn and dissatisfaction in the post-handoff process. The [buyer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) doesn’t stop when the contract is signed. Revenue enablement gives you a chance to influence the full bowtie – from first touch to renewal and expansion. And it strengthens your case with CROs because you're thinking about the *entire* revenue engine. ### **Objections are a gift** One of my favorite reminders: If your CRO is pushing back, that's a good sign. The *best* thing you can have is your CRO [raising objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/), because it means you're asking the right questions. If you've got a CRO that's nodding along with everything you say? That's not good. Objections mean you’re asking the right questions. They mean you’re thinking at a strategic level. > *I love when my CRO challenges me. It shows they’re invested, and it pushes me to sharpen my thinking.* Ultimately I want my CRO to poke holes, to ask deep questions, to say “are you sure it's going to work this way?”, because what we’re looking to solve in enablement is never cut and dry. It's never easy. If it was easy, teams would do it without us! [The CRO](https://www.revenueoperationsalliance.com/why-the-cro-role-is-still-misunderstood-and-what-we-can-do-about-it/) sees not only from a different level, but they come at it from a different perspective, so I *want* them asking those deep questions. Then, just like if you have a sales background, and you've handled objections, you want to come into that meeting prepared to handle their objections. Come to those meetings prepared. Anticipate questions. Practice with a colleague if you need to. One of the best things you can do is role play with another leader on the CRO’s team – they can offer feedback on how to refine your pitch and prepare for objections. Respect the value of their time, and they will respect when we ask for that time because they know it will be well spent. ### **Imposter syndrome? That’s a good sign too.** I was recently asked how to [overcome imposter syndrome](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/). My honest answer? You don’t. Feeling imposter syndrome means you’re doing something that challenges you. That’s a good thing. Growth doesn’t come from staying comfortable. The key is to lean into it, not retreat. > *Take a minute to appreciate the fact that doing hard work requires hard thinking, and it's absolutely worth it.* If you’re nervous about talking to your CRO, it probably means the conversation matters. Don’t Slack it. Don’t email it. Have the meeting. Show up. That’s where real respect is built – on both sides. ### **Be bright. Be brief. Be gone.** Years ago, I took a personality profile that labeled me a classic Type A. The tagline for that was the phrase: “Be bright. Be brief. Be gone.” It’s my mantra when it comes to CRO conversations: - **Be bright**: Come with ideas. Share your point of view. Don’t play it safe. - **Be brief**: High-level bullets. Clear impact. Concise messaging. - **Be gone**: Respect their time – and your own. Say what you need to say, then let the results speak for themselves. If there’s one thing I hope you take from this, it’s that enablement isn’t just about supporting reps. It’s about driving the business forward. And to do that, we have to speak the language of the people setting the direction. --- *This article is based on* [*Gail’s*](https://www.linkedin.com/in/gailbehun/) *appearance on our Sales Enablement Innovation podcast. Check out the* [*full episode*](https://www.salesenablementcollective.com/why-enablement-needs-to-speak-cro-with-gail-behun-video/)*, or reach out if you have insights you’d like to share on the show!* --- ### How enablement & ops can turn dashboards into decisions URL: https://www.salesenablementcollective.com/how-enablement-ops-can-turn-dashboards-into-decisions/ Last updated: 2025-06-24T12:04:21.000Z Dashboards are everywhere, but in many organizations, they’ve become more about checking a box than driving meaningful action. For Enablement and Ops teams (Sales/Revenue Operations), the role is no longer just about surfacing metrics but rather activating them. When data is presented without clarity, reps revert to guesswork, and leaders lack the context to course-correct in time. This is where Enablement plays a critical role: by collaborating with Ops teams to translate complex data into digestible insights, they can help bridge the gap between analysis and action. When information is framed with context and delivered in a timely, relevant format, sales teams gain the direction they need to make smarter decisions faster. By shaping how data is framed and delivered, these teams shift from simply maintaining dashboards to becoming critical drivers of strategy and growth. ## 1\. Make Insights Digestible with “Insight Briefs” and Summaries Dashboards don’t tell stories, people do. Insight briefs and weekly performance snapshots help decision-makers focus on what matters: what’s changed, what’s working, and where attention is needed. Instead of expecting reps to interpret raw charts, insight briefs package the key metrics with context: what changed, why it matters, and what to do about it. For example: "Pipeline velocity slowed 20% (what), due to longer enterprise sales cycles (why), so focus on multi-threading key accounts this week (action)." These work best when delivered weekly through channels reps already use, helping them prioritize, spot risks, and take advantage of opportunities without requiring deep analytics expertise. ## 2\. Leverage Dashboards as Strategy Tools Too often, dashboards become one-size-fits-all summaries that try to answer every question but end up answering none. For dashboards to become strategic assets, they need to be built with clear intent: What decision should this view support? What behavior should it influence? This shift from generic to strategic dashboards often requires stakeholder alignment and may involve working across BI, Ops, and leadership teams to redefine reporting priorities. Enablement can partner with Ops teams to ensure dashboards serve specific sales motions, buyer journeys, or coaching needs. When dashboards are purpose-built, rather than generic, they spark meaningful conversations, reveal performance gaps, and help teams iterate faster. While curated insights delivered proactively are crucial, well-designed self-service dashboards also play an important role, allowing data-comfortable users to pull specific metrics on demand and explore questions as they arise. ## 3\. Make Data-Driven Enablement the Default Enablement, in collaboration with Ops, can help embed performance insights into frontline workflows by incorporating data into onboarding, playbooks, messaging, and training. Using real, timely data to reinforce key behaviors helps reps build confidence and see clear connections between their actions and results. This approach not only makes guidance more relevant but also drives continuous improvement by linking frontline execution back to evolving strategy. Successfully embedding data into these workflows typically requires change management support and may involve training both Enablement teams and sales reps on new processes. Tools like [Smart Data Sync](https://www.matik.io/smart-data-sync?utm%5Fsource=PaidMedia&utm%5Fmedium=newsletter&utm%5Fcampaign=sds%5Fjune25%5Flaunch&utm%5Fcontent=ROA%5FAmplified%5FContent%5FSpotlight%5FJune) empower Enablement and Ops teams to automate the delivery of live, curated data directly into reps’ reports and presentations, making real-time insights an effortless part of everyday workflows. When data becomes the foundation of Enablement and Ops programs, teams can adapt faster and close the loop between insights and impact. --- [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-344.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_objectives_kpis-4.jpg)](https://www.salesenablementcollective.com/sales-metrics/) --- ## 4\. Activate Sales Managers as Strategic Data Leaders Enablement teams can collaborate with Ops to equip sales managers not just with raw dashboards, but with curated insights, coaching frameworks, and conversation guides that turn data into strategic discussions. By providing managers with context-rich views and suggested actions, these teams enable managers to identify trends, address gaps, and drive continuous improvement. This approach shifts managers from passive report recipients to active leaders who use data to inform coaching, strategy, and team execution. Over time, it empowers a feedback loop where insights from the field guide iterative strategy adjustments and operational priorities. ## 5\. Use AI to Scale Insight Curation and Delivery Emerging AI tools are helping Enablement and Ops teams cut through the noise by surfacing trends, flagging anomalies, and assisting with summarizing key insights from complex dashboards. This transforms raw data into clear, concise narratives tailored for different roles and business needs. By accelerating the creation of insight briefs and performance summaries, AI can save teams valuable time while human judgment remains essential for strategic context and nuanced analysis. This balance allows teams to focus more on strategic planning and coaching, applying human insight to complex sales dynamics. [With AI-driven insights](https://www.matik.io/blog/how-to-use-ai-to-enable-teams-on-data), organizations can deliver timely, relevant guidance that keeps sales teams aligned and agile. Ultimately, AI acts as a force multiplier when combined with human expertise, helping scale data-driven decision-making across the revenue organization. ## 6\. Bridge the “Last Mile” with Smart Data Sync Traditional dashboards are built for analysis, not communication. [Smart Data Sync](https://www.matik.io/smart-data-sync?utm%5Fsource=PaidMedia&utm%5Fmedium=newsletter&utm%5Fcampaign=sds%5Fjune25%5Flaunch&utm%5Fcontent=ROA%5FAmplified%5FContent%5FSpotlight%5FJune), a free Chrome extension from Matik, bridges this “last mile” by embedding live, curated data directly into the materials reps already use, such as pipeline reviews and forecasting reports. Instead of asking reps to dig through dashboards, Smart Data Sync enables leadership to pull the right metrics into the right format and layer in relevant context. This results in personalized, actionable insights delivered where they’re needed most. Smart Data Sync automates the manual effort of copying data, reduces the risk of outdated or inaccurate numbers, and maintains trust in data integrity. With Smart Data Sync, teams spend less time wrangling data and more time informing strategy that drives performance. [Click here](https://www.matik.io/smart-data-sync?utm%5Fsource=PaidMedia&utm%5Fmedium=newsletter&utm%5Fcampaign=sds%5Fjune25%5Flaunch&utm%5Fcontent=ROA%5FAmplified%5FContent%5FSpotlight%5FJune) to add Smart Data Sync to Chrome and automate your sales materials in minutes for free. ## Turning Insights into Iteration In high-performing sales organizations, data isn’t just reviewed, but rather, actively shapes how teams operate, coach, and prioritize. But dashboards alone don’t deliver this impact. It requires a collaborative effort among Enablement, Ops, and GTM leaders where Ops defines the right metrics and Enablement embeds those insights into day-to-day workflows. While this vision reflects where top-performing organizations are headed, achieving it takes organizational maturity, cross-functional collaboration, and often significant process changes that don’t happen overnight. By evolving from dashboard creators to insight drivers, these teams become true agents of alignment and continuous improvement. With tools like Smart Data Sync, they can scale insight delivery and empower more informed, agile decision-making across the revenue organization. --- ### 10 Golden Rules to successfully implement a sales enablement solution URL: https://www.salesenablementcollective.com/10-golden-rules/ Last updated: 2025-07-23T07:07:12.000Z The right enablement tech can elevate your revenue teams' productivity and effectiveness. Actually implementing that tech though? That can get tricky. But there are fundamental principles that once followed, will lead to a picture perfect tech transformation. **Showpad** have distilled these into **10 golden rules** that will help you build a true revenue ecosystem that drives growth. All you need to do is grab your free copy and start revolutionizing your org's tech tactics. 👇 ## Free download ## Why follow these golden rules? When it comes to implementing *any* new tech solution, there are hurdles every team will face – but they're not unsurmountable. These golden rules will help you: - Guarantee executive sponsorship - Solidify cross-functional alignment - Establish a single source of truth - Train your team for ongoing impact - Turn users into champions Grab your free copy of **Showpad's 10 golden rules** and put your tech implementation on the path to success. 👇 Get your copy ### End-to-end sales plays that drive real revenue growth, with Nicholas Hill [Video] URL: https://www.salesenablementcollective.com/end-to-end-sales-plays-that-drive-real-revenue-growth-with-nicholas-hill-video/ Last updated: 2025-11-21T13:09:45.000Z ## More resources: [SEC Sales Enablement Innovation podcastDiscover new ideas, hear from your enablement peers, learn about the industry and much more with SEC’s Sales Enablement Innovation podcast![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-340.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Article-Image_-4.png)](https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/) ### How to create AI-ready enablement content URL: https://www.salesenablementcollective.com/ai-ready-sales-enablement-content/ Last updated: 2026-06-19T11:03:46.000Z ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/image5.png) Your sales reps are struggling to find the sales enablement materials they need when they need them. That’s because up until now, all sales enablement has been locked into a **push-based model** (forcefeeding them information). Your sales, marketing, and product departments create content. And it’s good content. But it sits behind a silo, hides in files, and drowns in chat threads. So when the customer call comes in, and your sales rep has to answer a specific question right now… they can’t. The moment they say, “Let me get you that answer and call you right back,” the deal slows down. Unforgiving prospects might even see that lack of knowledge as a negative. And now they have to go find the answer, which usually involves spending a lot of wasted time digging through documents, or worse, interrupting a busy coworker who has the expertise. The good news at the end of all this mess is that AI, and specifically LLMs (large language models), has provided a more efficient process. Now you have a pull-based model where sales reps can get the answers they need when they need them, instantly with AI. They maintain the trust of your clients. And they never have to interrupt another team member. So… how do you build the AI-ready sales enablement content to make all this possible? ## AI has already changed sales enablement Before we start building, it’s important you understand the what, why, and when of it all. The push-based model looked like this: ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/image3.jpg) Sales reps need more training and content. You provide it. And the cycle repeats itself. It made sense at the time because it was the only process we knew. But [**sales enablement statistics**](https://1up.ai/blog/sales-enablement-statistics/) show us things are different now. Up until now, you would have to create the training and sales content and have it available to the reps when they needed it. And because there was so much information, it was difficult to store in ways that made it all easy to find. This overload of information resulted in two challenges: 1. New reps took a long time to onboard. They wouldn't be really ready to sell for months, or quarters. 2. Seasoned reps have a good baseline of knowledge, but learning new things is always a challenge. Every product update / release creates a new set of knowledge to absorb. **AI changed all that.** With the introduction of Large Language Models, the game has officially changed. Now, you have a [**pull-based sales enablement approach**](https://1up.ai/blog/sales-enablement-trends-for-2025/), which means a sales rep can literally pull the enablement content they need from an AI system and have the answer in seconds. Now, every sales rep can deal with every issue, from customer objections to competitive comparisons to technical questionnaires, with the help of AI. The question you’re all asking is, of course, how do you make this shift? That’s what we’ll cover now. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/image6.png) Each one of those pillars from above can now be plugged into the pull-based model. In practice, this pull-based approach reshapes every core pillar of sales enablement. Instead of static, push-based content, each area now becomes dynamic and on-demand. Here’s how the shift plays out: - **Self-Service Sales Training:** Your sales reps no longer have to spend weeks reading binders and taking classes, only to forget everything they’ve learned. Now, they can pull up training materials whenever they need them. - **On-Demand Asset Delivery:** Your hard-won sales content won’t go to waste anymore as reps dig to find it. Now, they can simply ask your LLM model for it and get it. Period. - **Quick Responses for Customer Objection Handling:** So many great pieces of content for this: battle cards, playbooks, and more. Now, your LLM model can provide responses to virtually any objection in seconds, and your rep can trust the answer because it comes right from the source: you. - [**RFP**](https://1up.ai/rfp-agents-chatbots-copilots/) **and Questionnaire Automation:** These questionnaires can take days to complete because of all the research and expertise needed. But [**RFP automation**](https://1up.ai/rfp-automation/) with LLMs gets them done in minutes, rather than hours or days. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/image2.jpg) In any event, AI won’t replace your sales reps. No way. But the automation will give them new powers. Before you can [**automate sales enablement**](https://1up.ai/sales-enablement-automation/), however, you have to make sure your enablement content is AI-ready. ## What it means to build AI-ready content The goal with building your sales enablement content so that it’s AI-ready is to make it easy for an LLM to find. You also want it to be easily understood. What this means for you is that you’ll need to have a Knowledge Base. A strong Knowledge Base will contain all of your internal company files that you want your sales reps to access. After all, a chatbot’s only job is to get the information from a location and deliver it. **A chatbot will only be as good as your Knowledge Base.** Then, you’ll make sure to limit your chatbot to your Knowledge Base so it can’t hallucinate. Once you’ve got a Knowledge Base and you connect it to your AI-driven sales enablement platform, you can have the LLM do virtually anything for your sales reps, including: Training day 1 sales reps, offering smart responses to customer objections, or answering technical questions. No more dumping content into a file-sharing location and hoping for the best. AI will pull that information up and deliver it on demand. Here’s how to make sure your content is AI-ready: ### Optimize text for a machine Machines read text well, images… not so much. At least not yet. So make sure all of your important company information is based in common text-based formats: PDFs, Word docs, Excel sheets, Google Docs, you get the idea. Of course, you’re still going to want to use visuals for your customer-facing content, and even in your training materials. But when it comes to answers, your AI will need to pull written text. ### Update your Knowledge Base regularly There are a few things worse than delivering outdated information to a customer who already knows the information has been updated. You don’t want your sales reps falling behind the market. So make sure your Knowledge Base always has the most accurate and up-to-date content in your company. If you create new content, add it to the Base. ### Know when to automate… and when not to Again, you don’t want all of your processes automated. We’re not trying to replace sales reps with robots. Why? Because your customers don’t want to work with robots. They want to work with humans. And your sales reps, for now at least, are very human. **So, yes, automate** talking points, analysis, training, knowledge management, and help finding content. **But don’t automate** when it comes to creating new messaging, coaching your team, or speaking with your customers. Indeed, you want to automate the processes so that your reps will have more time to do the human-facing work they’re so good at. The bottom line: you want to use AI as an assistant to help you, not to do the important work for you. ### Get your people AI-ready as well Which brings us to perhaps our most important point: get your people on board, so they can use AI to their, and your, advantage. Communicate to your people that you’re relieving them of the boring, tedious, repetitive work, and that they’ll be able to rely on AI for that. You’ll provide the training necessary, of course, so they can excel at what they do best: sell. This means that now you can have your people use AI to do deep research into accounts to uncover relationships. They can have AI help them personalize emails. Then, they can pick up the phone and have mission-critical conversations. That way, they can break through the noise of email spam. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/image4.jpg) It also means you can empower your people to consolidate the number of tools they use. AI means you can use far fewer tools, and, ideally, get everything integrated into a single sales enablement platform. We can guarantee your sales reps are tired of bouncing between apps and tools. Narrow it all down to a single space and let AI sort it all out for you. ### Put your processes into place This means you can have strong processes in sales enablement as well. No more massive amounts of tools. No more scattered content. No more haphazard training. You want to maintain the human element and get rid of the big, drawn-out, weeks-long, binder-filled training. Instead, gamify training with AI, provide automated access to the materials, and employ coaches to help guide your new hires. **An LMS tool like Docebo** will utilize badges, points, and leaderboards to help excite your team and encourage your reps to learn at their own pace. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/image1.png) When you make training about learning, getting certified, and ease-of-use, you inspire your team to get the job done. ## Keep your sensitive data safe Finally, you of course don’t want to connect your [**highly sensitive data to an AI**](https://1up.ai/blog/data-security-in-ai/) model you don’t trust. This means you’ll want to lock down anything that contains client information, data, personal details, or proprietary business information. Here’s how to make sure you do it right: - **Identify and scrub sensitive data:** Before uploading anything, clarify what qualifies as sensitive (your public website likely doesn’t). Sensitive information often includes things like customer details, financial records, passwords, roadmaps, or PII (personally identifiable information). - **Always sanitize before use:** Strip out unnecessary identifiers, redact fields, and swap out real names for neutral placeholders. - **Turn off model training:** Check your AI provider’s settings and disable training. Free tiers often default to using your inputs to improve the model, so opt out whenever possible. If you’re unclear about the policy, ask your vendor. Paid subscriptions typically provide stronger protections. - **Prefer RAG over fine-tuning:** Retrieval-Augmented Generation lets you reference external data instead of uploading it directly, reducing the risk of exposure. - **Use integrations for storage:** Keep files in systems like Confluence or Google Drive instead of uploading them straight into the AI. This helps maintain ownership and avoids compliance issues such as GDPR violations. - **Track and log activity:** Record every interaction with the AI, including prompts, uploads, downloads, edits, and third-party connections. Logs make it easier to audit usage, trace potential leaks, and spot misuse. - **Validate outputs:** Don’t blindly trust generated answers. Require reviews to catch hallucinations, inaccurate sources, or missing context. - **Choose enterprise RAG with governance features:** Look for role-based access controls, source tagging, and sensitivity tiers. Limit who can query, upload, or edit content based on their organizational role. - **Apply tiered document safeguards:** Mark highly sensitive files so the AI either treats them with extra caution or avoids referencing them entirely. - **Leverage metadata and pre-approved responses:** Use source tags and controlled response sets to steer the AI toward secure, relevant outputs. - **Keep prompts concise:** Shorter context windows minimize the chance of irrelevant details or sensitive data slipping through. - **Secure access with SSO:** Connect your AI platform to Single Sign-On for centralized authentication and tighter identity control. Remember, your goal isn’t to let AI take over. It’s to figure out where AI can be helpful, to give you more, so you can do more, without putting customer or company data at risk. ## Looking ahead As you look ahead to the years to come, and what AI might mean for your sales enablement process, it’s essential to realize that AI is here to stay. And moving with grace will require us to understand the kinds of [**sales enablement assets**](https://1up.ai/blog/sales-enablement-assets/) we have at our fingertips. We’ll be seeing more and more businesses shift to using GenAI as an assistant and seeing it as an essential tool in sales enablement. That means that if you’re not using it, you’ll be falling more and more behind your competitors. Note that you can use AI to ensure: - Your sales reps can engage in more personalized interactions. - Your sales teams have accurate insights in real time, so they can move quickly. - Your sales reps can focus on building relationships. The bottom line is that sales enablement is shifting, and it’s up to businesses to adapt to those shifts. Those who do will thrive and rise to the top. If you want a tool that is designed to give instant answers whenever your sales reps need them, give [**1up’s free trial a try**](https://1up.ai/free-trial/). --- ## Ready to put AI to work in your enablement strategy? You've seen what AI can do for sales enablement, from automating content creation to delivering coaching at scale. But knowing what's possible is just the first step. The real challenge? Building the skills actually to lead AI adoption in your organization. That's precisely what AI for Sales Enablement Certified: Advanced Practitioner is built for. Inside, you'll learn how to: - **Apply AI across the full enablement lifecycle**, from rep development and content to coaching and performance - **Design and deploy AI agents** that take real work off your plate (and your reps') - **Lead AI adoption in your org** with a clear rollout strategy your leadership team can get behind - **Prove revenue impact** so your AI initiatives show up in the pipeline, not just in slide decks - **Learn from battle-tested experts** from the world's largest sales enablement community Plus, you'll walk away with templates, frameworks, and an official certification to back it all up. [**Get AI for Sales Enablement Certified**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) and join the enablement pros turning AI hype into measurable revenue impact. :rocket: [**Enroll now**](https://www.salesenablementcollective.com/learning/on-demand/ai-for-sales-enablement/) ### Navigating ethical AI in sales enablement: Challenges and opportunities URL: https://www.salesenablementcollective.com/navigating-ethical-ai-in-sales-enablement-challenges-and-opportunities/ Last updated: 2025-12-08T13:47:19.000Z Have you ever thought about how the [AI tools](https://www.salesenablementcollective.com/leveraging-ai-to-boost-customer-experience-and-sales-enablement/) your sales team uses might be impacting your customers and your processes? AI is transforming sales enablement, but with all its power comes responsibility – especially when it comes to doing things ethically. I’m **Jamie Roelofs**, **Manager** of **Embedded Enablement** at **Visier Inc.**, and as AI becomes more embedded in our workflows, it’s crucial we ask: Are we using it the *right* way? In this article, I’ll dive into the challenges and opportunities of ethical AI in sales enablement. From bias and privacy to transparency and accountability, we’ll explore how to navigate these issues and make sure our AI tools are driving success – **responsibly**. Let’s get started. ## **What makes ethical AI important in sales enablement?** As we continue to push what AI can do in sales, it’s critical that we also think about the responsibility we carry in using these tools ethically. With AI’s ability to process vast amounts of data and influence [decision-making](https://www.salesenablementcollective.com/to-buy-or-build-making-the-right-business-software-decisions/), the potential for misuse is high. That’s why we need to think about **ethical AI** in the same breath as we talk about innovation. Let’s break this down a bit. With AI rapidly growing, there are a lot of vendors pushing out new AI tools for sales enablement. But there’s one catch – AI isn’t yet regulated in a way that ensures all these tools meet ethical standards. I mean, sure, we’ve got GDPR and data protection laws, but the reality is that AI regulations are still in their infancy. So that means we have to hold ourselves accountable for ensuring that the tools we use – and the data we share – are handled in a way that respects privacy, fairness, and transparency. The EU AI Act, which comes into effect in 2026, is an important step forward. But for now, we’re still operating in a space where companies can cut corners. If we’re the ones introducing AI to our sales teams, we need to be the ones making sure it’s done right. We must ask: **What are the ethical risks associated with AI, and how can we mitigate them?** [Applying AI to your enablement strategy, with Jonathan Kvarfordt \[Video\]Jonathan Kvarfordt joins us on the podcast to discuss all things AI and enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-338.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-5-3.png)](https://www.salesenablementcollective.com/applying-ai-to-your-enablement-strategy-with-jonathan-kvarfordt-video/) ## **Key ethical challenges in AI for sales enablement** Now, let’s dive into the key challenges of ethical AI in sales enablement. These are the issues we need to keep an eye on to ensure we’re not inadvertently putting our teams – or our customers – at risk. ### **1\. Bias in AI** AI bias is one of the most critical ethical concerns. What I mean by that is, AI can sometimes unfairly favor or discriminate against certain groups or individuals based on the data it’s trained on. If the data we input into AI tools has biases – whether that’s from previous hiring decisions, sales history, or demographic data – those biases can be perpetuated in the AI’s recommendations. In sales enablement, this could show up in how AI personalizes outreach, recommends [sales scripts](https://www.salesenablementcollective.com/sales-script-template-framework/), or evaluates a rep’s performance. For instance, AI-driven sales tools could suggest scripts that might reinforce stereotypes or overlook important cultural nuances. This becomes even more critical when we consider that many sales teams operate globally, working with diverse prospects and customers. 💡 The solution? **Regular audits and monitoring of AI tools**. By reviewing how AI is performing and continuously refining the data sets it learns from, we can ensure that biases are kept in check. We also need to be mindful of the personas we’re using and test whether the outputs are aligned with ethical standards. ### **2\. Transparency in AI decision-making** How does the AI make decisions? Where does it get its data from, and how does it decide on the next best action? These are all questions that need to be answered if we’re going to trust AI in sales. For example, let’s say an AI tool recommends a [sales strategy](https://www.salesenablementcollective.com/the-genius-strategy-behind-paypals-sales-team-video/) for targeting a specific customer based on their profile. It’s important that we understand how the AI came to that decision. If we can’t explain the reasoning behind AI’s recommendations, it becomes difficult to defend those decisions, especially when we’re talking to other stakeholders like the CRO or marketing teams. 💡 To tackle this challenge, we need to choose AI tools that are **transparent in their decision-making**. _This post is for paying subscribers only._ ### Sales Enablement Summit Atlanta, June 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-atlanta-june-2025-ondemand/ Last updated: 2025-06-11T17:43:22.000Z _This post is for paying subscribers only._ ### Why deal visibility is the missing link to revenue impact URL: https://www.salesenablementcollective.com/why-deal-visibility-is-the-missing-link-to-revenue-impact/ Last updated: 2025-07-23T07:05:32.000Z Some of the most valuable conversations in the sales cycle happen face-to-face. In a hospital corridor. On the factory floor. Inside a research lab. In many industries, in-person meetings aren’t just preferred — they’re essential. They build trust and move deals forward. They unlock nuance that’s impossible to capture over Zoom. And yet, this part of the sales process remains stuck in time. While the rest of the [revenue engine has evolved with automation](https://www.salesenablementcollective.com/a-human-approach-to-ai-and-automation/), AI, and data-driven systems, field selling is still stuck in the 1980s: Reliant on seller memory, scribbled notes, and manual updates. The cost of this legacy approach isn’t just inefficiency. It’s a business liability. Picture this: your rep leaves a customer site after an in-person meeting. There’s no call recording, no shared notes, no CRM update. Just a vague “I’ll follow up.” If it’s not captured, it’s lost. > *“While the rest of the revenue engine has evolved … field selling is still stuck in the 1980s.”* Meanwhile back at HQ, you’re preparing for a quarterly business review. You need to assess pipeline risk, identify enablement gaps, and plan for growth. But you’re flying blind, disconnected from what’s happening in the field. And you’re not alone. Field sales has been left behind, operating without the tools, systems, or visibility the rest of the revenue org relies on. And for too long, we’ve treated that gap as business as usual. But it’s not. Every invisible meeting puts revenue at risk, fractures alignment, and turns forecasting into guesswork. ## **You can’t manage what you can’t see** Forrester reports that [45% ](https://www.forrester.com/report/the-state-of-data-quality-2023/RES180814?ref%5Fsearch=4440481%5F1746789720240)of B2B leaders cite missing or poor data quality as a major obstacle to confident decision-making. Without clear, consistent insight into what’s happening in the field, revenue leaders are left with more questions than answers: - Are we talking to the right stakeholders in our largest accounts? - Why did that renewal stall? - Where are the risks hiding in our pipeline — and will we see them before it’s too late? And when frontline context lives only in a notebook or a rep’s memory, there’s no way to scale that information across the org. The impact goes beyond missed revenue. Reps burn out. Coaching loses context. Strategy drifts from what’s actually happening on the ground. This is the field sales disadvantage. And we’ve accepted it as the cost of doing business for too long. ## Your CRM won’t save you (and sellers aren’t the problem) Let me be blunt: no amount of CRM hygiene is going to solve this. The problem isn’t a lack of discipline. It’s the design of our systems. Your sales team didn’t sign up to be data entry clerks. They’re in this business because they’re great at building relationships and navigating complexity. Every manual task you pile on is time stolen from the work that actually drives revenue. So the question isn’t: How do we make reps log more notes? It’s: How do we build systems that do it for them, so everyone can act on what matters, in real time? ## This isn’t just a sales problem. It’s a growth problem. When field visibility breaks down, so does your ability to execute on the things that matter most: - **Revenue efficiency**: You can’t allocate resources or optimize your GTM motion without knowing what’s happening on the ground. - [**Customer retention**](https://www.salesenablementcollective.com/customer-retention-survey-framework/): Sellers miss early warning signs — new stakeholders, shifting priorities, growing blockers — until it’s too late. - [**Cross-functional alignment**](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/): Marketing, enablement, and ops are out of sync with what buyers actually need. Without field insight, you’re not just missing data. You’re missing leverage. ## Showpad Assist: A new era of connected, confident selling That’s why we built [Showpad Assist](http://www.showpad.com/showpad-assist?utm%5Fsource=sec&utm%5Fmedium=referral&utm%5Fcampaign=sec-education-hub), the first AI agent built for field sales. It’s embedded in the seller’s day-to-day, preparing them with account context before a meeting, capturing what happened in real time, summarizing action items, and updating the CRM. Automatically. Sellers stay focused. Managers get real signals. And leaders finally see what’s really happening, across every conversation, every territory, and every deal. In a world where efficiency, expansion, and account health are make-or-break, this is what resilience looks like. *“Without field insight, you’re not just missing data. You’re missing leverage.”* ### Out of sight doesn’t have to mean out of mind We’ve reached a turning point. For decades, in-person selling has defied digitization. But it no longer has to come at the cost of consistency, visibility, or scale. With Showpad Assist, you can unlock a new era of connected, customer-centric growth — and finally close the field sales gap. Break through the field sales disadvantage with [Showpad Assist](http://www.showpad.com/showpad-assist?utm%5Fsource=sec&utm%5Fmedium=referral&utm%5Fcampaign=sec-education-hub). ### The 4 keys to more disciplined revenue enablement URL: https://www.salesenablementcollective.com/the-4-keys-to-more-disciplined-revenue-enablement/ Last updated: 2025-07-01T09:27:17.000Z In the world of revenue enablement, ambition isn’t the problem – execution is. Teams often kick off the year with ambitious plans: - Reduce ramp time - Boost CSAT - Grow pipeline - Increase productivity The intent is there, the goals are set, but somewhere between planning and doing, most initiatives get lost in the whirlwind of the day-to-day tasks. > *So, how do you cut through the noise and turn those good intentions into measurable results?* Taking a few pages out of the book *The 4 Disciplines of Execution (4DX)* written by Chris McChesney, Jim Huling, and Sean Covey, the 4DX framework offers a great blueprint. Originally popularized in broader business contexts, this framework is particularly powerful in enablement, where success often depends on [changing behavior](https://www.salesenablementcollective.com/how-to-handle-changing-attitudes-and-behaviors-in-the-modern-sales-organization/), not just implementing new tools or running more trainings. Here’s how to bring the 4DX methodology to life inside your revenue organization: ## **Discipline 1: Focus on the wildly important** Let’s start with the obvious truth: trying to do *everything* guarantees you won’t do *anything* exceptionally well. Enablement teams are typically balancing dozens of asks from stakeholders – sales wants better [onboarding](https://www.salesenablementcollective.com/secs-onboarding-playbook-download-it-today-blog/), CS wants help with renewal messaging, leadership wants visibility into ramp metrics. All of these are important, but not all of them are *wildly important*. 4DX forces us to ask the hard question: **If everything else remained the same, what’s the *one* goal that would make the biggest impact?** That becomes your **WIG** – your Wildly Important Goal. And it must be specific and measurable. “Increase revenue” is too vague. A strong WIG might be: *Increase outbound meetings by 15% by the end of Q2.* Why this matters in enablement: Most of our impact comes from influencing behaviors, not outcomes. By choosing a focused WIG, you give your team a clear North Star that ties directly to business success – while helping manage the trade-offs that come with [s](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/)[aying “no” to competing priorities](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/). ## **Discipline 2: Act on the lead measures** Once your WIG is defined, the next challenge is determining **how** to move the needle. This is where many teams fall short – they obsess over [lagging indicators](https://www.salesenablementcollective.com/sales-metrics/) (like revenue, pipeline, or customer retention) without identifying the *leading indicators* that actually drive those outcomes. Here’s the distinction: - **Lag measures** tell you if you’ve achieved your goal—but by the time you get the data, it’s too late to change the outcome. - **Lead measures** predict success and are influenceable. They’re the day-to-day behaviors that move your lag measures. Let’s say your WIG is to increase outbound meetings by 15%. Some strong **lead measures** could include: - Number of prospecting hours per rep per week - % of reps completing a pipeline generation workshop - CRM data hygiene and next-step logging accuracy - Email open and response rates By consistently tracking and influencing these activities, your team begins to shape the results rather than react to them. 💡 **Pro Tip:* Make sure your lead measures are both ****predictive** and ****influenceable**—if your team can’t impact the behavior directly, it doesn’t qualify as a lead measure. ## **Discipline 3: Keep a compelling scoreboard** Let’s face it: if no one knows the score, no one’s really playing the game. Engagement skyrockets when individuals can see progress. That’s why Discipline 3 is all about visibility – creating a **simple, visual scoreboard** that helps the team know if they’re winning. Your scoreboard should track both **lead** and **lag** measures and be reviewed regularly. When done well, it becomes a source of pride and energy. When ignored, it sends a message that the goal isn’t that important after all. For example, if your WIG is improving sales leader [coaching effectiveness](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) to boost rep productivity, your scoreboard might track: - % of leaders who complete coaching training - of recurring coaching sessions held - % improvement in self-assessed coaching skills - [Rep productivity metrics](https://www.salesenablementcollective.com/the-metrics-businesses-must-track-to-prove-the-impact-of-sales-enablement/) like win rates and pipeline generated Even if your company prioritizes lag metrics (like revenue or retention), don’t let lead measure visibility fall through the cracks. While harder to quantify, they’re the levers that make change possible. ## **Discipline 4: Create a cadence of accountability** You’ve got a focused goal. You’re tracking the right behaviors. Now comes the most crucial – and often missing – step: **accountability.** Discipline 4 is about setting up a **weekly rhythm** where team members commit to specific actions, review the scoreboard, and reflect on what’s working and what’s not. Every week, each person answers: “*What are the 1-2 most important things I can do this week that will move the scoreboard?*” These conversations are the difference between intentions and outcomes. They help uncover blockers early, reinforce ownership, and keep the WIG front and center – despite the daily chaos of the whirlwind. In an enablement context, this could look like: - Managers reviewing their team’s prospecting time and adjusting calendars accordingly - Coaches inspecting Salesforce entries and following up on data hygiene - Enablement leads checking workshop participation rates and adjusting training formats Without this cadence, the WIG risks becoming another forgotten slide in a QBR. ## **From planning to progress** Execution is hard – especially in a function where influence is your superpower and your biggest challenge. The 4 Disciplines of Execution doesn’t replace your [enablement strategy](https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness-3/) – it empowers it. By helping you narrow your focus, identify the behaviors that matter, create visibility, and instill accountability, you can [stop reacting](https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/)[ and start leading.](https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/) As you head into your next quarter, ask yourself: - What’s the *one* breakthrough goal that would move the needle? - What behaviors can we *actually* influence to get there? - How will we track success, and how often will we talk about it? Remember: the whirlwind never stops. But with focus and discipline, you can still land the plane. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/Insider-sec.png) --- ### Sales Enablement Summit Amsterdam 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-amsterdam-2025-ondemand/ Last updated: 2025-06-02T11:23:11.000Z _This post is for paying subscribers only._ ### Driving excellence with learning and development in sales enablement URL: https://www.salesenablementcollective.com/driving-excellence-with-learning-and-development-in-sales-enablement/ Last updated: 2025-05-30T16:30:52.000Z How can [learning and development](https://www.salesenablementcollective.com/sales-training-coaching-and-development-toolkit/) transform your sales enablement efforts from good to truly *exceptional*? That’s a question I’ve been passionate about throughout my career in sales enablement – a journey that’s seen this function evolve from being a back-office support role into a strategic hub driving sales excellence and revenue growth. At the core of that evolution is one critical element: **learning and development**. So in this article, I want to share why L&D is more than just training – it’s a continuous, behavior-changing journey that fuels sales success. I’ll walk you through how reframing enablement with proven adult learning principles, experiential methods, and effective [stakeholder engagement](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) can help you maximize impact in your teams. Let’s dive in! ## **Why learning and development matters in sales enablement** I remember my early days in sales support fondly – I was the analyst who loved spreadsheets, diving deep into [sales compensation](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/), financial planning, and analytics. Over time, I shifted back to sales effectiveness, and eventually into enablement leadership roles in finance, tech, and private industries. What’s stayed constant? The undeniable fact that enablement is about empowering sellers not just with tools or content, but with ongoing learning. And here’s a truth that’s shaped me: enablement isn’t just a function; it’s a **trusted advisor role**. We’re the hub in the wheel, guiding the sales organization – not by doing their work for them, but by providing direction, resources, and continuous support. Sales excellence is the outcome we chase every day – and learning and development is the engine driving it. [How to build a world-class sales leadership development frameworkDiscover expert leadership development strategies to engage, empower, and retain top talent in your sales enablement team.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-331.png)Sales Enablement CollectiveRyan Joswick![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---How-to-build-a-world-class-sales-leadership-development-framework-1-1.png)](https://www.salesenablementcollective.com/how-to-build-a-world-class-sales-leadership-development-framework/) ## **Reframing sales training to learning and development** Many people – myself included, early on – confuse training with learning and development. But they’re not the same thing. Training is a finite event. Think onboarding sessions where you cram new hires with information over a few days or weeks. You teach, they listen, then they move on. Learning and development, on the other hand, is ongoing. It’s about changing behavior, not just imparting knowledge. I use the term “everboarding” to describe it – because enablement is a continuous journey. Markets change, customer needs evolve, and our sellers must adapt in real time. There’s a science behind what looks like art. It’s not just about being a charismatic trainer or creating flashy content – it’s about applying adult learning theory and neuroscience to create programs that stick. This shift from a one-time event to a continuous program is what turns enablement into a growth engine. [Coaching For Busy Sales Leaders: Revitalize PerformancesRevitalize your team’s performance with Global Senior Sales Enablement Manager, Lidia Arshavsky’s tactics for making coaching more impactful.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-332.png)Sales Enablement CollectiveLidia Arshavsky![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/coaching-for-busy-sales-leaders-leapsome-3.png)](https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/) ## **Adult learning principles: Making enablement effective for sellers** Adult learning, or andragogy, is a fascinating area I’ve studied closely. I actually went back to school to get certified in adult learning theory because I wanted to understand why some enablement sticks and some doesn’t. Here’s the gist of what I learned – and what I encourage you to apply: - **Intrinsic motivation is king.** Sellers need to know, *“What’s in it for me?”* If they don’t care, they won’t engage. - **Acknowledge experience.** Adults come with a wealth of experience. Don’t treat sellers like blank slates. Build on what they already know. - **Get them involved.** Make learning interactive. Co-create content with sellers and cross-functional teams so it’s relevant and resonates. - **Tailor learning paths.** Not every seller starts at the same level. Some need basics, others need advanced strategies. Allow for different “flavors” of learning. - **Immediate application.** Adults want to apply what they learn right away. Connect enablement to real use cases and role plays. I made the mistake early in my career of assuming I could just “tell” sellers everything they needed. That didn’t go well. Sellers saw me as an outsider teaching stuff that didn’t fit their day-to-day reality. So, spend time with your [sales teams](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/). Get on calls with them. Learn their pain points. It’s eye-opening and essential. [How to adapt sales enablement for every learning styleDiscover Oracle’s tips on how to tailor sales enablement to every learning style with microlearning, AI tools, and enhance the user experience.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-333.png)Sales Enablement CollectiveLynnette Alagon![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---How-to-adapt-sales-enablement-for-every-learning-style-and-enhance-user-experience.png)](https://www.salesenablementcollective.com/how-to-adapt-sales-enablement-for-every-learning-style-and-enhance-user-experience/) _This post is for paying subscribers only._ ### What is B2B sales prospecting? (A results-oriented guide) URL: https://www.salesenablementcollective.com/what-is-b2b-sales-prospecting/ Last updated: 2025-05-20T17:06:58.000Z ## What is B2B sales prospecting? B2B sales prospecting is the process of identifying potential customers and getting them into the sales funnel. In other words, it’s an active way of finding potential buyers, and bringing your product to them. The goal is to get those prospects into the sales pipeline, and nurture them all the way to the close. To do this, your sales reps need to: 1. Identify a set of prospects 2. Make contact with those prospects 3. Introduce those prospects to your products or services in an appealing way. If they can do this successfully, they’ll have brought new deals into the sales pipeline. ### Two types of B2B sales prospecting ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/05/venn--1-.png) 1. **Inbound prospecting** This is perhaps the more obvious type. Inbound prospecting is where reps reach out to those who’ve previously shown interest in your company and your products. That “interest” might be something as small as having visited your website, or having followed you on social media. Or, they could have raised their hand more firmly, by downloading a lead magnet, or signing up to a mailing list. 1. **Outbound prospecting** Outbound prospecting is completely cold. These prospects haven’t shown any interest in your business or products. So what makes them prospects? They’ll have shown interest in similar products, perhaps your competitors’, or hang out in the same places your target audience does. They might follow the same businesses, people, or topics on social media, for example. ### Qualifying leads means prioritization Not all leads are created equal. The best leads will have a higher probability of converting into paying customers, and grouping your prospects according to their probability of converting is a best practice. *Qualifying* the lead is a crucial step in the prospecting process. Ramming through a list of names, numbers, or email addresses top-to-bottom is certainly one way of doing it, but it’s not the most certain to net a good return on time invested. Inbound prospecting should usually take priority over outbound, since these leads have explicitly shown interest in *your* business. More importantly, though, the best prospects will be those that **most closely match your ICP** (ideal customer profile). --- [Prospect research framework (with example)Your go-to guide for understanding and evaluating potential sales prospects before making that crucial first contact.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-328.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market--2--1.png)](https://www.salesenablementcollective.com/prospect-research-framework-with-example/) --- ## Why is B2B sales prospecting important? Okay – before we move on, let’s think about why it’s important that reps prospect for leads. While some product-led organizations believe that a revolutionary product will market and sell itself via word of mouth, most businesses don’t have a product that’ll change the world. They have a product that’ll improve the daily lives of those occupying a particular niche. These businesses need to invest in marketing and sales strategies to get and stay ahead. But without prospecting, you’re relying on customers coming to you and making the first move. They might discover you through your advertising and marketing efforts, but it often pays to take matters into your own hands by making the first move. Especially if yours is a high-ticket product with a price tag that’s likely to put many off. No, to get prospects that fit your ICP to see that your product is a great fit for them, you sometimes need to engage them in conversation and show them. Without a serious B2B sales prospecting strategy, you risk losing a large portion of potential buyers to more aggressive competitors. Here are some of the benefits of a dedicated B2B sales prospecting strategy: - Ensures a consistent sales pipeline. - Helps to accelerate the sales cycle. - Leads to better communication between sales and marketing. - Results in higher-quality leads. - Drives more revenue. --- [Prospect tracking sheet templateKeep track of every interaction and ensure no lead slips through the cracks. Download your prospect tracking template.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-326.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Content-Strategy-2-2.png)](https://www.salesenablementcollective.com/prospect-tracking-sheet-template-framework/) --- ## 7 B2B prospecting strategies Okay – now that we understand what B2B prospecting is and why it’s important, let’s take a look at how to do it with seven [B2B prospecting techniques](https://www.salesenablementcollective.com/best-sales-prospecting-techniques/). ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/05/6-styles-of-leadership--1-.png) ### 1\. Understand your Ideal Customer Profile (ICP) inside and out As we’ve established, there’s an opportunity cost associated with reaching out to the wrong people. Your prospect list needs to be as strong as possible. A great way to get started with this is to use a resource other teams in your organization have probably already created: your ICP. If you don’t have an ICP defined already, get some help from your marketing team, or follow these steps: - Define the type of business you're most interested in selling to, including their needs, interests, budget, and market position. - Look at elements like company size, industry, geography, and legality. - Develop buyer personas, which are models of the specific contacts you're trying to connect with, including their roles, responsibilities, and motivations. - Understand their pain points and buying triggers. This works, quite simply, because you’re listing all the attributes of those who are most likely to be interested in (and buy) your products or services. Reps can then make sure they’re reaching out to those who match the ICP *first*, ensuring they get the greatest ROI possible on their outreach efforts. ### 2\. Set prospecting goals As an enabler, you can use prospecting to extract better results from your sales reps. You encourage them to start at the beginning, and to work on strengthening their lead lists, which should make their outreach (and selling attempts) more effective. To measure success with this as a method, though, you need to set goals. Consider goals like hours spent prospecting, LinkedIn connection approvals, number of meetings booked, target revenue, churn rate reduction, and new customer gains per geographic zone. These are all measurable and quantifiable. They’ll help you and your reps gamify the prospecting process, which can prove key for keeping motivation high. ### 3\. Pre-qualifying leads Again, time spent chasing the wrong leads is time poorly spent. The more your reps can *pre-qualify* leads, before they even get on the phone with them, the better the results you’ll get. In practice, this takes the form of filtering out those leads who don’t fit your ICP. That means considering things like company size, growth stage, and industry. But also encourage your reps to think about things like: - Are they likely to have the budget to pay for your solution? - Are they likely to be actively looking for an alternative solution? - Are there signs that their current solution isn’t working for them? If your lead list is small, this becomes less important. But when you’ve got a long list of potential leads, you only want to engage with the strongest set. That’s when it’s time to aggressively cut out the least likely leads. Pre-qualification is a strong solution to that problem. ### 4\. Next-level personalization It’s tempting to automate outreach. It’s one of those repetitive, dull tasks that can feel unrewarding. But full-scale automation here is rarely the right approach. The risks for getting it wrong are too great (because when you get it wrong, you get it wrong at scale, and do massive damage to brand trust, reputation, and any previously established rapport). When reps take the time to truly personalize their outreach messaging, however, they take on no such risk, and they’ll see their response rates skyrocket. Encourage them to always make their outreach specific, relevant, and personalized. This will strengthen the emotional connection. Here are some tips: - Speak to prospective customers like you’re talking to a friend. - Research potential connection points such as mutual connections or trigger events to personalize outreach. - Reference something specific about the prospect’s company or role in cold emails. ### 5\. Multi-threading with stakeholders Ensure your reps remember that the opportunities they’re chasing are with *businesses*, rather than with individuals. Sure, they’re trying to establish human connections with individuals, but while one person proves unresponsive, someone else in the company might be more open to a conversation. Therefore, it pays for reps to build relationships with as many stakeholders as possible within a target company. Encourage them to reach out to more than one decision-maker at a time. This helps navigate complex sales processes and increases the chances of success. --- [11 of the Best Sales Prospecting TechniquesSales prospecting is the process of actively sourcing sales qualified leads. Either by converting marketing qualified leads into sales qualified leads. That is, people who’ve expressed interest in your marketing materials, to people who’ve expressed interest in your products.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-325.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles.png)](https://www.salesenablementcollective.com/best-sales-prospecting-techniques/) --- ### 6\. Leverage a personal brand Reps can differentiate themselves (and, by extension, your org) by building credibility on the social platforms your customers use. As an enabler, you can help them here. Give them the materials they need to fully understand the pain points your customers feel, and to write about them confidently. Alternatively, take the work off their hands and outsource it to your marketing or content team. Have someone from one of these teams ghostwrite the material for them. No matter how you get it done, sharing thought leadership insights positions your reps as industry experts. Ones who understand the problems your customers face, and can be trusted to fix them. When your reps do finally reach out, they’ll already have a strong reputation in the eyes of those who fit your ICP. ### 7\. Use a prospecting tool Leverage sales tools to help with the heavy lifting of finding contact information and automating outreach. While you shouldn’t completely automate the prospecting process, you can and should leverage technology to help you: - Find more opportunities, and more quickly. - Automate parts of the process that don’t involve customer interactions. - Synthesize information from disparate sources to give reps the best info available about a potential prospect, faster than they could research it themselves. Utilize tools for data and prospecting insights, sales enablement, social selling, lead management, and lead scoring. All-in-one B2B prospecting tools are a good call. They’ll offer instant access to accurate contact information and outreach workflows, drastically speeding up the prospecting process, and helping your reps make qualify and call more leads. --- [Non-responsive prospect follow-up emails templateOur non-responsive prospect follow-up email templates have been designed to help sales teams effectively re-engage prospects who’ve gone silent.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-327.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement--4--1-2.png)](https://www.salesenablementcollective.com/non-responsive-prospect-email-templates-framework/) --- ## 9 B2B prospecting methods ### 1\. Cold calling The method sales reps love to hate. There’s no way around it. Cold calling still works. It might be time-consuming, difficult, and nerve-wracking, especially for newer reps. But it’s also bold and punchy. Cold calling often works *precisely* because it’s difficult. While rival firms find excuses to wind down their cold calling efforts, ramp yours up to take advantage of this tried-and-true prospecting technique. ### 2\. Cold email outreach Cold email outreach involves sending personalized emails to prospects you haven't previously contacted. Remember, personalization is key for high open and response rates. To improve these metrics, consider drip campaigns, or reserving cold emails for those who’ve found their way onto a mailing list via a lead magnet, or have otherwise raised their hand in interest for your solutions previously. ### 3\. LinkedIn prospecting and social selling LinkedIn is a great prospecting platform. There’s plenty of publicly listed information available, like industry, company size, and job title, to help your reps filter those who do, or do not, fit your ICP. Building out your professional network is also built into the functionality of the platform, and is actively encouraged. This gives you access to prospects you might never have found otherwise. Reps can also seek out and post in LinkedIn groups, or use the platform to build a personal brand to build trust and rapport. ### 4\. Being active in online forums The above also applies to other online forums, and anywhere else where there’s a conversation happening related to the services and solutions you provide. Reddit is a great place to do industry research, but you can also take part in and trigger those conversations yourself to unearth new prospects. ### 5\. Capitalizing on inbound marketing Cold, outbound outreach will only get you so far. You can, and should, begin harvesting details of those who are interested in your solutions. Work cross-functionally to build valuable assets potential customers can get in exchange for their email address. This gives them value, and a great impression of your brand, and gives you their contact details. Follow up with them about their experience with the lead magnet in question for a sensibly personalized first message. ### 6\. Routinely asking for referrals This one can sit with your customer success team, if you have one. But they’ll have to feed these referred leads back to you or the sales team for you to follow up with. Feel free to own this as an enabler, though. Owning initiatives that improve the lists of prospects your sales reps have to work with is never a bad thing. Look to obtain leads from satisfied customers, partners, or business networks. Referral leads tend to be high-quality and more open. ### 7\. Networking events and conferences Attend industry events to meet potential clients face-to-face and build direct connections, and then make sure to follow up with them after the event. This is great, because it gives you the chance to make the connection (and a great first impression) in person. It can feel like the stakes are higher, but that’s exactly why this works. Others are less likely to go to this extent. If your organization is large enough, you can even look to sponsor an existing event, or put on the entire event yourselves. The latter option gives you complete control over every aspect, including who attends, and the kind of value you’ll offer them via the event. ### 8\. Webinars Hosting informational webinars is a great way to attract qualified prospects interested in a specific topic related to their pain points. Team up with an industry expert to offer cutting-edge info that’s hard to get anywhere else. Choose topics that speak to the most specific, current, and agonizing pain points your prospects are feeling right now. This will get them signing up in droves, giving you the chance to follow up with them after the event. Most webinar platforms also give you engagement data, giving your reps the chance to pre-qualify the list according to the most engaged contacts. ### 9\. Direct physical mail Physical mail isn’t dead, it’s a differentiator. Getting a care package in the mail is always a wonderful surprise these days because it’s so rare. Our electronic mailboxes are spilling over with unread fluff that draws on our time. We spend our days glued to screens. Getting pulled back to the real world with a message you can actually hold in your hands makes you stand out. This is particularly effective when combined with other methods, as it adds a personal touch for top prospects. --- [What is Revenue Enablement? (An Enabler’s Guide)Revenue enablement continues to grow - but what is it all about? In this article we dive into the definition of revenue enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-329.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--2--1-3.png)](https://www.salesenablementcollective.com/what-is-revenue-enablement/) --- ## Essential tools and tech for B2B prospecting If you’ve the budget for it, build out a small prospecting [tech stack](https://www.salesenablementcollective.com/building-a-tech-stack-where-to-start-and-how-to-progress/). It’ll help you scale your prospecting efforts and improve the quality of your leads at scale. Below, we’ve listed categories of tools in priority order, starting with the most important. ### Lead intelligence and contact discovery First off, tools that help your reps find and *qualify* leads, through information about them and the organizations they work for, take priority in a prospecting tech stack. **Example tools** - LinkedIn sales navigator - Apollo.io - ZoomInfo - Lusha ### 2) CRM Platforms Once you have a list of prospects, you need to be able to track those leads, and their status. Have you reached out already? Have they expressed interest? Keeping contacts organized is the bread and butter of the CRM. This a very mature category, with lots of powerful options to choose from, and automation functionality built in. **Example tools** - HubSpot Sales Hub - Pipedrive - Salesforce Sales Cloud ### 3) Cold outreach automation If you decide to go the automation route, then cold outreach automation and sales engagement tools like those listed below will help you scale your efforts. Remind your reps of the importance of personalization, and of the risks of getting things wrong at scale. **Example tools** - Salesloft - Outreach.io - Lemlist - Mailshake ### 4) Social selling and personal brand-building platforms Building trust and visibility on a platform like LinkedIn can help build trust in your sales reps and in your brand. This can help with conversion rates, but it’s a long-term game to play. It’s not a quick win. Social selling platforms (especially LinkedIn) are great resources for discovering prospects, but those are largely covered by the lead intelligence and contact discovery tools that form the base of your tech stack pyramid. **Example tools** - Hootsuite - Buffer - Shield - Taplio ### 5) Email marketing and lead nurturing tools Tools in this category are more reliant on inbound leads. Marketing-qualified leads who raise their hands in interest by downloading a lead magnet, or signing up for a webinar, for example. These are less important for the bulk of your prospecting, but are essential for nurturing leads who might not be ready to buy yet, or for reaching out to leads in a more indirect fashion. **Example tools** - ActiveCampaign - MailerLite - ConvertKit --- ## Looking for next steps? 10,000+ sales enablers from all over the world trust SEC to be the go-to resource for their learning and development. Benefit from our community-led resources through the insider plan, for free! - **Templates and frameworks:** Save time with battle-tested and ready-to-use templates. 📖 - **SEC-GPT:** Solve challenges with the cumulative knowledge of our community. 🤖 - **Real-world case studies:** Hours of insights from leaders at Uber, Oracle, Adobe, and more. 🗣️ - **Industry insights:** Ungated access to first-hand research from thousands of sales enablers in our annual Salary and Landscape Report. 📈 - **Supportive community:** Join our global community of sales enablers whom you can bounce ideas around with and get support from other like-minded professionals. 🤝 Accelerate your career without spending a dime. Become an SEC insider now. 👇 [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### From $0 to $43B: How Databricks scaled their global sales enablement function URL: https://www.salesenablementcollective.com/from-0-to-43b-how-databricks-scaled-their-global-sales-enablement-function/ Last updated: 2025-05-16T16:30:08.000Z How do you scale sales enablement across 1,300+ sellers, with a deeply technical product, in a company that adds 100 new customer-facing roles a month, all without adding headcount to your enablement team? I’m **John Shea**, I lead **Global Sales Enablement** at **Databricks**, and that question is pretty much my entire day job. When I first joined in 2021, Databricks was already in high-growth mode. Fast forward to today, and we’ve added five acquisitions, dozens of product launches, and a ton of complexity. We’re building as we go, and enablement is tasked with making sure every seller is in the know. This article walks through how we do that – from the channels we use, to the metrics we (try to) measure, to the frameworks that help us keep pace. Let’s dive in. ## **Enablement isn’t content. It’s context.** One of my biggest challenges internally has been getting people to understand that [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content-video/) isn’t enablement. Just because you created a 100-page deck with size 10 font doesn’t mean it’s ready for a seller. Great enablement is great context. I like to explain it using a data pipeline analogy. Databricks is a technical company, so this usually lands well. Think of content like raw data – it’s unusable in its raw form. You need to **extract** it, **transform** it, and **load** it (ETL) before it becomes useful. That’s what my team does. We extract content from subject matter experts, transform it into something useful for the field, and load it into the right channel. We're the ETL engine for enablement. [Data democratization: How to flip sales accountability | SECCeline Grey analyzes how data democratization and the power of marginal gains can transform your sales org.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-322.png)Sales Enablement CollectiveCeline Grey![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/stephen-dawson-qwtCeJ5cLYs-unsplash-2.jpg)](https://www.salesenablementcollective.com/data-democratization-how-to-flip-sales/) ## **Our 7 channels of enablement** We use seven enablement channels at Databricks. Five are live, and two are self-paced. ### **Live channels:** - Bricklayers (sales manager enablement) - Sales all-hands - Invest calls (our monthly enablement meetings) - AMAs (Ask Me Anything sessions) - Instructor-led training ### **Self-paced channels:** - BrickBytes (our microlearning platform) - Accreditations (longer e-learning modules) Everything we create ends up flowing through these channels. From [onboarding](https://www.salesenablementcollective.com/from-onboarding-to-outperforming/) to product launches to partner enablement, *this* is our operating system. Let me walk you through the ones that have made the biggest impact. _This post is for paying subscribers only._ ### Driving positive company culture through onboarding, with Grace McCann [Video] URL: https://www.salesenablementcollective.com/driving-positive-company-culture-through-onboarding-with-grace-mccann-video/ Last updated: 2025-11-21T13:09:57.000Z ## More resources: [Why you need competency-based onboarding, with Andrew Flores \[Video\]Andrew Flores joins us on the podcast to discuss competency-based onboarding and more!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-324.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-7.png)](https://www.salesenablementcollective.com/why-you-need-competency-based-onboarding-with-andrew-flores-video/) ### Thanks for registering URL: https://www.salesenablementcollective.com/thanks-for-registering-onboarding-to-outperforming/ Last updated: 2025-05-09T14:52:26.000Z Check your inbox, you'll receive an email with your magic link to join. ## **See you soon.** ### Adapting to revenue enablement: Enabling beyond just sales URL: https://www.salesenablementcollective.com/adapting-to-revenue-enablement-enabling-beyond-just-sales/ Last updated: 2025-07-08T06:51:36.000Z ## The evolution of revenue enablement Traditional [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) has long focused on equipping sales teams with the tools, training, and content needed to close deals efficiently. However, as go-to-market (GTM) strategies evolve, organizations are realizing that enabling only the sales function is no longer enough. **Revenue enablement is the next stage of this evolution**, empowering all customer-facing teams, including marketing, customer success (CS), product, and even [partner ecosystems](https://www.salesenablementcollective.com/what-is-partner-enablement/), to drive sustainable revenue growth and improve customer experiences. To truly embrace revenue enablement, organizations must integrate cross-functional collaboration, redefine enablement strategies, and align all teams under a unified revenue engine. Let’s explore what revenue enablement means, why it matters, and how different teams - especially marketing and customer success - can adapt to this shift. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider-1.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ## The shift from sales enablement to revenue enablement > *Unlike traditional sales enablement, which focuses primarily on sales reps and technical sellers, revenue enablement ensures that everyone who interacts with customers is equipped to drive revenue - from the first marketing touchpoint to post-sale retention and expansion efforts.* ### Why is this shift happening? **Revenue growth requires collaboration.** Sales alone cannot drive retention, expansion, and customer advocacy. Marketing and customer success play a crucial role in long-term revenue generation. **Customer expectations have shifted**. Today’s buyers seek seamless, value-driven experiences that extend from their initial interaction through ongoing support and expansion. In response, many organizations are integrating outbound sales efforts and customer success into a unified revenue team to create a more cohesive and customer-centric approach. **As a result, the selling model has evolved**. Today, selling is less of a traditional "funnel" that follows a linear path from awareness to purchase. Instead, it resembles a "bow-tie" model, where the sales process extends beyond closing the deal to encompass retention, expansion, and long-term customer relationships. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/BANT-bow-tie-model.jpeg) The bow-tie model. Source: [Winning by Design](https://winningbydesign.com/wp-content/uploads/2022/05/BANT-bow-tie-model.jpeg) ## How enablement can support marketing Marketing teams benefit significantly from enablement initiatives that provide them with the insights, training, and tools needed to align their strategies with sales and customer success. Here’s how enablement can empower marketing: ### Providing market and sales insights Enablement teams can bridge the gap between sales and marketing by sharing data on buyer behaviors, competitive intelligence, and deal insights. By offering structured feedback loops, marketing teams can refine their messaging, content, and campaigns to better address customer pain points and sales challenges. ### Aligning content with the buyer’s journey Marketing must go beyond lead generation and actively support both sales and customer success. This involves developing content that aligns with each stage of the buyer’s journey, creating sales-ready assets such as case studies and ROI calculators, and leveraging real customer success stories to enhance credibility. Frameworks like [MEDDPICC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) help structure these conversations from early-stage discovery through post-sales activities, ensuring that the value promised to the customer is consistently delivered. [Mapping the customer sales journey: Making sales buyer-centricMapping the customer sales journey allows you to see touchpoints in a more meaningful context - learn to empower your sales reps with these maps here!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-238.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Doodles-Text_-3.png)](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) ### Training marketing on sales methodologies Understanding sales methodologies and frameworks such as MEDDPICC or [Challenger Selling](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/) allows marketing teams to create content that resonates with sales teams and buyers. This involves developing content that aligns with each stage of the buyer’s journey, creating sales-ready assets such as case studies and ROI calculators, and leveraging real customer success stories to enhance credibility. Enablement can provide targeted training sessions to help marketers align their strategies with the sales process. ### Optimizing content utilization Enablement ensures that marketing-created content is effectively utilized by sales teams. This includes establishing a centralized content repository, monitoring content engagement metrics, and guiding sales teams on when and how to use specific assets. Tools such as sales enablement platforms, learning management systems, and engagement analytics help drive alignment and effectiveness. [What is sales enablement content? \[Video\]Discover the different types of sales enablement content and how you can start creating content that your sales team will actually use. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-240.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/What-is-sales-enablement-content-1.png)](https://www.salesenablementcollective.com/what-is-sales-enablement-content-video/) ## Customer success: The key to retention & expansion I’ve [previously written](https://www.linkedin.com/pulse/proving-value-bow-tie-funnel-mathew-hill) about customer success and its impact on retention and expansion. Success teams are a critical part of the revenue engine, ensuring that customers stay engaged, adopt products effectively, and expand their investments over time. Here’s how CS teams can thrive in a revenue enablement framework: ### Training and equipping CS teams Customer success teams must be equipped with the right training and tools to drive product adoption, reduce churn, and identify expansion opportunities. This includes training on [consultative selling](https://www.salesenablementcollective.com/the-consulting-seller-is-thriving-andy-springer/) and upselling, providing structured onboarding frameworks, and leveraging customer health scores for proactive engagement. ### Getting credit for value delivered Customer success plays a pivotal role not only in delivering value but also in making sure it is clearly recognized. This ensures smoother expansion and retention discussions. MEDDPICC and similar frameworks help align the buyer’s journey with the internal sales process, ensuring teams engage consistently with customers and prospects while driving value-based conversations that increase deal success rates. However, many organizations struggle to bridge the gap between promised value and actual customer outcomes post-sale. For customer success teams to effectively deliver and demonstrate value, they must have visibility into the insights and commitments established during the sales process. [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-192x192-241.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_-2.png)](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) As deals progress, key metrics should evolve - from identifying tangible value to leveraging industry-specific case studies and ultimately defining customized success metrics that reflect real business impact for customers. Beyond delivering value, customer success must also ensure it is properly recognized, facilitating smoother expansion and retention discussions. Revenue enablement enhances this alignment by integrating sales and customer success workflows, equipping both teams with the necessary training, methodologies, and tools to consistently reinforce value throughout the customer lifecycle. ### Creating Seamless Sales-to-CS Transitions Misalignment between sales and CS can lead to poor customer handoffs and missed expansion opportunities. Establishing a smooth post-sale transition process and sharing customer insights across teams ensures that CS is prepared to deliver ongoing value from day one. [Sales to customer success handover templateA set of email templates to help you implement a seamless handover from sales to customer success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-242.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement--4--1-1.png)](https://www.salesenablementcollective.com/sales-to-customer-success-handover-template-framework/) ### Leveraging Data for Proactive Engagement Predictive analytics empowers CS teams to proactively identify at-risk customers, uncover upsell and cross-sell opportunities, and refine engagement strategies based on customer lifecycle stages. By leveraging these insights, [customer success managers](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) (CSMs) can take targeted actions to enhance customer retention and expansion. Enablement plays a crucial role by equipping CSMs with the necessary training and standardized frameworks to effectively navigate these conversations. By aligning customer engagement strategies with predictive analytics, organizations can drive more meaningful interactions, foster stronger relationships, and optimize long-term customer value. ## Conclusion Revenue enablement is a comprehensive strategy that aligns marketing, sales - across internal teams, channel partners, and both technical and non-technical roles - and customer success to create a seamless customer experience. > *By fostering collaboration, organizations can enhance engagement strategies, streamline processes, and ensure consistency from initial acquisition to long-term retention and expansion.* As revenue enablement evolves, businesses are leveraging data-driven insights, to scale their efforts and improve efficiency. Personalized, data-driven engagement strategies allow organizations to anticipate customer needs, increase retention, and maximize lifetime value. Through targeted training, cross-functional collaboration, and actionable insights, revenue enablement strengthens internal alignment and ensures that all customer-facing teams work together effectively. **Companies that embrace this approach will not only enhance their go-to-market strategy but also build lasting, value-driven relationships with their customers.** --- #### ****About Mat** **Mat Hill is an accomplished enablement leader with more than 15 years of experience in enablement - including 10+ years leading global teams – for companies such as Symantec, FireEye, WindRiver, and Anomali, specializing in bridging the gap between GTM strategy and field execution, ensuring sales teams are equipped to generate pipeline, accelerate deal velocity, and maximize retention & expansion. Mat is a Sales Enablement Collective Ambassador.* --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider-3-1.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### Enablement charters as a stakeholder management and ROI demonstration tool URL: https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/ Last updated: 2025-06-26T13:53:54.000Z Tired of a seemingly unending list of to-dos for your stakeholders? Feeling like your programs aren’t getting the credit they deserve? Unsure of how to say “no” to requests, or make “strategic yes” agreements? Then boy howdy, let’s talk about charters, and how they impact your team’s PR strategy. 🤩 You may be asking yourself: “*What the heck does a PR strategy have to do with being able to negotiate workload?!*” > *One of my all time favorite business tenets is as follows; “perception is reality.”* If you and your team are perceived as being a vending machine, you will indeed be treated as, spoken about, and referred to as a vending machine. Engaging with your team is a learned skill and you are constantly providing feedback (aka teaching) your peers how to do that. **This is particularly important as a revenue partner team – at the end of the day, we’re influencing revenue, but not directly generating it.** There’s no CRM report that says “*here’s the pipeline you sourced and the revenue you closed this year*,” so the way your team’s contributions are framed and tracked takes intention. I’ve had some great leaders over the years teach me the value of providing clear, consistent direction around not only how to engage with our team, but how to answer the question “*what would you say you do here*?” The truth is, you can’t prove your team's value if you don’t know what you’re striving for. Let’s get into it, shall we? ## What would you say you do here? ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcVWaa4mFp8U3XcyB7yhATnv-TOE4Y0ktH24tFUs2pLIujHLp-c9JV4vrovzbf0pnuTWeJW-sLY7w9iPserYDzlpX5j-6g7JasIIlQ-u9aemt61QTEPvh3RTIE9rDDS0c-nSPRd?key=tmP9FHYm2yF5xqIsr5DJxMF-) If put on the spot, could you answer that question with something snappy, clear and direct? If not, a charter may help you do that. Step one in defining a charter is having a good sense of what is, and is not in scope for your team. Now, in my experience, the best way to do this is through a ½ day workshop of sorts where the team gets together and discusses your perceptions of your team, the way your customers interact with you, listing what’s in and out of scope, crafting a mission statement, and then aligning on key skills. It doesn't have to take a week or an entire offsite, but it *should* be informed and vetted by your team, not created in a silo ➡️ [****Here’s a link to a workshop outline I recently delivered at JLL using Mural.com**](https://drive.google.com/file/d/1du46pf0ZS%5FRh9Eg%5FepvsSnBRB6Lbe4nB/view?usp=sharing)[****,** ](https://drive.google.com/file/d/1du46pf0ZS%5FRh9Eg%5FepvsSnBRB6Lbe4nB/view?usp=sharing)[****over the course of three sessions and 5 hours (2 hours, 2 hours, 1 hour)**](https://drive.google.com/file/d/1du46pf0ZS%5FRh9Eg%5FepvsSnBRB6Lbe4nB/view?usp=sharing) Once you’ve got that sorted, and have gotten buy in from the team and your execs, you should have a very clear sense of: - What the business needs - How you and your team support those needs - Clarity on projects you take on that support those business outcomes, and examples of things that don’t quite support those outcomes, and therefore should be deferred or delegated However, as we all know, documenting is only part of the battle. The real fruit you’ll harvest from this type of work is your ability to communicate that charter, clearly and consistently to the field. Consider how you might weave this talk track into your: - New hire onboarding - Your stakeholder meetings - Your program launches - Your program closes/reports - Your quarterly reporting - Your scoping and intake calls - Etc. Again, if perception is reality, it’s crucial that people perceive and believe your team as having a clear corral around what you do and don’t do. You can influence this through documentation, but mostly by talking about it and see you walking the walk. > *Think you’re doing that already? Great! Here’s how you’ll know for sure:* 1. You’ll start to see the number of out of scope requests decrease. “*Oh we wouldn’t ask them for that, that’s not their bag, go to \_\_\_\_\_\_ team instead*.” 2. You’ll hear people using your shared language. 3. Your team will have internalized the charter so that when new initiatives are announced at all hands, or board meetings, or company reports they’ll say “*Hey, this seems like it’s in our purview, let’s talk about how we make space for that.*” [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ## The importance of scoping and intake Now that you’ve got your charter sorted, it’s time to support your documentation with repeatable processes in your operating rhythm. Step one is developing a clean intake process. Quick check-in question for you, dear reader – metaphorically, raise your hand if you’ve found yourself saying yes to a project, only to find out that the requester and you had very different expectations about what “good” looks like, and you’re now drowning under a pile of scope creep and conflicting expectations? ✋🫣 If this has ever happened to you or “a close friend. Definitely not me. You just don’t know them; they go to a different school,” chances are you or your friend **didn’t complete an intake call** prior to agreeing to said project. 😵‍💫 Consider the intake process a manufactured speed bump, a checkpoint in the whirlwind of your day-to-day, a friendly “*you sure ‘bout that?*” buddy to help you assess projects and requests before taking them on. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXc00ARCm4vGGV3v4H90ByCsk_7fWrVRDK9U8BA89SI9096aVBESqW3EQHf19v-SQmdSr8mWSPANfvEhb_etQJeoDufrC1sNL_9elPZELxhjlvDnA4F-X6mfIyZNzbiXNGPnTvoV5Q?key=4lUc5LErYTILhqUFVLdZoJFf) via[ NETFLIX](https://giphy.com/netflix/) on[ GIPHY](https://giphy.com/gifs/netflix-i-think-you-should-leave-tim-robinson-itysl-bjB3gtFvREqqr5NAHW) Not to mention, a clear request process should also net you a clear way to track your requests over the year. You'll have a list of how many requests came in, from which teams, how many you took on or said no to in favor of others, etc. Look at you, you’re already writing next quarter’s QBR and your end of year review without even knowing it! 🤓 The key to a great intake process is that it’s easy for your requesters to follow – a basic process might look like: - A link to a request form that’s easily findable (perhaps in your team’s “About us” page, in your email signature, in your communications – wherever your stakeholders live, it should be easy to find) - That link should include a form of some kind that says “*hey, I’d like to partner with enablement on something*” - Within that form, have your requester fill in some basic questions like: - What’s the request - Who’s it for (audience) - Who’s asking for it (stakeholder) - Who’s going to check the success of this (exec buy in) - Why do you want it (urgency) - What business initiative does it map to (priority) - And a free form box for them to share any additional context, links, or resources After that form is filled out, ideally you’ve got some kind of automation to alert you (or another key member of your team who owns the intake process) to schedule a Scoping Call (ideally within a week of it being requested, pending team availability). Think of your scoping call like sales discovery, but for enablement – and your customer/prospect is your internal stakeholder or customer. Your goal is to vet this project and identify a clear answer to questions like: “*should we take this on? Does it comply with the team charter? Will completing this project bring us closer to our overall company goals of \_\_\_\_\_\_\_\_?*” **If you haven’t run one of these before, here’s a sample agenda** - Subject of the meeting invite: \[name of requester\] Scoping Call - \[name of request\] - Length of meeting: 30 minutes - Body of invite: ✉️ **Hi there! Thanks for reaching out regarding \[name of request\].* **Request details: \_\_\_\_\_\_\_\_\_\_* **During this scoping session, I’m excited to learn more about your training request.* **We may not answer every question, but here’s a sampling of what to expect. I'm looking forward to our discussion!* **\- What are you looking to enable the field on? Why?* **\- Are we solving any specific problem?* **\- Who in the field needs to know?* **\- Have they been trained on any of this to date?* **\- Did it work?* **\- Tell me more!* **\- When was it?* **\- Where does previous content live?* **\- Are people applying what they learned and how do we know?* **\- What was the reaction from the field? Anecdotal or survey based?* **\- Who was the audience?* **\- Who has been involved thus far in building and launching?* **\- What is the ideal outcome of enablement on this topic (what do you want the field to Know, Feel and Do regarding this topic)?* **\- How will we know we've done it? \*Spoiler, we’re going to come back to this in the next section!* **\- Perceived importance/priority/impact/severity* **\- What are the connections to company priorities, initiatives, and/or other programs?* **\- What tech and infrastructure (if any) do we need for learners?* These calls should help you: 1. Better understand any one request before saying yes or no 2. Give you a big picture of the various requests coming in across the org so that when you inevitably have to negotiate with a stakeholder on timing/priority, you’ve got the full picture to work with 3. Help map your team’s bandwidth and find trends in upticks/down time Another key benefit of this call, or manufactured speed bump if you will, is that it gives you time to be intentional about your response, and provides you a buffer before sayings yes or no, ex: “*I’d like to run this by \[my leader\] before I get back to you, I have a 1:1 with them tomorrow is it ok if I get you an update then?"* You now have data points to bring to your leader, your executive, your mentor (maybe all 3?!) to say “*hey, I got this request, I’m inclined to \_\_\_\_\_\_\_. What do you think?*” ## When to say “no” ### No: Say you’ve vetted the request, and you can’t confidently say “*yep, this clearly moves us towards our business goals and is within my team’s remit*”. It’s time to say no. You might use the prompt with the *requester*: ❌ **“After careful consideration, this isn’t something my team can help you with but I spoke with \[leader\] and it sounds like \[other team/resource\] might get you what you need!* **Would it be helpful if I queued up an intro email for you?”* If saying “no” gives you pause for reasons other than "*saying no is uncomfortable"*, consider the opportunity cost of agreeing to something outside of your remit, or without clear success metrics. If you say yes to this project now, what might it preclude you from saying yes to in the future? Do you need to bank some team bandwidth in preparation for an upcoming mega-project (new product launch, SFDC migration, new team, etc.)? ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdeEBn5ciFcShgpwTOHNOhXDgdmHJucYbqf6jfPNzI8krp4nWXr_gw4fgeFj_6r9NhAmmD9oDQ7I0CH62mr-K-1qzcBqfzYfMLu8DJjQBP4MUrh2jmHTdF0EQkxcQBehPhq1xZBUg?key=tmP9FHYm2yF5xqIsr5DJxMF-) via[ The Office](https://giphy.com/theoffice/) on[ GIPHY](https://giphy.com/gifs/theoffice-season-9-episode-16-office-tv-ui4VjMUBGXhwgdwUnK) ### Maybe: Or, if it is high priority and you need to negotiate, try something like this, and share it with your *leader*: ❓ **“I’m excited about this opportunity but our team is currently tied up doing \_\_\_\_\_\_, \_\_\_\_\_\_\_ and \_\_\_\_\_\_.* **Given the high priority of this project, I could use some guidance on which of the programs to prioritize while we focus our energies on \[new request\].”* ### Strategic Yes: Now sometimes… there comes a time when a request may not be in your remit, but it’s still worth doing. [We call those “strategic yeses." ](https://powrsuit.com/strategic-yes/) They’re strategic, because they bring you and your team closer to some larger goal, and you’re willing to make a one-time concession to do so. They’re positioned as a gift to the requester as: 🎁 *“We don’t typically run projects like that, but I’d be happy to help because \[it’s for a priority customer/executive/etc.\].* Here’s an example: - Requester outside of remit asks for an in-person training session facilitated by your team - Your team doesn’t typically do these, and usually defers to VILT (virtual instructor-led) but… - The requester is within a team you’ve been trying to build a partnership with for a while - The requester has clout within the org and if it goes well, should up your team’s brand - Your team will be spread a bit thin during the build for this process but can reuse previously made content to expedite delivery Worth doing? Yes! The pros outweigh the cons and you choose to say yes. #### ****NOTE: Be mindful that a once-in-a-while strategic yes, doesn’t snowball into a habit of overloading your team. 🫠** There’s no hard and fast rule for the number of these you should take on, but IMO, the general rule of thumb is that you save \~10-15% of your team’s bandwidth every quarter for these one-off asks. Worst case scenario, the one-off requests don’t come in and your team can dedicate that 10% of their time to professional development, creativity projects or just general improved work life balance. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcSMVtg0PUlOF14mAvlb8gvqV2mX5Qw2kAaFGNA5n3wTxXkgmex20T684JTi3yN-8c0lebpavq8kL0zscCLcVXrKRzKZg8X42OKwA6nhKhFY5daC_Qlk_ep7_ieo-1mqu8emJSGTg?key=tmP9FHYm2yF5xqIsr5DJxMF-) via[ Curb Your Enthusiasm](https://giphy.com/curbyourenthusiasm/) on[ GIPHY](https://giphy.com/gifs/curbyourenthusiasm-curb-your-enthusiasm-cye-uUilvMFiKiw3x2ZGWZ) ## Identifying your success metrics We ask our sellers to identify success metrics with customers, why not do the same in enablement? Part of the intake process is asking the requester “*how will we know we’ve done the thing you asked for? What does good look like?*” This may be one of **the** **most** important questions to ask because, without it, you’re flying blind. Actually, possibly worse than flying blind because you’re flying one plane with two different maps and directions so to speak. 😱✈️ Examples of feedback loops might be things like: - We’ll know the sellers understand PRODUCT VALUE PROPOSITION because we’ll hear them using it on calls (recordings), see it pop up in opportunities (SFDC reporting), see an uptick in close rate (better qualification) and hear from them that they’re more confident (pulse surveys). Consider the types of feedback loops you’re going to use. Are you tracking baseline things like “*was it completed or not*,” or looking to demonstrate business outcomes? Consider referencing tools like the [Kirkpatrick Evaluation Model](https://www.kirkpatrickpartners.com/the-kirkpatrick-model/) to take a holistic view of your program’s impact. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-244.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_objectives_kpis-1.jpg)](https://www.salesenablementcollective.com/sales-metrics/) Once you’ve decided on what you want to measure, make sure you’ve aligned on: - Who will run the report, do you need to ask for help? - Who will compile the report? Do you/they have time? - Who will read it? - Do you have a standard format in which to present these? Random status update emails will go into the ether. Do you have a meeting set to review the info? Or a video? Or something else in your operating rhythm? - Do you know what you’re asking for when you report on this? Is it more resources, confirmation from them that you’re on the right track, praise for the team, escalating an issue, or something else? Remember, good communication is a two way street. - [Your stakeholders *do* want a business update,](https://www.linkedin.com/pulse/20121016050847-314058-crush-your-next-executive-update/) but they probably *don’t* want a book report - A report is helpful, and should have a next step/action item as a follow-up. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXd6ph0SkKWSIPrX7sLVRZKDplIptJTJhLq22jzdEyHU4mj1IjDao2PcNrurYaf9L6mFgiKpjuzM6sJ7cpUP2MB4mBPxzWAPecdbtdDzIrUClabk61rXTdrLkFeqND-qE4NEto3c?key=tmP9FHYm2yF5xqIsr5DJxMF-) via[ Law & Order](https://giphy.com/nbclawandorder/) on[ GIPHY](https://giphy.com/gifs/nbclawandorder-nbc-organized-crime-law-order-iDMrLbBz0gbFjHkFdI) Have you sorted metrics sorted? Great! Now be sure to report on them and hold yourself accountable. Yes, even reporting when you’ve missed the mark (including your plan to fix it) is valuable. ## Tying out: Building your team’s brand, and solidifying the way in which stakeholders interact with you and view your team takes time, intention, and decisive leadership. Establishing your team as a strategic revenue partner that delivers on key results requires more than just delivering programs and “*letting your work speak for itself*.” **Because unfortunately, your work will not speak.** Positioning your team as a key partner (*not* a vending machine ) demands a well-defined charter, clear communication, and measurable outcomes and setting up a mechanism to do that consistently through charters, intakes and communication allows you to. - Define your team's remit and consistently communicate - Develop a tight scoping and intake process - Align your efforts with key business initiatives - Identify and track meaningful success metrics - Build stronger partnerships across the organization **Remember, perception is reality.** When you *consistently* demonstrate your team's strategic alignment with business goals, make intentional decisions about resource allocation, and showcase tangible results, you transform the narrative around enablement from a "nice-to-have" cost center, to an indispensable revenue driver. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXd02Itr5u7BgkmsisqNKf1X4W8mf8Y-wRuMEtd4sSuy56vDLTvmuKPyVkJj4f0dGKw7o-Qw-3kh56iCcP24qHEX3y_ihVgeYlYoq84v4614Dd_50JRArSPyU5T09YX6GEecl6k8EA?key=tmP9FHYm2yF5xqIsr5DJxMF-) via[ Client Liaison](https://giphy.com/clientliaison/) on[ GIPHY](https://giphy.com/gifs/clientliaison-LZ2WRdQu8udNPSZxbg) Want to chat more? Hit me up on [LinkedIn](https://www.linkedin.com/in/brooke-bachesta/) or shoot me [an email](mailto:email@bachesta.net)! #### ****Resources in this article** - [Sharing your success stories](https://www.enablemententhusiast.com/resources) - [Strategic Yes](https://powrsuit.com/strategic-yes/) - [Mural board example - Charter Workshop](https://drive.google.com/file/d/1G5hbsuwmnZ-oCgLXcuWFAY0kS0sxym%5FI/view?usp=sharing) - [Kirkpatrick feedback loop](https://www.kirkpatrickpartners.com/the-kirkpatrick-model/) - BONUS: [Lucid chart Kirkpatrick](https://www.lucidchart.com/pages/templates/kirkpatrick-evaluation-model) - [Executive updates](https://www.linkedin.com/pulse/20121016050847-314058-crush-your-next-executive-update/) --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3-1.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### How Netflix built its sales enablement function from scratch URL: https://www.salesenablementcollective.com/how-netflix-built-its-sales-enablement-function-from-scratch/ Last updated: 2025-05-13T07:02:33.000Z Have you ever had to build something from scratch – something that didn’t even exist before, with no roadmap and no template to follow? No? Well, whether that’s your worst nightmare or the stuff of dreams, that’s exactly what my team and I had to do at one of the world’s most recognised brands. I’m **Kyle Pickett**, and I’m the **Global Ad Sales Curriculum Designer** at **Netflix**. And today, I want to share the journey of how we built our [sales enablement function](https://www.salesenablementcollective.com/creating-a-scalable-sales-enablement-function/) from scratch at Netflix, tasked with building not only a new function, but doing it in a way that remained true to Netflix’s well-known culture. My goal is that, by the end of this, you’ll have a clearer picture of how to approach building your own sales enablement function – or maybe just pick up a few helpful insights along the way. Let’s get started. ## **Why Netflix needed a sales enablement function** So, why did we even need a sales enablement function at Netflix in the first place? For 25 years, Netflix had **no sales team**. That’s right – no salespeople, no ads. When you think about it, it’s pretty wild! But things changed when we decided to enter the advertising business. It was a bold shift in [strategy](https://www.salesenablementcollective.com/sales-enablement-strategy-framework/), and with that came the need to build out a sales team from the ground up. Netflix is known for its culture, and that’s what makes our approach to building new functions so unique. We’re not just about hitting targets or making sales, we’re about making sure that everything aligns with the company’s core values. We had to figure out how to integrate the company culture with a whole new business model. And while we didn’t have a sales team for a long time, we did have a strong team of cross-functional partners who were already used to collaborating. Sales enablement was the next logical step to help this new function succeed. Building this from scratch was a challenge, but we were determined to not only create a sales enablement team but to ensure it reflected the very essence of Netflix’s culture. [The 7 fundamentals for establishing a strong sales enablement functionDiscover how to set up your sales enablement function for success with advice from three experts who’ve been there and done it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-296.png)Sales Enablement CollectiveCristina Patranoiu![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/marcel-eberle-Ur5M9nptF7k-unsplash-2.jpg)](https://www.salesenablementcollective.com/the-7-fundamentals-for-establishing-a-strong-sales-enablement-function/) ## **How we built the sales enablement team from scratch** When it came time to structure our team, we didn’t just rush into the process. We knew we needed clarity – clarity about why we exist, what we do, and how we behave. It wasn’t just about “building a team.” It was about making sure that [every part of the team had purpose](https://www.salesenablementcollective.com/aligning-purpose-people-and-priorities-video-2/), focus, and the flexibility to adapt to Netflix’s fast-paced, ever-shifting environment. We started by looking at organizational models for inspiration. A major influence was the book *The Advantage* by Patrick Lencioni. In this book, Lencioni talks about six questions of clarity that every team should answer. These questions became the foundation for our team’s formation: 1. **Why do we exist?** 2. **How do we behave?** 3. **What do we do?** 4. **How do we succeed?** 5. **What is important right now?** 6. **Who does what?** Let’s dive into how we answered each of these. ### **1\. Why do we exist?** The first question we asked ourselves was the most fundamental: Why do we exist as a [sales enablement team](https://www.salesenablementcollective.com/sales-enablement-team-structure/)? This was crucial because it helped us define our mission and reminded us of the bigger picture. To answer this, we worked closely with the team, asking each member what they valued in mission statements, what they felt worked, and what didn’t resonate with them. From there, we workshopped our mission statement together, which ultimately became: "Empower sales with innovative tools, aligned strategies, and comprehensive training to drive revenue growth, ensuring a seamless and impactful experience for our clients and partners." _This post is for paying subscribers only._ ### Onboarding to outperforming: Your fast track guide URL: https://www.salesenablementcollective.com/from-onboarding-to-outperforming/ Last updated: 2025-06-26T16:57:13.000Z Ensuring your sales and marketing teams are connected, skilled, and performing at their peak is paramount. Traditional methods often fall short, leading to inefficiencies, slow onboarding, and teams unprepared for real-world challenges. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/de388d54-fff6-47d9-a5fa-38a8d01dedc5) Discover how scalable AI solutions are revolutionizing the way organizations empower their revenue teams, providing instant connection, rapid upskilling, and the confidence to achieve unprecedented results, no matter where your team members are located. ### With solutions on: - Inefficiency in training globally dispersed teams with traditional methods - Slow onboarding processes that hinder sales readiness and performance - Lack of realistic practice scenarios that better prepares your team for real situations Hosted by: **Jack Naish, Senior Enterprise Account Executive** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/05/jack-naish.png) For over 10 years, Jack has been helping companies achieve sales and marketing alignment, onboarding success, and content effectiveness. He's a Senior Enterprise Account Executive at Bigtincan, which is a leading mobile content enablement platform that empowers customer-facing teams to sell more, faster, and drive higher customer satisfaction. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/huge.png) **Justin Hill, VP, Global Sales Engineering in Sales Engineering** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/05/1565284342801-2-1.jpeg) Justin runs the Bigtincan Pre-Sales team and has been a thought leader for cutting edge Sales Enablement technologies for over 20 years. He is currently spearheading Bigtincan’s efforts to bring AI technology to the forefront for Sales Enablement and evangelize a unified AI-powered platform for Sales Content Management, Sales Readiness and Integrated Analytics. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/huge.png) ### Mastering revenue enablement: The skills that drive impact URL: https://www.salesenablementcollective.com/mastering-revenue-enablement-the-skills-that-drive-impact/ Last updated: 2025-07-02T10:51:32.000Z Organizations are waking up to a game-changing reality – [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) isn’t just a nice-to-have, it’s a must-have. As companies fight to stay competitive, they’re realizing that equipping sales teams with the right tools, knowledge, and strategy makes all the difference. At the same time, ambitious professionals are eager to break into this space, wondering: *What does it take to become a top-notch enablement leader in today’s fast-paced tech world?* Having worked with some of the best in the French tech ecosystem and after countless mentorship calls, I’ve noticed a pattern – newcomers often ask the same questions. > *That’s why I’m sharing my take on what actually matters.* Whether you're looking to kick-start your enablement career or level up in an existing role, here are the real skills that set successful professionals apart. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-sec.png)](https://www.salesenablementcollective.com/insider-membership-plan/?) ## **1\. Understand the full revenue funnel for your industry** Understanding the entire business funnel is crucial for any enablement leader – not just to support sales reps, but to drive customer acquisition, conversion, and retention. > *For example, in SaaS, enablement extends beyond closing deals.* From lead generation to [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/), renewals, and expansions, each stage requires alignment across marketing, sales, customer success, and account management. A strong enablement function ensures that training, content, and tools are optimized at every phase to maximize impact. By taking a holistic view, enablement leaders can create strategies that not only help close deals but also drive long-term [customer success](https://www.salesenablementcollective.com/what-is-customer-success-enablement/) and revenue growth. Here’s a breakdown of the full SaaS customer journey – plus the key conversion rates that truly matter: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXctnT_-invc1SppS6oQFYbIHWDQGVrJpgumMM4vCHD5lhgQ1UTmDnLOBll4O8D2MzAP178_0Efa-3Tnb2C_nlWiu6bNpmVUCSM08saYCo40520ScCqCeUvyzi90YELIqi9WZtmuUg?key=ETModXdh6d2z9wLQcX8lUcaR) ## **2\. Master cross-functional leadership** Enablement isn’t a siloed function—it’s the glue that holds multiple departments together. Whether it’s rolling out a new [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/), implementing a learning platform, or improving onboarding programs, success depends on seamless collaboration across teams like sales, marketing, HR, and customer success. To lead cross-functional projects effectively, enablement leaders need strong project management and communication skills. Juggling different priorities, aligning stakeholders, and keeping initiatives on track requires structured execution and clear, persuasive communication. **This means:** - Developing a strategic, big-picture mindset while managing tactical details - Translating enablement goals into business outcomes that resonate with different teams - Driving alignment and buy-in by effectively communicating value across departments The ability to navigate cross-functional dynamics, keep projects moving forward, and ensure every initiative ties back to business objectives is what sets top enablement leaders apart. [“When you come in, don’t try and do everything all at once”, Ankita Tiwari | SECAnkita Tiwari joins us on the podcast to discuss all things enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-278.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_-6.png)](https://www.salesenablementcollective.com/when-you-come-in-dont-try-and-do-everything-all-at-once-ankita-tiwari/) ## **3\. Adapt your communication to your audience** Effective enablement leaders know that one-size-fits-all communication doesn’t work. A presentation for C-level executives will never look the same as one for frontline sales managers. Each audience has different priorities, challenges, and goals, and your messaging needs to reflect that. For leadership buy-in, focus on strategic impact – how enablement initiatives drive revenue, improve efficiency, or reduce churn. > *Speak their language by tying your efforts to metrics they care about, like pipeline velocity, deal conversion rates, or cost savings.* For sales managers and reps, communication should be more tactical – how enablement helps them hit their targets, close deals faster, or ramp up new hires efficiently. They care about practical tools, streamlined processes, and immediate value. **Mastering audience-specific communication means:** - Identifying the key priorities of each stakeholder group - Framing enablement initiatives in a way that resonates with their goals - Using data and storytelling to make a compelling case for action Whether influencing leadership, aligning with cross-functional teams, or driving adoption among sales teams, your ability to adapt your message is what makes enablement efforts truly impactful. [Enablement communication, with Zscaler’s Whitney Perry | SECHighlights from our conversation with Zscaler’s Whitney Perry. Learn from her communications expertise in this article! | SEC![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-275.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1505682614136-0a12f9f7beea)](https://www.salesenablementcollective.com/enablement-communication-with-zscalers-whitney-perry/) ## **4\. Become a pro at project & change management** Sales enablement isn’t just about training or content – it’s about driving business transformation. That’s where project management and change management skills come in. ### Project management: Executing initiatives efficiently Every enablement initiative – whether launching a new onboarding program, rolling out a sales methodology, or implementing a new tool – requires structured execution. Without solid project management skills, even the best enablement ideas can fail due to poor planning, misalignment, or lack of follow-through. **Key reasons project management is essential in enablement:** - **Cross-functional collaboration:** Coordinating multiple teams across sales, marketing, HR, and operations requires structured execution. - **Resource allocation:** Prioritizing initiatives and managing budgets ensures enablement efforts don’t get stalled. - **Timelines & execution:** Delivering enablement programs on time and tracking progress is critical for impact. ### Change management: Driving adoption & long-term success Enablement isn’t just about introducing new strategies – it’s about ensuring they stick. Change management ensures that new processes, tools, and methodologies are successfully adopted by sales teams and other stakeholders. Without it, even the best enablement initiatives can face resistance, low adoption rates, and ultimately fail to deliver impact. **Key reasons change management is critical in enablement:** - **Reducing resistance:** Sales teams are often busy and hesitant to adopt new ways of working. A structured change management approach helps address concerns and highlight the benefits of new initiatives. - **Ensuring adoption:** Simply rolling out a new tool or training isn’t enough—enablement leaders must drive engagement, reinforce behaviors, and continuously support teams to ensure lasting impact. - **Aligning leadership and frontline teams:** Successful change happens when leadership supports it and sales teams understand its value. Effective communication and training strategies help bridge this gap. - **Measuring impact and iterating:** Change isn’t a one-time event. Tracking adoption, gathering feedback, and making adjustments are crucial to making enablement efforts successful long-term. [What is change management in sales enablement?Change is at the core of sales enablement, which means it’s critical for sales enablers to understand the key pillars of change management.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-276.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_change_management-2.jpg)](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) ## **5\. Content creation: The backbone of enablement** Content creation is at the core of sales enablement, ensuring sales teams have the right resources to engage prospects, close deals, and adopt new strategies. **Effective enablement content:** - Simplifies complex information - Drives consistency across teams - Reinforces best practices - Bridges gaps between sales, marketing, and product teams - Supports change adoption, making new processes easier to implement - Tracks engagement and feedback for continuous improvement Well-crafted content ensures sales teams receive the right information at the right time, helping them sell more effectively and efficiently. [What is sales enablement content?In this article, we’re going to be focusing on sales enablement content, both internal and external-facing, and how to make it great.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-277.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_content_strategy-4.jpg)](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) ## **6\. Develop a data-driven mindset** A data-driven approach is key to proving and improving the impact of enablement initiatives. Sales enablers must track, measure, and analyze data to understand what’s working and where adjustments are needed. Without data, enablement efforts risk being seen as a cost center rather than a revenue driver. By leveraging insights from sales performance metrics, engagement analytics, and training effectiveness, enablers can: - **Measure success** – Track the effectiveness of enablement initiatives. - **Prove impact** – Demonstrate ROI and business value to leadership. - **Optimize programs** – Identify gaps and refine enablement strategies. - **Drive decision-making** – Use insights to guide future initiatives. - **Align with business goals** – Ensure enablement supports revenue growth. - **Enhance sales performance** – Help teams focus on what truly works. - **Secure leadership buy-in** – Backed by data, enablement gains more influence. By mastering these essential skills, enablement leaders can not only support sales teams effectively but also drive real business outcomes, positioning enablement as a key driver of revenue growth. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-sec-1.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ### Building relationships with internal champions, with Annabel Hosking [Video] URL: https://www.salesenablementcollective.com/building-relationships-with-internal-champions-with-annabel-hosking-video/ Last updated: 2025-06-17T15:55:20.000Z --- ## More resources: [Say no to death by slideshow: Alternate ways to SKOSales kickoffs don’t have to be filled with boring slideshows! Annabel Hosking shares her advice for creating engaging and memorable SKO experiences.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-272.png)Sales Enablement CollectiveAnnabel Hosking![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-14-1.png)](https://www.salesenablementcollective.com/say-no-to-death-by-slideshow-alternate-ways-to-sko/) ### Turn your B2G negotiations into win-win situations URL: https://www.salesenablementcollective.com/turn-your-b2g-negotiations-into-win-win-situations/ Last updated: 2025-06-26T13:53:34.000Z B2G (Business-to-Government) contract negotiations aren’t the easiest to approach as a SaaS vendor. Unlike selling to private businesses, there are more hoops to go through and complex procurement requirements to navigate. > *Unfortunately, it’s not just as simple as offering the lowest price.* To get the most favorable terms for your contracts, you need to know how to build the “*right*” proposal, while placing more focus on appreciating government buying perspectives, especially in how they relate to increased transparency and public accountability. However, with the right approach, you can create a compelling value proposition that helps to get your foot in the door and creates opportunities for negotiating win-win deals that benefit both parties. ## Building the right foundation Negotiating a great B2G deal begins way before potential clients are staring at your price points. It requires a lot of preliminary legwork, taking the time to really understand what the agency needs - whether it’s a new [public safety software tool](https://10-8systems.com/public-safety-software/) or a cloud-based financial solution. Putting a plan in place to research the agency’s objectives, their focus areas, and what projects they're currently working on is key. Having this information enables you to customize your proposal in a way that speaks to those needs directly. **The credibility of your organization is equally important.** This means you'll need to be prepared to showcase your past records of success and how you've provided quality services and/or products to similar organizations. Support these claims with various metrics and, if available, testimonials from other happy clients. Your ability to network within an agency can also make a bigger difference in your [sales enablement processes](https://www.salesenablementcollective.com/the-7-fundamentals-for-establishing-a-strong-sales-enablement-function/). Try to get in touch with important decision makers. Go to relevant conferences and strike up conversations with government employees in an engaging and meaningful way. Building rapport with all types of stakeholders helps to create a foundation of trust around you and the brand. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3-4.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ## Communicating effectively During business negotiations, communication can make or break the whole scenario. Always ensure that you give your presentations clearly and don't rush to be the first one to speak. You also want to refrain from using industry jargon, which may be complicated to understand by certain audiences. Listening is almost always more important than speaking in negotiations. Pay close attention to what the agency representatives are saying. Consider what their assumptions are, what issues need to be dealt with, and how you solve problems. To [prove that you're really listening](https://www.salesenablementcollective.com/are-you-talking-or-communicating-the-difference-means-dollars/), give responsive feedback to what is being said. Even when there are more challenging discussions that you need to have, try to remain calm and professional at all times. Attempt to accomplish any goals that have been set, or assist the team to define new objectives as the need arises. [Overcoming objections in sales dealsHandling sales objections can be hard. Learn the most common objections sales reps face during deals and how to overcome them with confidence.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-261.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sasun-bughdaryan-e11Oa3kvx4c-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) ## Breaking down the key negotiating points To keep negotiations as productive as possible, make notes of key discussion points that need to be addressed. Outline any of your own business goals while noting certain areas where you could be flexible if and when discussions lead to those points. 💡 At the same time, you should make sure you’re always considering the client’s viewpoints. They’ll likely have their own set of priorities that need to be met or may have some limitations in their procurement process that you’ll want to keep in mind. When looking at your agreements, focus on the core element. This is likely to be pricing arrangements, service level agreements, and other customer-specific contract requirements. Try to segment each of these issues when evaluating the entirety of client-vendor agreements. This will help you to review or negotiate different elements of a contract constructively and make sure all bases are covered. > *When it comes time to present your negotiated offer, it’s important to discuss the reasoning behind your positions.* For example, if you’re unable to modify certain elements of a service agreement, you should be able to back up your position with certain data points. Taking this approach will help to keep a positive tone surrounding negotiations and won’t make you appear rigid or unwilling to work with the client. [6 proven ways to close more dealsGuy Rubin explains the factors you have to analyse to increase revenue and conversion rates - without adding any more leads.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-262.png)Sales Enablement CollectiveGuy Rubin![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1462899006636-339e08d1844e)](https://www.salesenablementcollective.com/6-proven-ways-to-close-more-deals/) ## Getting through negotiations successfully Conducting B2G negotiations successfully requires you to go in with a plan while remaining as adaptable as possible. Your primary focus should be to find common ground and work together to find a deal that everyone can be happy with. Below are some helpful tips you can follow to make this process a bit easier to manage: - **Stay flexible** \- Be prepared to shift your position and consider alternative courses of action to address both the agency’s objectives and your goals. - **Communicate clearly** \- Ensure that communication is clear and everyone stays informed. Everyone taking part in the negotiations should be notified and updated about the status of negotiations at all times. - **Be proactive At solving problems** \- Attempt to deal with any problems that can come up during negotiations as quickly as possible. This could be a lack of important features in current [CAD systems](https://10-8systems.com/what-is-a-computer-aided-dispatch-cad-system-for-law-enforcement/), or a need for more rigid security protocols. Form contingency plans so that you can address complications without losing momentum on deals. - **Keep detailed records** \- Record all agreements or decisions made during the negotiations as they occur to avoid misinterpretations and keep everyone on the same page. Log important issues that were discussed, terms that were agreed on, and issues that were left unresolved. After your negotiations have been finalized, it’s absolutely critical that everything gets put into writing and reviewed carefully by both parties. It’s important to make sure all terms are well defined and that parties accept all the statements laid out. Working with a legal team to review finalized contracts is highly advised and ensures you fully understand all stipulations laid out in the fine print. ## Turn your negotiations into long-term business relationships With effective B2G negotiation tactics, you can establish long-term relationships with government agencies that support your long-term growth efforts. By following the strategies outlined, you’ll be able to create a win-win situation that increases your likelihood of seeing contract renewals in the future. #### About Kevin Ruef Kevin Ruef Co-founded [10-8 Systems](https://10-8systems.com/) after exceeding multiple companies’ sales records (both domestically and internationally). With more than a decade in sales, his experience ranges from B2B, B2G, and B2C. Since the company’s start in 2019, Kevin has been responsible for business development, strategic partnerships, and business operations. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3-4.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ## ### How to adapt sales enablement for every learning style and enhance user experience URL: https://www.salesenablementcollective.com/how-to-adapt-sales-enablement-for-every-learning-style-and-enhance-user-experience/ Last updated: 2025-04-18T16:30:10.000Z This article comes from **Lynette Alagon**’s insightful talk at our Singapore 2024 Sales Enablement Summit. Check out her [full presentation](https://www.salesenablementcollective.com/sales-enablement-summit-singapore-2024-ondemand-2/?%5Fgl=1%2Azg8r3v%2A%5Fup%2AMQ..%2A%5Fga%2AMTQ5NTQ5MTEzOS4xNzQ0ODg5MzQx%2A%5Fga%5F3EF659S2DL%2AMTc0NDg4OTM0MS4xLjEuMTc0NDg4OTM1MS4wLjAuMA..&wchannelid=4tl5t2kcy0&wmediaid=vl1arvuhq7) and our wealth of[ OnDemand resources](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- How do you build [learning programs](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) that resonate with a team full of people who learn in totally different ways? That’s the question I’ve been exploring ever since I made the leap from sales into sales enablement. I’m **Lynette Alagon**, **Global Sales Enablement Productivity Advisor** at **Oracle NetSuite**, and over the past few years, I’ve learned that success in enablement isn’t just about delivering content – it’s about designing experiences that meet people where they are in their learning journey. In this article, I’ll share what this lesson taught me, and how it connects to the challenges we face in sales enablement today. We’ll talk about learning in the flow of work, the realities of shorter onboarding timelines, the value of AI, and why done is better than perfect. If you're looking for fresh, practical ways to make learning more engaging, accessible, and effective for your team, you’re in the right place. Let’s get started. ## **What yoga taught me about sales enablement** Let me start with a story that’s very close to my heart. Last year, I was completing my yoga teacher training. One of our practical exams involved planning and teaching a class. I thought, “Perfect. I’ll do a flow with arm balances and handstands – something challenging, since I’ll be teaching my advanced fellow trainees.” Then, a surprise twist! The instructor threw a curveball: the class was made up of a hypothetical group with different needs. One had a wrist injury, another was pregnant, another was a 50-year-old beginner. Suddenly, my well-planned flow was useless. I had to adapt on the spot. That experience brought home something I’ve carried into sales enablement ever since: know your audience. Whether you’re guiding yoga students or enabling sales professionals, you have to meet people where they are. [Sales Enablement Certified: Core | In-person enablement certificationGet in sync with this expert-led sales enablement course for teams. Build a world-class sales enablement program live and in-person.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149-3.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/5023c3796ce9e80724ce21d55fb4d4c9.jpg)](https://learn.salesenablementcollective.com/sales-enablement-certified-core-live) _This post is for paying subscribers only._ ### Say no to death by slideshow: Alternate ways to SKO URL: https://www.salesenablementcollective.com/say-no-to-death-by-slideshow-alternate-ways-to-sko/ Last updated: 2025-06-26T13:21:04.000Z Sales kickoff (SKO) is often *the* event of the sales year – it's a time to reflect on the past 12 months, as well as an opportunity to set expectations and build motivation for the following 12. So let's paint a picture: - Hours have been spent creating and coordinating the agenda - Leadership are aligned and agreed - The venue is booked - The stage is set Day 1 begins, and as your first presentation gets underway, you look out into the crowd and see… glazed over faces watching slide after slide tick over. > *Sound familiar?* Let’s turn this around and put ourselves in the shoes of the sellers and leaders in attendance. The reality is that our audience are expected to stay alert for 6-8 hours straight, watching various presenters with multiple PowerPoints – talk about information overload! With around 50% of information being forgotten after 20 minutes, how can we avoid the work that has been put in being wasted? [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3-6.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ## Reducing slide decks Now, I know what you're asking: "*But PowerPoint is essential to landing my key messages!*", to which I ask: > *Is it essential, or has it become the crutch for most presenters?* The solution is simple, it's time to reduce the PowerPoint decks! I say reduce because realistically, no SKO would be complete without at least one or two PowerPoints – they are the cornerstones of presentations for a reason. However, there are ways to make your SKO messages land *without* relying on overly complicated and often over-produced presentations. 👇 ### Stick to a headline and a graphic Reducing the number of words on a slide may seem an obvious point, but in reality most presenters become reliant on overexplaining themselves on each slide, using it as a prompt for themselves. Put yourself in your audience’s shoes – too many words not only clutter the slide, but confuses your key messages. With an overarching theme, you're probably trying to get across, it's better to simplify than let the message get lost in a word salad. [6 key steps to planning an impactful sales kickoffLisa Duncan explores her key steps in executing a successful SKO event. From building the agenda to creating a memorable experience, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-266.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/6-key-steps-to-planning-an-impactful-SKO-1.png)](https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/) ### Keep it short and increase the chance of digestion Most SKO sessions are between 60 and 90 minutes. Mention a 90-minute lecture to *anybody* and you'll met with a grimace – factor in your audience being jetlagged, hungry, too hot or too cold, and their focus is immediately drifting. **The key: shorter is often better!** By limiting each session to between 30-45 minutes and then having people get up, move around, network and digest the information they have just heard, they commit more of those key messages to long term memory. Equally, the person presenting feels they have everyone’s attention during the time they are on stage, creating a more relaxed, relatable environment. ### Peer-to-peer helps to reinforce key messages in real world scenarios Too often leadership or enablement see SKOs as an opportunity to put themselves at the front and centre of every session. While leaders and enablers *have* a place at SKOs, the sore reality is most people in sales like to hear from each other. This is an enabler's greatest tool, a surefire way to ensure the right behaviours and actions are being propagated. The real question is how best to facilitate these conversations and ensure they are meaningful. There are multiple ways to execute a peer-to-peer session – it may be a workshop in small teams, or it may be presentations around success or overcoming a particular customer challenge. > *Get creative and develop it with your audience in mind.* [Sales Kickoffs: More than just a New Year’s resolution \[Video\]Discover the common pitfalls of planning a successful SKO as a sales enablement leader, and how to overcome these issues early from 2 experts.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-264.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/The-secret-to-stress-free-sales-kickoffs-2.png)](https://www.salesenablementcollective.com/stress-free-sales-kickoffs/) ### Get creative! Nobody said SKOs must be boring Kick Offs are a fantastic way to bring people together, encourage networking and share ideas across teams learning from each other and building a strong foundation for the year ahead. A piece that is often overlooked when developing the agenda is how to make the sessions **engaging** and **enjoyable**. Delivering more engaging and memorable sessions is going to help your key messages be remembered *beyond* the SKO. Most of these events are take between 3 days to 1 week, off site, all day and are quite intense. Adding an element of creativity adds that much-needed energy boost. Being creative in how you design your session will only make it more successful: - Not sure how to land key concepts? Make it into a game! - Want to highlight good behaviours? Get people talking in teams and then feeding back. - Have a core sales skill that needs reinforcing? Develop a competitive edge that has a fun prize for a winning team. Delivering your sessions in a creative and fun manner drives engagement and memorability. By *doing*, your audience are more likely to commit what you're speaking about to memory. [SKO uncensored: 4 strategies to tackle the dreaded pink elephantStephanie Middaugh and Nikki Schanzer explore the challenges associated with SKOs, and steps you can take to improve your SKO experiences.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-267.png)Sales Enablement CollectiveNikki Schanzer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_kickoff-1.jpg)](https://www.salesenablementcollective.com/sko-uncensored-4-strategies-to-tackle-the-dreaded-pink-elephant/) ### Reinforce, reinforce, reinforce! It is a universally acknowledged truth that no matter how creative, how interactive or how peer-focused your SKOs are, key information will be forgotten as soon as people get back to work on Monday and real life customers start flooding their inboxes. There is no way to *fully* mitigate this, but one way to drive home key concepts is to end every session with the three main takeaways. Then, have your managers, your leaders, and yes, us enablers, keep repeating and reinforcing those concepts when everyone's back at their desks on Monday morning. Do this through new mediums, refresher sessions, reminder videos, maybe even quarterly competitions. > *However you do it, remember to keep reinforcing what you wanted sales to take away.* The role of enablement is to be a partner to sales and leadership, and a key element of this is reinforcing the messages that the business is delivering – in a way that is easy to digest and memorable. **It may begin at your SKO, but it should not end there.** ### Wrapping up We started this article by saying no to death by PowerPoint, and at first this may seem a scary concept. After all, we're all guilty of sharing PowerPoints to get our messages across, but 9 times of 10? It's mostly to show how much work we've done as individuals. 💡 ****Next time you’re planning your SKO, flip the script, put yourself in the shoes of an audience member and ask yourself “** **what would I enjoy?** **”** A key part of enablement is innovation, and if we’re not constantly challenging ourselves to think differently, how can we expect our sellers to? So next time, you have your SKO kick off meeting, instead of breaking the agenda up into various different presentations, maybe take a step back and ask, “*what are we trying to achieve, and is there a more engaging way for us to achieve this?*” --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3-5.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### Building a high-impact Presales Enablement program URL: https://www.salesenablementcollective.com/building-a-high-impact-presales-enablement-program/ Last updated: 2025-04-18T17:21:14.000Z **Live webinar | April 23 | 9am PT | 12pm ET | 5pm BST** Presales enablement is often under-resourced, misunderstood, or treated like an afterthought, yet technical sellers are essential to winning complex deals. Whether you’re struggling to secure buy-in, justify your program’s ROI, or keep up with shifting product priorities, you’re not alone. This webinar will equip you with the practical tools and proven approaches to build a presales enablement function that truly makes an impact. ### What you’ll learn: - A step-by-step framework for building a technical enablement program - Best practices for content creation and delivery that resonates - How to measure impact and prove ROI - Tools and tech to scale your efforts effectively - Tips for evolving your program through feedback and business shifts ​Whether you're starting from scratch or levelling up your current program, this session will leave you with insights you can implement right away. ### Who should attend: Enablement leaders, presales managers, and anyone involved in onboarding, training, or empowering technical sales teams. Hosted by: **Jack Cochran, General Manager at Presales Collective** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Jack-Cochran-HS.jpeg) As General Manager of the PreSales Collective, Jack has the opportunity to make a space where anyone in or adjacent to the solutions space can find community, improve their craft, and have a voice. **Katie Sedgwick, Director, CSS NA, Service Solutions at Oracle** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Katie-Sedgwick.jpeg) Katie is a Cloud Solutions Advisor and Technology Transformation Leader with over 20 years of expertise. She has built a reputation for a leadership style that promotes collaboration, transparency, and accountability. Her approach has consistently fostered high-trust environments where innovation can thrive, enabling teams to push boundaries and achieve exceptional results. **Mathew Hill, Senior Director of Revenue Enablement at ClearDATA** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Mathew-Hill-HS.jpeg) Mat Hill is an accomplished enablement leader with more than 15 years of experience in enablement - including 10+ years leading global teams – for companies such as Symantec, FireEye, WindRiver, and Anomali, specializing in bridging the gap between GTM strategy and field execution, ensuring sales teams are equipped to generate pipeline, accelerate deal velocity, and maximize retention & expansion. Mat is also a Sales Enablement Collective Ambassador. **Wendy McHenry, Former Head of Global Solutions Engineering** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Wendy-HS.jpeg) Wendy is a seasoned leader in data and technology with 30 years of experience driving innovation at the intersection of analytics, enterprise software, and business strategy. Most recently, she served as Head of Global Solutions Engineering at CData Software, where she led international teams in delivering cutting-edge data connectivity and integration platforms to global enterprises. Wendy is known for building high-performing technical teams and delivering impactful solutions across North America, EMEA, and APAC. ### Sales Enablement Summit Denver, April 2025 URL: https://www.salesenablementcollective.com/sales-enablement-summit-denver-april-2025/ Last updated: 2025-04-17T09:27:08.000Z Catch up on every session from Sales Enablement Summit Denver with sessions from the likes of RingCentral, Airbnb, Workday, Databricks and more. _This post is for paying subscribers only._ ### Impact of Enablement Report 2025 URL: https://www.salesenablementcollective.com/impact-of-enablement-report-2025-post/ Last updated: 2025-04-09T11:34:36.000Z Struggling with low adoption for the content you produce, the training you develop, or the features in your enablement platform? Sure, perhaps buy-in is an issue. But maybe there’s a deeper problem. If the processes your reps are forced to follow are slow and clunky, they won’t use them. We’ve teamed up with **Spekit** to uncover what separates the \*most\* impactful enablement processes and platforms… From the least. ## What's inside... Do you want to know: - **The real cost** of sticking with the experience traditional enablement platforms provide if they’re not working for you. - **The truth** about content adoption rates (and the **cutting-edge approach** to content delivery that can fix them overnight). - Exactly why there’s a **high risk** your reps aren’t getting the up-to-date information they need to win deals. - The trap many sales enablement professionals fall into when buying a new tool that **wastes critical budget.** Get your report We’ve surveyed our **global community of enablement professionals** to get up-to-the-minute insights into how (and why) sales enablement programs get stuck in the mud. The result? ## The Impact of Enablement Report: • 🔦 Shines a light on wasteful enablement practices, so you can save and reallocate critical budget. • ⛳ Looks to the future, and separates enablement hype from real value, so you can make wiser strategic decisions. • 🚀 Determines what really makes an enablement platform worth the investment, and shares which features have the kind of ROI that’ll help you optimize your ops for impact. Download your copy ### Enablement uncovered: Insights from 100+ enablement leaders URL: https://www.salesenablementcollective.com/behind-the-report-with-spekit/ Last updated: 2025-06-26T14:04:41.000Z Join us and Spekit on **April 30** at **5pm BST** for a special LinkedIn Live with Melanie Fellay, CEO of **Spekit**, and Daniel O’Dowd, midweight copywriter at **Sales Enablement Collective**, as we dive into the findings from our latest report on the state of sales enablement. [Sign up now](https://www.linkedin.com/events/enablementuncovered-behindthere7315659859704647680/theater/) --- ### We’ll explore: - The surprising trends shaping enablement in 2025 - Where top teams are focusing their efforts - How to turn insight into impact (and avoid common pitfalls) Whether you're in sales, enablement, or revenue leadership — this session is packed with takeaways you can act on right away. Don’t miss it. Add it to your calendar and join the conversation. --- ### Meet the speakers: [Melanie Fellay](https://www.linkedin.com/in/melaniefellay/), CEO at **Spekit** Mel has devoted her professional life to advancing a vision of a world where every employee has access to the knowledge they need to be successful, exactly when and where they need it.She co-founded [Spekit](https://www.spekit.com/) to solve this challenge, creating the only platform designed around how people actually learn - [in the moment of need](https://spekit.com/just-in-time-learning/). Flipping the script on the outdated LMS courses, PDFs, and lengthy training sessions of the past, Spekit automatically surfaces answers, content, and training sales reps need to thrive directly within their flow of work. Never again must an employee leave what they’re doing to get the resource, guidance, or support they need. Today, the world’s most innovative companies, including Uber Freight, iHeartMedia, Southwest Airlines, and ZoomInfo, rely on Spekit to maximize the growth and impact of their employees.The company has raised [$60M in venture funding](https://www.forbes.com/sites/alexandrawilson1/2022/01/19/women-led-spekit-raises-45-million-to-help-remote-teams-train-employees/?sh=7087c5293749) while Mel has garnered international attention, including the honor of being named a [Forbes 30 under 30](https://www.forbes.com/pictures/61a641932f1949817a03d8ca/melanie-fellay-29-cofound/?sh=4db0949a78f7) recipient, [Entrepreneur’s Top 100 Women of Influence](https://www.entrepreneur.com/leadership/100-women-of-influence-in-2022/435872), and features across [Crunchbase](https://about.crunchbase.com/blog/how-melanie-fellay-from-spekit-is-upending-the-way-you-work/), Fast Company, Business Insider, and more. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/image-2.png) ### Enablement's influence on leadership and professional development URL: https://www.salesenablementcollective.com/enablements-influence-on-leadership-and-professional-development/ Last updated: 2025-06-26T13:20:54.000Z We all have one. That movie or show that randomly shows up on cable and, no matter what time it is or how recently we watched it, we just can’t change the channel. We’re in it for the long haul. For me, it’s the movie where a certain caffeinated beverage is labeled only for closers… you know the one. There’s also a new way to think about the alphabet during that very same scene. ABC. Always. Be. Closing. ![](https://media.tenor.com/owmGK1KsOBUAAAAC/always-be-closing-glengarry.gif) In enablement, that same mentality can be adopted, albeit with a slight variation to the letters. How about ABL? **Always. Be. Learning.** > *That does not just apply to us as enablers, but the people we support on a daily basis.* There is one aspect of enablement that may be currently underutilized where we have the influence and skillset to make a demonstrable and seismic shift: **Professional and leadership development.** Let’s take a moment to consider why this aspect of our workflow is absolutely mission critical to the long-term health and success of our organization(s) and something we should be prioritized. It demonstrates a forward-thinking growth mindset and that the organization invests in its *people*, fostering a sense of value and loyalty. > *Without our leaders, are we not just a rudderless ship?* Employees are more likely to stay when they see opportunities for growth and advancement. Here are some statistics on the impact a strong leadership team not only has on individual contributors in the organization, but the customers they interact with daily: 📊 ****70% of employee engagement is driven by their manager** [****(Gallup)**](https://www.gallup.com/workplace/395210/engage-frontline-managers.aspx#:~:text=business%20success%20soars.-,Gallup's%20most%20profound%20finding%20%2D%2D%20ever%20%2D%2D%20is%20probably%20this,determined%20solely%20by%20the%20manager.&text=Managers%20are%20the%20difference%20between%20success%20and%20struggle.) ****Companies with engaged workforces outperform those without by up to 202%** [****(Gallup)**](https://www.forbes.com/sites/forbestechcouncil/2018/04/17/reversing-low-employee-engagement-in-manufacturing/) ****28% of surveyed employees who quit their jobs cite their “bad boss” as the main reason, while 26% say their leader is the reason they stay (**[****Korn Ferry**](https://www.kornferry.com/about-us/press/the-big-quit) **\- prev Miller Heiman)** ****Effective leadership can increase customer satisfaction by up to 20%** [****(Forbes)**](https://www.forbes.com/sites/brentgleeson/2025/02/25/a-leaders-guide-to-building-a-customer-obsessed-culture/) Still not convinced? Let’s think about the future. Professional development programming helps identify and develop future leaders within the organization, ensuring a smooth transition of leadership roles. Taking it a step further, internal programs ensure that leaders are aligned with the organization's larger values, culture and strategic goals while creating alignment across the company. Would you rather have a strong internal bench that is spread across the organization when there is inevitably turnover; or is the smarter plan to continue investing in external hires that come with a full onboarding process, not only to their new role, but the company as a whole? **I’ll let you decide**. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3-2.png)](https://www.salesenablementcollective.com/insider-membership-plan/) Here are some things to consider for enablement's crucial role in professional growth as you begin your journey to standing up a world class leadership development program: ## **1\. Leverage your Learning Management System (LMS)** While every LMS has unique features and is not one size fits all, it is a good idea to centralize your curriculum and resources under one roof. Enter the idea of a professional development *HUB* in your company’s LMS. For your learners, it is a one-stop shop to easily access all relevant resources, eliminating the frustration of searching across multiple platforms or departments. This will save them time and increase their overall efficiency. For you, an LMS developmental HUB creates the scalable, structured consistency and organization across the entire company, especially if you are supporting multiple lines of business. Not only that, but it is easy to track and report out on. ## **2\. Build 1-2 years of curriculum ahead of time** When it comes to the professional development of the leaders, or individual contributors, that you enable, there is no such thing as "*starting too early*” or “*planning too far out*.” Part of what makes enablement great is our ability to pivot on a dime to best meet the ever-changing needs of our customers and still provide a best-in-class product. However, building out your coursework for at least the next calendar year ensures your long-term vision aligns with that of your organization; while providing your stakeholders a well-structured roadmap with a clear path for progression, from foundational skills all the way up to advanced leadership topics. > *Extensive planning in the beginning also takes a ton of weight off your shoulders as the program hums along.* It eliminates the stress and inefficiency of creating content on the fly and frees up time for facilitators and program managers to focus on other important tasks, ensuring professional development remains an effective, long-term strategy for your company. I may be stating the obvious here, but professional development takes time! A 1-2 year plan ensures the skills and competencies being built align with future organizational needs and embeds a culture of continuous learning rather than short-term training bursts. There’s my old friend **ABL** again! [Using data in leadership growth templateFrom insights to impact: Using data in leadership growth template | Wednesday, May 14, 5pm BST/ 12pm ET/ 9am PT | Online![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-257.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/DO-NOT-OVERRIDE-PMA_Webinar_Meta_Template_--4--1.png)](https://www.salesenablementcollective.com/from-insights-to-impact-using-data-in-leadership-growth-template/) ## **3\. Involve SLTs (Senior Leadership Team) from the ground floor** Perhaps the most crucial piece of any long-term program is the buy-in and involvement of your mission critical stakeholders. Without their support, the brunt of the weight to any program falls more and more on enablement, leading to a decreased chance of sustainability. In short, it is easy to stand up a new program. > *It is much harder to keep it standing without the partnership of your stakeholders and SLTs.* The SLTs possess one of, if not the, deepest understandings of the organization's strategic goals and priorities. Involving them from the get-go ensures that you’re directly supporting those objectives. To your advantage, they can provide invaluable insights into future skills, needs and market trends, ensuring the program remains relevant with some tweaking along the way. Having the senior leaders on your side also ensures your coursework is being implemented and coached to even outside of your personal learning sessions. [Using gamification to create engaging enablement, with Molly Sestak \[Video\]Molly Sestak joins us on the podcast to discuss all things sales gamification!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-260.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-11-1.png)](https://www.salesenablementcollective.com/using-gamification-to-create-engaging-enablement-with-molly-sestak-video/) I am struggling to think of a better group of people to have in your proverbial corner than those with some of the most critical impact on the overall health of your organization. It equally helps them knowing the development of their people, which is any company’s biggest and best asset, is in great hands. It is not always going to be sunshine and rainbows, I can assure you of that. Thinking back to a previous point around professional development taking time, learners may see the program as **“**just another training**”** rather than a key part of a continuous education culture. Their initial excitement may fade, leading to inconsistent adoption as other business needs join the ever-difficult juggling act of “only having so much time in the day.” My solution? Lean heavily into microlearnings (videos, e-learnings, quick reference guides) that can be cascaded and implemented outside of the formal classroom. **This is the literal personification of ABL.** [Building the roads to strategic sales enablementHead of Sales Enablement at DoorDash, Amy Oare, discusses the building blocks to build a strategic foundation within your sales enablement function.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-258.png)Sales Enablement CollectiveAmy Oare![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---building-the-road-to-strategic-sales-enablement.png)](https://www.salesenablementcollective.com/building-the-roads-to-strategic-sales-enablement/) ## Wrapping up Keep in mind that professional development isn’t always tied to immediate and measurable results. Keep learning interactive, relevant and evolving. Mix coaching, mentorship, peer learning and practical application to maintain engagement. Don’t always just “*talk about the thing*,” but give your learners as many opportunities as you can to “*do the thing*.” Use both qualitative and quantitative metrics (promotions, retention, engagement surveys, focus groups) to show the long-term impact and efficacy of your programming. This is another opportunity to lean into the relationships you have with your senior leadership team. The return on their investment is there; your role in showing it is what separates the good enablement professional from the great. All of this to say, Enablement’s role in professional and leadership development can ensure the programming is - **Relevant** - **Effective** - **Aligned** with organizational goals - **Long-lasting** This is how enablement can demonstrate having a ***real*** impact. **ABL**. #### ****About Greg Hall** Greg is an enablement leader in the real estate tech industry with 10+ years experience in sales and leadership, and another 6+ years in enablement. He leads frontline enablement across Contact Center Operations where he currently operates 5 concurrent professional development programs. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/Insider-3-3.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ### 5 ways sales enablement pros can build a stronger partnership with the CRO URL: https://www.salesenablementcollective.com/5-ways-sales-enablement-pros-can-build-a-stronger-partnership-with-the-cro/ Last updated: 2025-04-04T16:30:32.000Z This article comes from **David Kinard**’s insightful talk at our **Seattle 2024 Sales Enablement Summit**. Check out his [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-seattle-2024/?%5Fgl=1%2A1vskdz5%2A%5Fup%2AMQ..%2A%5Fga%2AMjc4MDI4ODUxLjE3NDM3NjU2NDc.%2A%5Fga%5F3EF659S2DL%2AMTc0Mzc2NTY0Ni4xLjEuMTc0Mzc2NTY0OS4wLjAuMA..&wchannelid=34gq29kb4w&wmediaid=7az6ts4pd4) and our wealth of[ **OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- > *"Vision without execution is just hallucination." – Thomas Edison (or maybe just a really stressed-out CRO)* The average CRO lasts just 18 months. That’s not long. In the time it takes to get your office chair to the perfect height, your badge could be deactivated. So, when we talk about building a stronger partnership with the Chief Revenue Officer, we’re not just talking about getting along — we’re talking about survival, alignment, and serious revenue wins. I’ve served as a CRO, partnered with CROs, reported to CROs, and led [cross-functional teams](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/). What I’ve seen — and what I’ve learned — is that your relationship with the CRO is one of the most important (and often most misunderstood) dynamics in any organization. CROs aren’t just glorified [sales leaders](https://www.salesenablementcollective.com/empowering-frontline-sales-leaders-for-maximum-efficiency/). Or at least, they shouldn’t be. A good CRO thinks about the entire revenue ecosystem: how sales, marketing, customer success, operations, IT, and finance all connect to drive recurring revenue. So, in this article, I’ll share five tips I’ve learned the hard way that can help you work better with your CRO – and maybe even become one yourself someday. Let’s dive in. ## **1\. Understand the difference between activity and action** Salespeople love to talk about activity. "I made 15 calls today." "I sent out 25 emails." "I did five RFPs." And listen, that’s important. I want our people out there knocking on doors, peeking behind curtains, and generating [engagement](https://www.salesenablementcollective.com/evolving-with-the-modern-buyer-to-improve-your-engagement-strategy/). But as CRO, I’m not measured on activity. I’m measured on outcomes. I’m responsible for the big numbers – annual recurring revenue (ARR), renewals, expansion, share of wallet. I always say, the [salesperson](https://www.salesenablementcollective.com/6-dimensions-of-tactical-leadership-enablement/) sells the tea bag. I’m trying to sell the whole tea experience – the hot water, the cup and saucer, the cookie, the comfy chair, the book, the whole vibe. I’ll give you the tea bag for free if I can sell you everything else that goes with it. What I need from sales enablement is support that helps drive outcomes. If you’re measuring success by how many [playbooks](https://www.salesenablementcollective.com/content-hub/?filter=reports,ebooks,guides) you created or how many people completed training, that’s great – but show me how it moved the needle. Did it improve win rates? Shorten the sales cycle? Increase deal size? Tie what you do to revenue. That’s the language your CRO speaks. [Why enablement needs to speak CRO, with Gail Behun \[Video\]Gail Behun joins us on the podcast to discuss how to maximise the relationship between enablement and the Chief Revenue Officer!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-251.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-8.png)](https://www.salesenablementcollective.com/why-enablement-needs-to-speak-cro-with-gail-behun-video/) _This post is for paying subscribers only._ ### Sales Enablement Summit Paris 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-paris-2025-ondemand/ Last updated: 2025-04-04T15:08:08.000Z _This post is for paying subscribers only._ ### How I used LLMs to hack into enablement: Confessions of a webinar host URL: https://www.salesenablementcollective.com/how-i-used-llms-to-hack-into-enablement-confessions-of-a-webinar-host/ Last updated: 2025-07-24T15:28:42.000Z ## **The night everything changed** It was 11:30 pm, and I was staring at my screen, paralyzed by the blinking cursor. The next day, I had to host a webinar for nearly 200 attendees on our new AI analytics offering. The second dry run had just finished - but the slides didn’t look convincing to me. My script felt a bit robotic, and tomorrow's audience would comprise a variety of roles. How could I possibly engage such a diverse audience; especially on a virtual platform? As a webinar host, my job is to turn virtual events into engaging stories. I’ve spent my entire life doing this and I’ve always loved covering tech waves. Over the last 20 years, I’ve covered everything from GPRS to Generative AI. I’ve been told I’m good at my job, but lately attendance was dipping, and post-webinar conversions had flatlined. That night, desperate, I Googled “*AI tools for sales content*.” That’s when I fell into the rabbit hole of Large Language Models (LLMs). ## **Chapter 1: The first experiment - from generic to genius** The next morning, I took a gamble. I fed an AI model my dry webinar script and typed: *“Rewrite this for a mixed audience of tech experts and sales leaders. Add storytelling, relatable analogies, and three humor breaks.”* What came back was magic. • **My old opening:** “Welcome to our webinar on AI analytics offering.” • **LLM rewrite:** “Raise your hand if you’ve ever felt like your data is a toddler - messy, unpredictable, and occasionally throwing tantrums. Today, we’ll teach it to behave.” I used the script verbatim. Some attendees laughed in the Teams chat. Questions poured in. Post-event survey scores jumped from 68 to 82%. But the real win? **89% of attendees stayed till the end of the webinar - double the average I was scoring recently.** That’s when I realized: LLMs weren’t just chatbots. They were audience whisperers. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider-3.png)](https://www.salesenablementcollective.com/insider-membership-plan/) ## **Chapter 2: Personalization at scale - the “Segment-of-One” webinar** My next challenge: attendees were tuning out because content felt irrelevant. A healthcare rep didn’t care about banking case studies, and vice versa. I pitched a wild idea to myself: “What if I run one webinar, **but personalize every (or most) attendee’s experience in real time?”** Using an LLM, I: 1. Pre-loaded industry-specific talking points, case studies, and pain points. 2. Played with the LLM to scan attendee profiles (job titles, LinkedIn activity, past interactions). 3. Created dynamic slides that auto-adjusted content based on the audience’s data. **The result?** - A retail manager saw slides on “reducing cart abandonment with predictive analytics.” - A healthcare VP saw “HIPAA-compliant patient data forecasts.” - During Q&A, the LLM suggested tailored responses: *“John, since you’re in manufacturing, here’s how we helped AutoCorp cut supply chain delays by 30%…”* Post-webinar, one executive emailed: “How did you know exactly what my team was struggling with?” Well, I didn’t - the LLM did! [AI and Sales Enablement: 7 Ways AI Can Save Enablers TimeAI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-228.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_automation-2.jpg)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ## **Chapter 3: The 24-Hour follow-up revolution** Our sales team’s biggest complaint? “Webinars leads go cold because follow-ups take days.” I had wasted hours saying: “Thanks for attending! Here’s a recap…” So I built an LLM-powered workflow: 1. **Transcription & Analysis:** Used an LLM to transcribe the webinar, and another, to summarize the key moments. 2. **Hyper-Personalized Emails:** The LLM cross-referenced attendee engagement data (questions asked, poll responses, time spent) with their profile. 3. **Auto-Generated Content:** Post webinar email included a custom clip (“You asked about scalability - watch this 2-minute segment”) and a tailored proposal. Here’s an example for an attendee who’d asked about data security but left early: *“Hi Priya - You dipped out before our deep dive on encryption (no judgment - we’ve all had calendar clashes!). Here’s the clip, plus how we helped Acme Corp. block 12K cyber threats last quarter. Want to discuss?”* **Result**: Attendees felt they’re heard. Reply rates spiked. Post-webinar engagement intensified. [Applying AI to your enablement strategy, with Jonathan Kvarfordt \[Video\]Jonathan Kvarfordt joins us on the podcast to discuss all things AI and enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-230.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-5-2.png)](https://www.salesenablementcollective.com/applying-ai-to-your-enablement-strategy-with-jonathan-kvarfordt-video/) ## **Chapter 4: When the LLM outsmarted me** Not every experiment was a win for me. For a webinar on financial analytics, I relied on an LLM to handle live Q&A. Bad idea. A prospect asked: “How does your tool handle real-time stock market volatility?” The LLM suggested: “Our algorithm uses quantum-inspired metaheuristics to…” The chat exploded: “What does that even mean??” I had to jump in: “Let me translate: It’s like having a weather forecast for your stock portfolio.” Relief emojis started floating on the screen. The lesson? **LLMs are brilliant collaborators, but terrible soloists**. ## **Chapter 5: The hybrid hosting model** Today, my workflow looks like this (besides intense preparation with my guests): **Pre-Webinar:** - Use AI to analyze past attendee data to predict hot topics. - Generate 10 title options (“From Data Chaos to Clarity: 3 Secrets Top CFOs Swear By”). - Create a provoking webinar opening – after all, I have less than 5 minutes to grab the attention. **During Webinar:** - Monitor chat sentiment. (When engagement dips: “Pause and ask about their biggest data pain point.”) - Generate polls (e.g., “Which keeps you up at night: data silos or inaccurate forecasts?”). **Post-Webinar:** - Use AI for lead scores (e.g., “Sarah asked 3 questions + downloaded the presentation = Interested attendee”). - Draft 30-second personalized video summaries for top attendees. **The impact?** Webinars went from a “nice-to-have” to a leading platform for driving engagement. [Using AI to increase efficiency in sales enablement \[Video\]Ever wondered how you can get your job as a sales enabler done 40% faster? Josh Easby at NetBenefit Software, uncovers his secrets to using AI to get your work done faster. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-236.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Using-AI-to-increase-efficiency-in-sales-enablement-1-2.png)](https://www.salesenablementcollective.com/using-ai-to-increase-efficiency-in-sales-enablement-video/) ## **The dark side: Ethics and overload** The backlash hit during a brainstorming session. A rep complained: *“An attendee said my email felt… robotic. Turns out I’d sent the LLM draft without editing it.”* We’d become too reliant. Prospects started sniffing out AI-generated content: *“Your emails are too perfect. Are you even real?”* So we set new rules: - The 70/30 Split: LLMs handle 70% of the grunt work; humans add 30% personality (inside jokes, voice notes, custom memes). - Transparency: Added a line to emails: “P.S. My AI assistant helped draft this, but I’m real! Hit reply and test me :)” Engagement rebounded. ## **The future: AI co-hosts and holograms?** I am testing an LLM-powered avatar for an upcoming webinar in three time zones. It will deliver the keynote in English, then answer questions in Spanish and Mandarin. But the real kicker? What if a BU leader asks, “Can the AI host a workshop for our team?” At times I wonder – can I create “AI-Cloned Workshops,” where my LLM twin (trained on my past webinars) delivers customized sessions. And I step in only for strategic Q&A? It’s a bit scary… but thrilling! ## **The takeaway: LLMs didn’t replace me - they redefined me** Until I knew about LLMs, I was a talking head. Today, I’m a hybrid orchestrator - part storyteller, part researcher, part AI wrangler. I don’t think AI will steal my job; it however stole the worst parts of my job. I no longer waste nights thinking about my talk-track. Instead, I focus on what humans do best: **creating connections**. So, if you’re hosting webinars with the same old slides and follow-ups, ask yourself: - What if your next script wrote itself? - What if every attendee felt like the webinar was made just for them? - What if your follow-ups landed like handwritten notes, not spam? That’s the power of LLMs in sales enablement - not to automate, but to amplify. The future of enablement isn’t human vs. AI. It’s humans with AI. And trust me, you want to be on this side of the revolution. --- #### About the author: Amit Ghosal, Senior Director, Sales Enablement at Virtusa **In a world of back-to-back meetings, “just another webinar” isn’t an option.* **Amit is not a hype artist. He is a webinar moderator who cuts through the business nonsense and extracts the signal from the noise. Over the past 20 years, Amit has mastered the art of turning canned corporate scripts into conversations that matter. He is a Swiss Army knife, skilled at nudging experts out of their comfort zones and audiences into the conflict. Amit doesn’t chase viral moments. He engineers them by asking the questions everyone’s searching, but few are voicing.* **People work with Amit because he refuses to let webinars be forgettable. With thousands of sessions under his belt - from Fortune 500 thought-leadership panels to gritty pitch battles - he knows how to balance polish with pulse. His retention rates hover at 95% not because he’s passionate, but because he listens harder. Yes, he’ll pivot your agenda if the room demands it. And yes, he will make sure your audience leaves energized, annoyed, or enlightened - but never indifferent!* --- ### Finding success by hosting podcasts for your sales reps, with Lisa Bono [Video] URL: https://www.salesenablementcollective.com/finding-success-by-hosting-podcasts-for-your-sales-reps-with-lisa-bono-video/ Last updated: 2025-06-17T15:57:18.000Z ## More resources: [Using gamification to create engaging enablement, with Molly Sestak \[Video\]Molly Sestak joins us on the podcast to discuss all things sales gamification!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-243.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-11.png)](https://www.salesenablementcollective.com/using-gamification-to-create-engaging-enablement-with-molly-sestak-video/) ### The definitive guide to the most important sales enablement metrics URL: https://www.salesenablementcollective.com/most-important-sales-enablement-metrics/ Last updated: 2025-04-01T15:12:56.000Z Did you know that aligning sales enablement metrics with your organizational goals can significantly reduce ramp-time and improve win rates? *The Definitive Guide to the Most Important Sales Enablement Metrics* provides a comprehensive overview of how to do just that, organized into four key categories: sales enablement, readiness, effectiveness, and engagement. It emphasizes the importance of focusing on actionable metrics that align with organizational goals, helping to avoid data overload. Unlock the key to better sales performance with this comprehensive guide to essential sales enablement metrics and learn how to measure what matters, avoid data overload, and drive meaningful results for your team. ## What’s inside the guide? - **Prioritize metrics that matter**: Focus on actionable insights like win rate, ramp-time, and engagement to align with your goals. - **Optimize enablement processes**: Discover tools and strategies for training, coaching, and content management that improve readiness and effectiveness. - **Leverage data and AI technology**: Track, analyze, and continuously improve with cutting-edge analytics. Powered by [**Bigtincan**](https://www.bigtincan.com/) – redefining the future of revenue enablement with smarter, more flexible, and personalized solutions. ## Grab your copy, free of charge. 👇 [ Download your free copy ](https://share-eu1.hsforms.com/1GO8NkhmhR8KClCqAPZvB6w2b1vun) ### Building a successful sales enablement program URL: https://www.salesenablementcollective.com/building-a-successful-sales-enablement-program/ Last updated: 2025-05-20T10:29:39.000Z **Date:** May 8, 2025 **Time:** 4:00pm BST | 11:00am EDT [OnDemand](https://www.youtube.com/watch?v=G7WGYTiBtdQ) Within this webinar, Jeff will be diving into building a successful sales enablement program and his experience building Google's award-winning global sales coaching program as the primary focus as well as the resources he has built with SEC on the 5 shifts to drive Higher Performing teams. --- ### Meet the speaker: [Jeff Jaworski](https://www.linkedin.com/in/jeff-jaworski/), Sales & Enablement Leader Jeff Jaworski is a seasoned executive, keynote speaker, and expert facilitator with over 20 years of experience in sales, leadership, and executive coaching. As a former Google leader, he played a pivotal role in managing high-stakes partnerships, closing record-breaking deals, and founding Google’s award-winning Global Sales Coaching Program. Jeff specializes in driving sales growth, go-to-market strategies, and leadership transformation, offering keynote talks, executive coaching, and strategic advisory services. His expertise has impacted top organizations like Google, AWS, BlackRock, and startups, earning him a reputation as a results-driven mentor and trusted advisor in the industry. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/image-7.png) ### Sales Enablement Summit New York 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-new-york-2025-ondemand/ Last updated: 2025-03-24T09:58:24.000Z _This post is for paying subscribers only._ ### How to build a world-class sales leadership development framework URL: https://www.salesenablementcollective.com/how-to-build-a-world-class-sales-leadership-development-framework/ Last updated: 2025-03-21T16:30:54.000Z This article comes from **Ryan Joswick**’s insightful talk at our **Seattle 2024 Sales Enablement Summit**. Check out his [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-seattle-2024/?%5Fgl=1%2A1xvhi2w%2A%5Fup%2AMQ..%2A%5Fga%2AOTIyNjIyNjQ1LjE3NDIyMjgxODk.%2A%5Fga%5F3EF659S2DL%2AMTc0MjIyODE4OC4xLjEuMTc0MjIyODIxNy4wLjAuMA..&wchannelid=34gq29kb4w&wmediaid=howyjjydhm) and our wealth of[ **OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- Have you ever had a job that made you excited to wake up in the morning? One where the work felt meaningful, the people were inspiring, and the challenges kept you engaged all day long? Now, think about the opposite. Have you ever had a job where you dreaded every minute of it, where Sunday night came, and you could already feel the weight of the week ahead? Many of us have experienced both ends of the spectrum, and while the positive side feels like a dream, the negative side is a reality that many employees face today. In sales enablement, we know that [leadership development](https://www.salesenablementcollective.com/why-leadership-enablement-is-the-missing-link-to-sales-success/) is key to creating an environment where employees feel engaged and excited about their work. But how do we build a leadership development framework that not only[ attracts top talent](https://www.salesenablementcollective.com/cultural-integration-in-onboarding-6-strategies-to-engage-and-retain-top-talent/) but also keeps them motivated, growing, and, most importantly, invested in their roles long-term? In this article, I’ll walk you through the importance of employee engagement in leadership development, how to structure an effective leadership program, and how to ensure that you are constantly evolving and refining your approach. From creating personal development plans to structuring mentorship programs, these are the strategies I’ve used to build world-class leadership development frameworks—and I’m excited to share them with you. Let’s dive in. ## **Employee engagement: The foundation of leadership development** Let’s start with employee engagement—something that’s top of mind for many organizations today. Engagement isn’t just about job satisfaction—it has a direct impact on leadership development. A [Gallup report](https://www.gallup.com/workplace/643286/engagement-hits-11-year-low.aspx) recently revealed that employee engagement has hit an **11-year low**, with **4.8 million disengaged employees** in the workforce. Statistically speaking, if you’re reading this at work and look to your left or right, one of your colleagues could be disengaged right now. That disengagement can quickly affect the [performance of your team](https://www.salesenablementcollective.com/5-key-shifts-your-workbook-to-drive-sales-team-performance/), and that’s why leadership development is so critical. When employees are engaged, they’re more likely to step up, take on more responsibility, and aspire to leadership roles. It’s essential to understand how engagement and leadership development go hand in hand. If your employees aren’t engaged, no leadership development program in the world will work. You have to create an environment where people feel motivated, and where they feel they have a future in your organization. And that starts with [strong leadership](https://www.salesenablementcollective.com/6-dimensions-of-tactical-leadership-enablement/) at all levels. [Using data in leadership growth templateFrom insights to impact: Using data in leadership growth template | Wednesday, May 14, 5pm BST/ 12pm ET/ 9am PT | Online![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-231.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/DO-NOT-OVERRIDE-PMA_Webinar_Meta_Template_--4-.png)](https://www.salesenablementcollective.com/from-insights-to-impact-using-data-in-leadership-growth-template/) _This post is for paying subscribers only._ ### Create unforgettable buyer experiences: An insider look at AI and AR URL: https://www.salesenablementcollective.com/ai-ar-for-retail/ Last updated: 2025-05-07T17:01:03.000Z Whether you're pitching to executives, procurement teams, or frontline decision-makers, generic sales decks won’t cut it. To close deals faster, sales reps need to grab attention instantly, simplify complex decisions, and prove real value - fast. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/6eb073cc-7d3d-466f-af65-f2c80cbec5d0) In this live session, discover how AI-guided virtual selling is transforming sales conversations across industries. See how leading teams are using augmented reality (AR) and AI to: - Visualize complex solutions in real-world environments - Highlight the impact of a product or service on business outcomes - Empower buyers to make faster, more confident decisions Learn how your sales team can instantly tailor their pitch, stand out from the competition, and deliver an unforgettable, frictionless buying experience. Join us to see how forward-thinking companies are using AI and AR to shorten sales cycles, streamline buyer engagement, and win more deals, smarter and faster than ever. ### Walk away with the ability to: - **Sell with impact.** Use visual selling to cut through noise and captivate your audience. - **Skip the busywork.** Let AI handle the heavy lifting so reps can focus on selling. - **Make every pitch count.** Turn product presentations into interactive, decision-driving moments. ### With solutions on: - **Cutting through the noise.** Sales Enablement 2.0 helps reps grab store managers attention fast with focused, high-impact pitches. - **Turning insights into action.** Showcase measurable business value, from ROI projections to operational improvements - in seconds. - **Ditching the manual work.** No more building presentations from scratch, AI-powered insights deliver the right data at the right time. Hosted by: **Remy Boucias, Director, Retail Transformation** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Remy---Portrait.jpg) Remy leads transformation that equips sales teams with tools and capabilities to drive top- and bottom-line performance. With a background in sales and retail execution, Remy is driven to deliver products that are relevant, innovative, and results-focused. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Mondelez-Logo.png) **McKayla Sims, Manager, Retail Transformation** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/McKayla-Headshot-2024.jpg) McKayla manages digital transformation initiatives that enhance retail selling capabilities, delivering solutions that drive execution and customer partnership. By aligning retail tools with the organization’s strategic vision, she empowers sales teams to adapt and succeed in a constantly evolving environment. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Mondelez-Logo.png) **Brigid Ling, VP Marketing, Pitcher** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/IMG_3204.jpg) With extensive go-to-market and leadership experience, Brigid leads the Marketing and Business Development teams at Pitcher. Brigid brings a data-driven mindset and deep expertise in building a high-performing marketing function to drive revenue growth and brand presence. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pitcher_Logo_RGB_positive.png) **Thomas Stone, Director of Sales, Pitcher** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Tom-Stone-Headshot.jpg) Thomas has over ten years of experience in SaaS enterprise sales and has led Pitcher's Sales team since 2021\. Throughout his tenure at Pitcher, he has focused on assisting the organization with achieving growth targets and has been instrumental in securing several of the company’s largest customer acquisitions. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Pitcher_Logo_RGB_positive.png) ### From insights to impact: Using data in leadership growth template URL: https://www.salesenablementcollective.com/from-insights-to-impact-using-data-in-leadership-growth-template/ Last updated: 2025-03-24T09:03:43.000Z SECnow is your chance to stream exclusive talks and presentations, hosted by SEC experts and industry leaders. It's a unique opportunity to watch the most sought-after product content – ordinarily reserved for SEC Pro members. Each stream delves deep into a key product topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced product leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** May 14, 2025 **Time:** 5:00pm BST | 12:00pm EDT **Location:** Online [Sign up now](https://www.linkedin.com/feed/update/urn:li:activity:7309861964761976832) Great leaders don’t just rely on experience—they leverage data to drive growth. But turning insights into real impact? That’s where enablement comes in. Join us for an exclusive session with Devon Anthony and Rebecca Williams as they explore how sales enablement teams can use data to develop high-impact leadership training programs. Learn how to align training initiatives with business goals and equip leaders with the right tools to elevate team performance. --- ### In this session, you’ll discover: 📊 Data-driven leadership – How to apply insights to enhance personal and team growth. 🎯 Strategic alignment – Connecting leadership development with business objectives. 🚀 Measurable impact – Building training programs that drive lasting success. Empower leaders with the insights they need to thrive. --- ### Meet the speakers: [Devon Anthony](https://www.linkedin.com/in/devon-anthony-8425bb14/), Sales Enablement and Learning Program Director at Morningstar ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/image-3.png) [Rebecca Williams](https://www.linkedin.com/in/rebeccaanderholmwilliams/), Senior Sales Enablement & Learning Program Manager at Morningstar ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/image-4.png) ### Designing a high-impact sales enablement function URL: https://www.salesenablementcollective.com/designing-a-high-impact-sales-enablement-function/ Last updated: 2025-04-02T07:59:06.000Z SECnow is your chance to stream exclusive talks and presentations, hosted by SEC experts and industry leaders. It's a unique opportunity to watch the most sought-after product content – ordinarily reserved for SEC Pro members. Each stream delves deep into a key product topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced product leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** April 16, 2025 **Time:** 4:00pm BST | 11:00am EDT **Location:** Online [Sign up now](https://www.linkedin.com/feed/update/urn:li:activity:7313106779595288577) Great sales enablement doesn’t just support—it drives results. But building a function that truly impacts revenue? That takes strategy. Join us for an exclusive fireside chat with industry leaders Emily FitzPatrick and Scott Konkol. They’ll break down the key components of a high-impact sales enablement function, sharing actionable insights on structuring teams, aligning with business objectives, and driving measurable success. --- ### In this session, you’ll discover: 📈 The blueprint for best-in-class enablement – What top-performing teams do differently. 🎯 Strategic alignment – How to equip teams with the skills and insights to meet buyer needs. 🚀 Measurable impact – Ways to demonstrate enablement’s value through tangible sales results. --- ### Meet the speakers: [Emily FitzPatrick](https://www.linkedin.com/in/emily-c-fitzpatrick/), Global Director of Revenue Enablement, Culture Amp ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/image-1.png) [Scott Konkol](https://www.linkedin.com/in/scottkonkol/), Vice President of Enablement, Varonis ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/image-2.png) ### AI-powered sales enablement: Stay ahead or fall behind URL: https://www.salesenablementcollective.com/ai-revenue-enablement/ Last updated: 2025-05-07T16:15:09.000Z The **GTM landscape** is evolving fast, and AI is now essential for sales success. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/200adf1d-15a8-49e6-83e0-7d632af61015) Companies using AI-powered enablement are closing more deals, improving efficiency, and outperforming competitors. Waiting is not an option—AI is the key to staying ahead. Industry leaders are already leveraging AI to gain deeper buyer insights, accelerate deal cycles, and optimize content performance. *The AI revolution is happening now. Will you lead or lag?* Joining the discussion is a leading global organisation that has successfully used AI-powered enablement to: - Increase seller efficiency by ensuring teams have the right resources at the right time - Boost engagement and win rates with AI-driven, personalised buyer experiences - Scale enablement across global teams, driving measurable business impact ### Walk away with the ability to: - **Turn data into actionable sales insights -** Learn how AI helps sellers engage buyers at the right time with the right message. - **Get practical AI strategies -** See how AI automates tasks, delivers real-time coaching, and helps sellers focus on selling. - **Boost sales productivity -** Discover how AI identifies the best-performing content and ensures sellers use what works. - **Optimize content performance -** Hear how a global organization successfully implemented AI to improve efficiency and win rates. - **Scale AI-driven enablement -** Walk away with actionable steps to integrate AI into your sales enablement strategy today. ### With solutions on: - **Siloed teams** causing inconsistent messaging, poor collaboration, and lost deals. - **Buyers being overwhelmed** with scattered emails and attachments, leading to disengagement and slower deal cycles. - **Sellers wasting time** finding content, while marketing lacks visibility into what works—leading to missed opportunities. - **Sales and RevOps lacking insights** into content performance, buyer engagement, and deal progression, making strategy optimization difficult. Hosted by: **Laura Valerio, Principal Consultant, Professional Services - EMEA** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/unnamed.jpg) Laura is a seasoned expert in *go-to-market digital transformation, she specializes in turning strategy into consistent, impactful execution—blending the power of AI, digital tools, and human capabilities to drive sales success.* *With a background in sales, she has built and scaled global sales enablement functions for high-growth B2B companies like Expedia and Deliveroo before leading the transformation of Vodafone Business’s Enablement Function.* *Known for her results-driven approach, creativity, and strategic mindset, Laura is passionate about helping companies navigate change, increase efficiency at scale, and fuel innovation through enablement. If you’re looking for real-world insights from a proven industry leader, this is a webinar you can’t afford to miss.* ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/unnamed-2.png) **Jaren Krchnavi, Head of Sales Enablement, Siemens Smart Infrastructure, Siemens** ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/05/1517580298888.jpg) ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/siemens-logo.png) ### 11 of the best sales prospecting techniques URL: https://www.salesenablementcollective.com/best-sales-prospecting-techniques/ Last updated: 2025-05-20T17:09:19.000Z ## 11 sales prospecting techniques to help you shorten sales cycles: ### 1 - Meet your audience where they already are You’ll have the most luck finding new prospects if you look for them where they already hang out. For many B2B businesses, LinkedIn is a great place to start. For others, Reddit might make sense. Rolls Royce, the luxury car dealership, prospects for customers at airplane shows. (Next to a $75 million jet, a $1 million car suddenly seems very affordable.) Plus, you know if they’re there, they’re in the market for luxury transport. There’s nothing stopping you from doing the same. At the simplest level, B2B brands might choose to direct message leads on LinkedIn instead of Instagram. ### 2 - Personalize communications Everyone hates getting cold calls. Everyone hates mass marketing. Including you. Your first instinct when you get a cold call is to hang up. Even if you work in sales. Your first instinct when you get a generic marketing email is to delete it. Even if you work in marketing. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/phone.gif) **You struggling to hang up the phone fast enough when you realize it's a cold call.* Personalized messaging *matters*. 💡 But personalization means more than adding “\_FN\_” to the top of your direct messages and emails. It means directly ****addressing the pain** your target is feeling. ### 3 - Speak to pain points and emotional benefits Want your prospects to finally sit up and pay attention? You need to speak to their pain points. Personalize your messaging to drive right to the beating heart of the pain they’re feeling – the *frustrations* they want done with. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/waiting.webp) **Your customers waiting for you to address their pain points so they can finally buy from you.* Emphasize the *emotional benefits* of the solution you’re selling. How does buying what you’re selling help them achieve the easy life they dream of? How does it help them become the talk of the office (in a good way)? How does it help them *avoid* being the talk of the office in a *negative* way? - Can you help them **earn** **more**? - Gain **status**? - **Leave earlier** on a Friday? Personalize your communications in *this* way. But personalizing for *every* prospect isn’t scalable. That’s why you need to segment your targets. ### 4 - Segment connections Segmentation is used in marketing all the time. But it’s time you started segmenting your audience for [b2b sales prospecting](https://www.salesenablementcollective.com/what-is-b2b-sales-prospecting/) purposes, too. Segmentation means “splitting up” your audience based on common attributes. These attributes need to actually be correlated with *buying your products*, though. Your marketing team should have this data already, so talk to them and get it. For example, are users of Apple products 10% more likely to buy your products? Use this to filter out less flaky leads. Do men experience the benefits of your products differently than women? Do those with more senior job titles tend to buy quicker (shorter sales cycle), while being harder to reach? You might want to test different messaging for each of these key groups. A [full exploration of segmentation](https://www.gotomarketalliance.com/b2b-market-segmentation-guide-how-to-succeed-in-b2b-in-2023-2/) is beyond the scope of this article, but learn how to do it, personalize your messaging for each segment, and watch leads flow into your funnel faster than you could believe. ### 5 - Build your personal network No one likes a cold call. Remember us saying that? Well, how about an unexpected call from a friend? If you can grow your personal network, and become a friendly face, you’ll have a *much* easier time getting a foot in the door. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/linkedin.gif) **Because who you know still matters.* You’ll *also* have an easier time winning a conversation with those you don’t know yet. (You’re more likely to accept a connection or message request on LinkedIn from someone with a lot of mutual connections, right?) Now imagine being a friendly, trusted face with a solution to their recurring, frustrating problem. Now all of a sudden, people are champing at the bit to talk details. ### 6 - Play the numbers game Like all sales, prospecting is a numbers game. No matter how good your prospecting approach, you’ll still have days that frustrate you. Days, even, where the whole world seems against you. But trust the numbers. Imagine a sales team where one person does great prospecting. This person might cost the company $60,000 per year. Imagine that you’ve got five sales reps selling full-time. They’d be doing that anyway, but thanks to our prospector, their average close rate is 1.5% higher. If each rep does 100 calls per day, that’s more than 350 new customers per year *thanks to our prospector*. To break even on the cost of hiring that person doing prospecting, the value of each of those customers in the first year would need to be just $172. If the average lifetime value of a customer is $5,000, that’s an extra **$1.75 million** in won revenue thanks to our prospector. And that’s before all the other possible *downstream* benefits. Like smoother onboarding, faster time-to-value for the customer, and the very real possibility that this leads to a *higher* average lifetime value for prospected customers. ### 7 - Use digital events Digital events are excellent for prospecting leads. Digital events can constitute: 1. A significant time investment *from* the prospect (at least half a work day.) 2. A significant show of value *to* the prospect. This gives the prospect an excellent experience with your brand. You’ve given them something valuable, while showing that they’re a part of your target audience. They’ve also already invested in you, only not with their cash. They’ve spent their *time* on you. If they feel it was worth it, they’ll be that much more likely to invest in you in a different way – with their *money*. This is what makes engagement metrics from digital events so wonderful. The attendees who stick around to the end, and ask a lot of questions, are *engaged*. If your event is focused around a specific pain point, then you know these engaged attendees are invested in finding a solution. And now, perhaps they don’t want to spend another full business day at an all-day event, trying to figure out how to solve their problem for themselves. Perhaps, they’re convinced that’d be too much work. Perhaps, they’re convinced they should save their time, and *pay* for a solution. One like yours. --- [Sales Enablement Collective - Events CalendarFrom in-person summits and meet-ups to virtual events and webinars, there’s a sales enablement event for everyone. Our events calendar has it all.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-225.png)Sales Enablement CollectiveRichard Bracchi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Meta_Image_Events-Calendar-1.jpg)](https://www.salesenablementcollective.com/events/) --- ### 8 - Create ICPs The [Ideal Customer Profile, or ICP](https://www.gotomarketalliance.com/ideal-customer-profile-icp-vs-buyer-persona-whats-the-difference/), is another marketing tool that can help with your prospecting. Though maybe it’d more suitably be called an *IPP* (ideal prospect profile) in this instance. Before you can figure out if someone is a good prospect or not, you have to figure out what good *actually looks like*. For *your* business. Who buys your products? What are they like? Do they have attributes in common? If you can boil this down to one or more ICPs, then you have a good shot at reverse engineering past sales success, and replicating it in the future. Where you have the data already, great. Someone in the business with data skills can figure out what these common attributes are. If yours is a new business, though, then you can work *forward* to create your ICP. Get very clear on who your product is built for, and make *them* your ICP. Again, if this is work your marketing team has already done (and they should have), then lift it and use it. --- [Prospect research framework (with example)Your go-to guide for understanding and evaluating potential sales prospects before making that crucial first contact.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-227.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market--2-.png)](https://www.salesenablementcollective.com/prospect-research-framework-with-example/) --- ### 9 - Use sales triggers Not everyone will fit your ideal prospect profile. Some will *just* miss the mark. Log these folks in your CRM and track the conditions that, once met, will turn them *into* an ideal prospect. Here’s an example: those who’ve purchased a similar solution, but are unhappy. They need something different, but they’re waiting for their contract to end. If they’ll share that contract’s end date with you, you can log it in your CRM, and use it as a trigger to reach out again. Similarly, you could use someone’s *promotion* to a new role as a sales trigger, and reach out to them to say congratulations. Here’s where that personalized messaging comes in. Do them a favor by anticipating the challenges they’ll soon be facing with their newfound responsibilities, and offer them a solution (your product). ### 10 - Use sales prospecting tools In sales, you need a lead list. You can’t call people without a list of numbers. The same is true for prospecting. But, just as it’s possible to intelligently segment an audience, personalize your messaging for each segment, send those messages en masse, and get great results quickly, so too is it possible to do the same for your sales prospecting. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/image.png) **Prospecting tools like LinkedIn Sales Navigator are essential if you want to scale your prospecting efforts.* Sales prospecting tools can save you a lot of time and effort. This means more time selling to more qualified prospects. Tools like Lusha, Apollo.io, Zoominfo, and even LinkedIn Sales Navigator all save you time, and offer good return on investment. ### 11 - Automate It’s not just sales prospecting tools that can save you time, though. Any tool that helps you automate part of the prospecting process makes you more efficient. Test AI tools and chatbots. Test automation tools like Zapier. Heck, integrate the tools you already use more closely for a specific prospecting workflow. Your sales operations team, revenue operations team, and marketing teams can all probably help. Just remember that not *all* tasks are worth automating. Automating properly takes a lot of upfront work. For the most repetitive tasks, though, it can be a massive time saver. --- ➕ Want ****more information and context** on sales prospecting? We’ve answered some of the most common questions below. --- ## What is sales prospecting? Sales prospecting is the process of actively sourcing sales qualified leads. Either by converting marketing qualified leads into sales qualified leads. That is, people who’ve expressed interest in your *marketing materials*, to people who’ve expressed interest in your *products*. Or, to people who *possibly* represent strong leads. Sales development reps, or account executives, will *actively* reach out to leads to figure out if they’re worth pushing through the sales pipeline. ### The difference between inbound and outbound prospecting *Inbound* prospecting sees SDRs reach out to MQLs who’ve already expressed some interest in your brand. Outbound prospecting sees SDRs reach out to those who *might* be interested in your products, and are probably aware that solutions to exist to their problem, but haven’t shown specific interest in your brand. ### The difference between B2B and B2C sales prospecting Sales prospecting wears a slightly different mask in B2C sales than it does in B2B. **B2B prospecting** B2B sales involves longer buying cycles, with multiple decision makers. You’ll need to work with other teams to engage and win over *everyone* involved in the buying process. Sales cycles aren’t just *longer* in B2B, they have more steps. You’ll need to have more conversations, send over more [buyer enablement content](https://www.salesenablementcollective.com/buyer-enablement/#what-is-buyer-enablement-content?), and even send bespoke proposals. You’ll negotiate on price, and details of the sale. B2B sales prospecting accounts for all this. You might target your messaging to a particular job title, because you know they often make the final buying decision, for example. **B2C prospecting** B2C sales cycles are simpler and shorter. There’s (usually) just one person involved in the buying decision. Plus, since prices for consumer products and services are usually lower, the risk is also lower. Consumers are more likely to buy now, ask questions later. Especially when your marketing and branding are effective. Businesses are much less likely to do this. B2C sales prospecting, then, is often less selective. You’ve a larger pool of potential prospects to work with, but your business makes less off of each sale, meaning you need the volume to make up for the lower margins. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Change-enablement-vs-sales-enablement.png) ### The difference between sales prospecting and lead generation Lead generation typically nets you marketing qualified leads (MQLs). Your marketing team owns this responsibility. Marketing qualified leads are, naturally, leads qualified by their interest in your *marketing materials*. Marketing materials, though, have broad appeal, so not every MQL will be interested in your solution. In the stages of customer awareness, marketing qualified leads are either *problem aware* or *solution aware*. They know they have a problem, and have become interested in how to solve it. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Dreyfus-Model-of-Skill-Acquisition--1-.png) 1. Unaware 2. Problem Aware 3. Solution Aware 4. Product Aware 5. Most Aware Prospecting aims to take customers from the *solution aware* stage, to the *product aware* stage. Here, they’re familiar with your product, and how it can help them solve their problem. Account executives (AEs) and sales development reps (SDRs) own this responsibility. Prospecting aims to do this while actively building a positive relationship with those leads, where possible. Once customers have expressed interest in the product, they become sales qualified leads (SQLs) and are moved into the sales pipeline in earnest. In short, leads are those potentially interested in your products. Prospects are those who’ve *expressed* genuine interest in your products, whom you’ve decided it’s worth pursuing a sale with. --- [Prospect tracking sheet templateKeep track of every interaction and ensure no lead slips through the cracks. Download your prospect tracking template.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-226.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Content-Strategy-2-1.png)](https://www.salesenablementcollective.com/prospect-tracking-sheet-template-framework/) --- ### ## The benefits of good sales prospecting ### 1 — Warmer leads Good prospecting means warmer leads. You’re doing the work now to filter out the people who aren’t interested in your solutions. They might not be interested because they just don’t need a solution like yours. Or, now might not be the right time. Whatever the reason, you’re able to set aside those who aren’t worth the targeted attention of your sales reps. Those who make it through are those who are more likely to buy from you, meaning your sales team has an easier time. ### 2 — Shorter sales cycles When you’re constantly on the hunt for the warmest leads, and constantly filtering out those who don’t make the cut, your sales reps have to do less of this warming themselves. The result? They can skip much of the work they’d typically have to do to get a lead to express interest. In many cases, they’ll just answer any remaining questions the prospect has, and then jump right into negotiations. This means shorter sales cycles, which means more won revenue per unit of time. ### 3 — Higher close and conversion rates The end result of all this? Higher close and conversion rates and, therefore, more revenue for the business. Good sales prospecting makes the entire sales process more efficient. ## What makes a good prospect? - **MQLs** (have shown interest in your marketing materials, which are related to your products.) - **SQLs** (have shown interest in your products themselves, and may be ready to buy.) Both types make good prospects. But your business probably already has systems in place to capture SQLs. These are the no-brainer leads. They’ve bought from you in the past, or they’ve booked a product demo. They’re knocking on *your* door, wondering how they can buy. It’s probably the *marketing*\-qualified leads (your MQLs), you’ll have the most luck prospecting. 💡 MQLs are the ones your competitors might miss. With a bit of work, you can uncover people who are interested in your products, but never had the chance to let you know. But not all prospects are created equal. Your *best* prospects may have: - Similar traits to people who’ve bought from you in the past. - Bought a similar product in the past, but their contract is coming to an end. - Have *just* expressed interest in some marketing material. Like a lead magnet, or industry report. - Have been referred to you by industry partners (yours or theirs). This isn’t a *complete* list of what makes a good prospect. The most important thing to bear in mind? You simply have to have *good reasons* to suspect they may want to buy from you. Find these prospects, and filter out those who are less interested, and watch your sales team’s performance skyrocket. --- ## Looking for next steps? 10,000+ sales enablers from all over the world trust SEC to be the go-to resource for their learning and development. Benefit from our community-led resources through the insider plan, for free! - **Templates and frameworks:** Save time with battle-tested and ready-to-use templates. 📖 - **SEC-GPT:** Solve challenges with the cumulative knowledge of our community. 🤖 - **Real-world case studies:** Hours of insights from leaders at Uber, Oracle, Adobe, and more. 🗣️ - **Industry insights:** Ungated access to first-hand research from thousands of sales enablers in our annual Salary and Landscape Report. 📈 - **Supportive community:** Join our global community of sales enablers whom you can bounce ideas around with and get support from other like-minded professionals. 🤝 Accelerate your career without spending a dime. Become an SEC insider now. 👇 [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Insider.png)](https://www.salesenablementcollective.com/insider-membership-plan/) --- ### How AI co-pilots are changing sales: A customer-centric approach URL: https://www.salesenablementcollective.com/how-ai-co-pilots-are-changing-sales-a-customer-centric-approach/ Last updated: 2025-08-01T14:26:50.000Z What if I told you that most sales teams today are drowning in automation but starving for real [customer connection](https://www.salesenablementcollective.com/embracing-ai-partner-not-a-replacement/)? I’ve been in sales for a long time. My journey started at Trustpilot, where I was the fourth salesperson on the team. We grew from 50 to 5,000 customers in just two years, and I personally closed 600 deals. Back then, I didn’t fully understand why I was performing so well—until I realized that my approach was deeply **customer-centric**. I wasn’t just selling; I was *learning*. But the sales landscape has changed dramatically since then. Automation, AI, and data-driven sales tactics have flooded the market. And while these innovations were meant to help, they’ve often made things worse. That’s why we need a new approach—one that leverages AI as an enabler, not just an automation tool. In this article, I’ll walk you through the evolution of [B2B sales](https://www.salesenablementcollective.com/b2b-sales-enablement/), why traditional tactics are failing, and how AI co-pilots can empower sales teams to be more effective, personalized, and truly customer-centric. Let’s dive in. ## **Why traditional sales teams are struggling** Sales today looks nothing like it did 15 or 20 years ago. When I started, sales reps were the gatekeepers of information. Prospects actually needed us to access insights about products and solutions. Even if they were annoyed by a cold call, they still had to listen. But that’s no longer the case. Buyers have access to limitless information online. Content marketing, [social media](https://www.salesenablementcollective.com/how-to-leverage-social-media-in-sales-video/), and self-serve product research have flipped the script. Buyers no longer need sales reps to get the information they need, so the traditional cold outreach model has become less effective. Add to that the explosion of automation—emails, LinkedIn messages, outbound sequences—and it’s no surprise that prospects are tuning out. What once worked (high-volume outreach with little personalization) is now just adding to the noise. The problem isn’t just that sales reps have lost control of information. It’s that many teams have over-automated to the point of becoming robotic. Here’s what’s happening: - **Sales reps are trained by other sales reps** instead of learning from actual customers. - **The “spray and pray” approach**—mass emails and generic sequences—leads to negative CAC (Customer Acquisition Cost). - **Teams have too many tools and not enough insight**, focusing on process over personalization. - **Sales enablement has fewer resources** than ever, but the same quotas to hit. Salespeople are now more focused on tools than on customers. Ask a rep about their job, and they’ll talk about their CRM and automation stack—not about the actual pain points of their prospects. We’ve lost the art of selling by understanding. _This post is for paying subscribers only._ ### Using gamification to create engaging enablement, with Molly Sestak [Video] URL: https://www.salesenablementcollective.com/using-gamification-to-create-engaging-enablement-with-molly-sestak-video/ Last updated: 2025-06-17T16:00:19.000Z --- ## More resources: [Game on: Get your sales team pumped with these 5 training competition ideas | SECDebbi Varela shares 5 creative ways to engage your sales reps in training sessions to improve and reinforce their skills.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-221.png)Sales Enablement CollectiveDebbi Varela![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social--Designing-a-sales-onboarding-program-from-scratch-2-1.png)](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ### The importance of sales enablement and operations leadership in the hotel industry URL: https://www.salesenablementcollective.com/sales-enablement-and-operations-in-the-hotel-industry/ Last updated: 2025-03-04T15:00:37.000Z The hospitality industry, particularly the hotel sector, has undergone significant changes and challenges in recent years due to a global pandemic, economic inflation, advancements in digital technology, evolving customer expectations, and an increasingly competitive market. To navigate these changes and achieve sustainable growth, hotels must focus on sales leadership. This article explores the roles and strategies that sales enablement and operations leadership play in driving success for hotels. ## Understanding sales enablement in the hotel industry [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) in the hotel industry involves equipping sales teams with the tools, resources, and training they need to effectively engage customers and close deals. It creates a systematic approach to enhancing the productivity and efficiency of sales representatives. Sales enablement provides the sales team with the right content and tools at the right time. This includes property information, promotional materials, case studies, and access to technology such as CRM systems that track customer interactions and preferences. [Continuous training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) is essential in keeping sales teams updated on the latest trends in hospitality, new product offerings, and sales techniques. This also includes training on soft skills such as customer service, negotiation, and relationship management, which are crucial in the hospitality sector. Leveraging [data analytics](https://www.salesenablementcollective.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) allows sales teams to understand market trends, customer behavior, and sales performance. This information helps in making informed decisions, optimizing sales strategies, and personalizing customer experiences. Data-driven insights can identify high-value customers and segments, allowing hotels to focus their sales efforts more effectively. [Designing a sales onboarding program from scratchDiscover how to create a successful sales onboarding program from scratch with the help of Neha Divakarla of VMWare.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-212.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social--Designing-a-sales-onboarding-program-from-scratch--1--3.png)](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) ## The role of operations leadership in enhancing sales Operations leadership in the hotel industry focuses on the effective management of hotel resources, including human capital, technology, and processes, to ensure seamless operations that support sales efforts. Successful hotels ensure that their sales and operations teams work in harmony. This means aligning sales strategies with operational capabilities to ensure promises made by sales teams can be delivered by the operations team. **For example**, if the sales team promises a specific guest experience or event setup, the operations team must have the resources and processes to fulfill those promises. Operations leaders play a critical role in optimizing processes to improve efficiency and reduce costs. Streamlined operations ensure that the hotel can consistently deliver on its brand promise, enhancing guest satisfaction and repeat business. This involves everything from housekeeping efficiency to inventory management in food and beverage services. Operations leaders must also focus on implementing the right technology to support both operations and sales. This includes - Property management systems (PMS), - Customer relationship management (CRM) systems, and - Revenue management systems (RMS). The right [technology stack](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) enables better data sharing between departments, enhances guest experiences, and allows for more effective sales strategies. [Building a tech stack: Where to start and how to progressMolly Sestak explores how the sales enablement tech stack evolves as the function matures from ad-hoc to strategic. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-213.png)Sales Enablement CollectiveMolly Sestak![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---building-a-tech-stack-1.png)](https://www.salesenablementcollective.com/building-a-tech-stack-where-to-start-and-how-to-progress/) ## Strategies for effective sales enablement and operations leadership To ensure that sales enablement and operations leadership contribute positively to a hotel’s success, several strategies can be employed. Fostering a culture of collaboration between sales and operations teams is crucial. Regular meetings and joint planning sessions can help align goals, share insights, and address challenges collectively. This collaborative approach ensures everyone is working towards common objectives, such as increasing revenue and improving guest satisfaction. Investing in regular training programs for both sales and operations teams is also important. Training should cover [job-specific skills](https://www.salesenablementcollective.com/the-4-rs-of-successful-sales-leadership/) and emphasize understanding each department's role and how they contribute to the overall guest experience and revenue generation. Investing in integrated technology solutions that enhance communication, streamline operations, and provide valuable insights is another strategy. **For example**, using a CRM system can help sales teams track guest preferences and past interactions, while a PMS can ensure that operations teams have all the necessary information to deliver a personalized experience. Regularly monitoring the performance of both sales and operations teams using [key performance indicators](https://www.salesenablementcollective.com/sales-enablement-kpis/) (KPIs) is essential. This includes metrics such as revenue per available room (RevPAR), guest satisfaction scores, and sales conversion rates. Data should be used to identify areas for improvement and adapt strategies accordingly. [RevOps meets enablement: The secret to building effective GTM strategiesUnlock the power of effective go-to-market strategies through the critical partnership of RevOps and enablement. From theory to revenue-driving reality.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-214.png)Sales Enablement CollectiveBill Ball![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/RevOps-meets-enablement-The-secret-to-building-effective-go-to-market-strategies--1--2.png)](https://www.salesenablementcollective.com/revops-meets-enablement-the-secret-to-building-effective-go-to-market-strategies-2/) ## Conclusion Sales enablement and operations leadership are critical components of a hotel’s strategy to drive growth and enhance guest experiences. By aligning these two functions and fostering a culture of collaboration, hotels can ensure they are well-positioned to meet the evolving needs of their guests and thrive in an increasingly competitive market. Embracing technology, investing in training, and focusing on data-driven decision-making will further strengthen a hotel’s ability to succeed in today’s dynamic hospitality landscape. 💡 Continue the converstaion... Join our [Slack community](https://www.salesenablementcollective.com/join-sec-slack/) of 10,000+ sales enablement professionals. ### Why enablement needs to speak CRO, with Gail Behun [Video] URL: https://www.salesenablementcollective.com/why-enablement-needs-to-speak-cro-with-gail-behun-video/ Last updated: 2025-06-17T16:03:05.000Z --- ## More resources: [Achieving alignment and gaining buy-in, with Brooke ColettiBrooke Coletti joins us on the podcast to discuss enablement stakeholders, alignment, and achieving buy-in!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-220.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Website_Meta-2-4.png)](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) ### Building the roads to strategic sales enablement URL: https://www.salesenablementcollective.com/building-the-roads-to-strategic-sales-enablement/ Last updated: 2025-02-25T15:00:03.000Z ## Back then (2016) It was 5:45PM on a Tuesday afternoon and I had just wrapped a long day of client meetings as the newly appointed post-sales rep for the expanding Las Vegas territory at the HCM tech company for which I was working. Fully prepared for the traffic that stood between me and a much-needed glass of wine, I hopped on I-215 W out of Paradise Valley, heading back to my hotel for the week in Summerlin. ![Photo of Cars on Street During Night Time](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/pexels-photo-3817871-2.jpeg) Image credit: Vlad Fonsark / Pexels As I merged onto the highway, I quickly realized I was one of very few people on this six-lane, 80mph, beautifully paved road. **Where in the world was everyone?** You see, I was a simple girl from Oklahoma City and if you’ve ever driven down I-35 or across I-40, you know that means I was very used to standstill traffic trying to get through the city due to construction on the highway – new onramp locations, expanded lanes, repaving that stretched for miles. > So what was going on? How does a town that houses just over 2 million people (not counting the 42.3 million that visited that year) keep their roads so calm? It’s pretty simple (in my independent opinion.) The suburbs of Las Vegas prioritized building their roads before they expanded their cities. They anticipated the continued boom of their suburbs and poured money into ensuring long-term efficiency and convenience for the residents. Maybe the mayor of Las Vegas took a drive through Oklahoma’s most buzzing metropolis and decided that the disruption of innovation after unanticipated growth wasn’t the future he wanted for his city. ## Today (2025) Fast forward nine years and a few career transitions later, I’m finding myself faced with similar challenges leading a [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) function. Instead of cities on the brink of continued population booms, it’s a company rapidly climbing the left side of the Adizes lifecycle. Instead of laying roads, it’s making decisions to define and document critical processes for a sales organization that is held to lofty and growing revenue goals year-over-year. *“…but Amy, aren’t those types of decisions up to the C-suite?”* I’ve heard from colleagues in the industry that “it’s better if my team stays in our lane,” or “quick fixes to problems are the things we get recognized (and paid) for, so why take the focus off that?” Well, after 10 years in the tech industry, I’ve yet to meet a Chief of Sales Enablement. It’s up to us to take ownership and help our senior leaders and C-suite sees the things they can’t always see from the top. [Making the shift from reactive to proactive enablementDiscover the importance of proactive enablement and how to move from a reactive approach to a proactive strategy for success. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-208.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Shifting-from-reactive-to-proactive-enablement----1--2.png)](https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/) ## Problems to Solve Too often, sales enablement leaders are focused on rising to the challenge of delivering solutions (and at times, short-term fixes) that meet a company where they are today: more effective lead qualification that increases YoY conversion by 13%, better negotiating tactics that reduce the length of the sales cycle by 17%, impactful [SKOs](https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/) that decrease regrettable attrition by 9% in the 2 quarters that follow. While those will forever be important problems to solve, I challenge those of us in the industry to put ourselves in the C-suite mentality and help our organizations plan roads before the city keeps getting any bigger. Our function has the opportunity to not only be an aspirin that eases the pain of today, but a vitamin that provides health for a future business health at the same time. 💡 Optimize your sales enablement processes with a range of custom templates. Become an [Insider member](https://www.salesenablementcollective.com/insider-membership-plan/) to gain access. ## Where to Begin Start by asking yourself a few introspective questions: ### 1\. How much of the strategy I’m working to execute is based around asks from other people? If 50%+ of your roadmap is intake-based, there’s a high likelihood that your impact is coming from putting out fires that others have created and/or recognized. Will your CEO care more that you’re building [training programs](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) to solve attainment issues caused by bad hires, or that you’re partnering with your recruiting team to develop a competency framework that aids them in hiring top talent that produces results 25% faster, contributing to the bottom line? Try to keep your intake line items closer to 25%. After all, “helpful” shouldn’t be the brand your team carries, that’s simply a positive side-effect of being a trusted advisor and enacting real, lasting change. [Six questions every enablement practitioner should be asking | SECNobody can predict the future. But that doesn’t mean you can’t prepare for it. Be prepared for the future of enablement with this from Highspot.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-209.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/clark-young-KWnBLk_S_fg-unsplash-2.jpg)](https://www.salesenablementcollective.com/six-questions-every-enablement-practitioner-should-be-asking/) ### 2\. If I had the opportunity to pause sales quotas for 90-days and have complete attention from sales reps and managers, what are the first 3 things I would implement? Ever think to yourself, “if ONLY we had a consistent [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) that we could train to?” or “if ONLY we could get our 350 reps in one room with no distractions to run roleplay workshops around our top 5 objections in the closing phase?” **Guess what?** If you’re not thinking about this, it’s likely **no one is.** - Your sales managers are focused on what’s going to get the deals closed this week. - Your upper management is focused on the month. - Your C-suite is thinking about next year’s projections for the board of directors. There’s often a gaping hole in the 6-12 month visionaries. What if instead of asking for a 2-day SKO once a year to drive engagement, you showcase the ROI of a 3-day SKO three times a year with clear agendas to take a bite out of the roadblocks that you hear about on your company WBR? Put it on your annual plan. Demand it and take the time to showcase the tradeoffs. [Sales Kickoffs: More than just a New Year’s resolution \[Video\]Discover the common pitfalls of planning a successful SKO as a sales enablement leader, and how to overcome these issues early from 2 experts.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-210.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/The-secret-to-stress-free-sales-kickoffs-1.png)](https://www.salesenablementcollective.com/stress-free-sales-kickoffs/) ### 3\. Who do I need on my team to make #2 a reality? This includes 2 different ‘teams’; 1) your team of direct reports and 2) your internal network. First, there is a high likelihood that you came into your [team structure](https://www.salesenablementcollective.com/sales-enablement-team-structure/) as it exists today. Sure, maybe you’ve made a few staffing changes, but have you thought about how you’d build your team to support your vision if you could build it from scratch knowing what you know now? If you’re panicking because you think I’m suggesting getting rid of your current staff, take a breath. We tend to underestimate people’s ability to drive fresh impact, just like we often underestimate ourselves. Start by defining the roles that you would want filled, then figure out who needs to fill that seat. Second, I’d argue that expanding our internal network of cross-functional partners is more valuable than expanding our teams. “Enablement” is a broad scope and chances are, there are a lot more people who are focused on enabling your sales team than you know today. Find them, build trust, align with their goals, add value to the work that they’re doing, and then invite them to add value to yours. ## In summary So, am I suggesting that sales enablement professionals at growing companies are like the mayors of booming cities? That we should own the plans to pause and build the roads before the cities continue to expand? I’ll leave that for you to decide, but I’d argue if we all commit to dreaming big and starting small, there’s a world where sales enablement can craft the roadmap for future revenue growth. Let’s all aim to bring a bit more “vitamin” to the “aspirin” game of sales enablement and not just earn a seat at the table, but position ourselves for other people wanting to sit at ours. [How strategic enablement increases sales effectivenessHighspot’s in-depth framework for strategic sales enablement success, leading you to consistent execution and positive business outcomes![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-211.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-plays-1-3.png)](https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness-3/) ### Sales Enablement Summit, Austin 2025 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-austin-2025-ondemand/ Last updated: 2025-02-27T14:25:07.000Z Join us for every session from Sales Enablement Summit Austin, including talks from Microsoft, JLL, Google, Oracle and more. _This post is for paying subscribers only._ ### Best story wins: How to master sales messaging URL: https://www.salesenablementcollective.com/how-to-master-sales-messaging/ Last updated: 2025-02-21T14:00:29.000Z *This article comes from *Tim Pollard*’s insightful talk at our *Chicago 2024 Sales Enablement Summit*. Check out his*[ **full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-chicago-2024-ondemand/?%5Fgl=1%2A16a6cc6%2A%5Fup%2AMQ..%2A%5Fga%2AOTk4NTE1Nzg5LjE3NDAwNjQ1ODg.%2A%5Fga%5F3EF659S2DL%2AMTc0MDA2NDU4OC4xLjEuMTc0MDA2NDYyNy4wLjAuMA..&wchannelid=ai7sehb1tj&wmediaid=4h5jhe7nnt) *and our wealth of*[ **OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/)*.* --- Let’s talk about [messaging](https://www.salesenablementcollective.com/product-messaging-framework-template/). More specifically, let’s talk about why so many sales teams struggle to tell their story in a way that actually wins deals. It’s not just a minor issue—it’s a **major problem**. As solutions become more complex, customers give us less and less time, and distractions pile up, delivering a compelling message has never been harder. Virtual meetings make it worse. Attention spans are shrinking. Buyers are more overwhelmed than ever. And when messaging goes wrong, it costs you deals—deals you *should* be winning. But here’s the good news: this isn’t just a problem. It’s an **opportunity**. I’d argue that messaging is the most underappreciated lever in [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/). Getting it right can dramatically improve your win rates in ways very few other initiatives can. And the best part? Messaging isn’t some innate talent—it can be learned. Let’s break it down into three simple parts: 1. What’s going wrong with messaging today? 2. How do you fix it? 3. What kind of results can you expect when you do? ## **Where sales messaging goes wrong** There’s a principle in [storytelling](https://www.salesenablementcollective.com/4-key-presentation-tips-how-to-use-humor-and-storytelling-to-transform-your-sales-training/) that comes from Tolstoy’s *Anna Karenina*: “Happy families are all alike; every unhappy family is unhappy in its own way.” Sales messaging is exactly the same. Sales conversations fail for countless reasons. But when they succeed, it’s for a small number of consistent and predictable reasons. So, what are the ways messaging typically goes wrong? Broadly, they fall into two buckets: 1. **Message design (what you say)** – the actual content of the story you’re telling. 2. **Message delivery (how you say it)** – how effectively you execute that conversation. Let’s dig into these. ### **The three biggest messaging mistakes** **1\. Too much information** We cram *way* too much into our [sales decks](https://www.salesenablementcollective.com/pricing-strategy-policy-slide-deck-framework/) and [pitches](https://www.salesenablementcollective.com/how-to-make-virtual-sales-pitches-as-effective-as-face-to-face/). It happens for good reasons. We want to be thorough. We want to cover every angle, every feature, every benefit. But the result? [**Cognitive overload**](https://www.salesenablementcollective.com/the-importance-of-reducing-customer-cognitive-load/). How many times have you been in a presentation where you checked out by slide 10—knowing there were still 40 more to go? Buyers experience the same thing. The reality is, the human brain has limited bandwidth, especially in virtual settings. Overloading prospects with information makes them disengage. If they disengage, the deal is already slipping away. **2\. An unclear value proposition** After a sales conversation, a buyer should walk away knowing two simple things: - What problem of mine are you solving? - Why do you solve it better than anyone else? Yet most messaging buries these answers under a mountain of slides, jargon, and details that don’t matter. If the buyer can’t immediately articulate the [value](https://www.salesenablementcollective.com/value-based-selling-taking-the-fear-factor-out-of-cold-calling/), you’ve lost them. **3\. No logical narrative flow** Messaging often lacks a clear, logical story. Without it, buyers can’t follow the conversation, let alone retell it later when they have to convince their colleagues. Think about reading *Lord of the Rings* out of order—it would be impossible to follow. Yet that’s exactly what we do when we present jumbled, incoherent messages to prospects. **The most overlooked sales problem: Retellability** Here’s the real kicker: sales are won and lost in a meeting you don’t attend. Your buyer isn’t the sole decision-maker. After your sales call, they have to sell your solution internally to their team. And that’s where most deals fall apart. If your messaging isn’t crystal clear, if it’s not easily retellable, your champion won’t be able to effectively pitch it in the next internal meeting. So the real test of your messaging isn’t whether it sounded great when you presented it. It’s whether your buyer can retell your story later, without you in the room. This means you need a retellability strategy—a way to ensure your message survives the second meeting. ## **How to fix your sales messaging** Let’s dive into the seven hallmarks of a great sales message: ### **1\. Simplicity and clarity** Great messaging is crisp, clean, and simple. It’s not about saying everything—it’s about saying the *right things*. Every great sales message should fit on four panels or less. If you need more than that, your message isn’t disciplined enough. ### **2\. Rooted in the customer’s problem** Buyers don’t care about your solution until they fully understand their problem. Lead with the problem. Linger on it. Spend a third of your conversation here before you even mention your product. ### **3\. Framed around big ideas, not features** Buyers don’t remember lists—they remember big ideas. Instead of listing features, frame your [value proposition](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/) around 2-3 core insights that drive action. [Value proposition templateCraft clear and compelling statements that communicate the benefits of their products or services.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-218.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market-1.png)](https://www.salesenablementcollective.com/value-proposition-template-framework/) ### **4\. Engages both logic and emotion** Facts alone don’t persuade. Stories and visuals make ideas memorable. Example: Instead of saying, “The Toyota Tundra can tow 8,000 pounds,” show a picture of it towing the space shuttle. That sticks. _This post is for paying subscribers only._ ### Buyer enablement: What is it and why is it important? URL: https://www.salesenablementcollective.com/buyer-enablement/ Last updated: 2025-02-19T14:36:28.000Z ## What is buyer enablement? Buyer enablement empowers buyers in the same way sales enablement empowers sales reps. Because empowering people is what enablement is all about. Giving them the tools they need not just to succeed, but to *flourish.* Salespeople like feeling informed and knowledgeable, so they can provide a great experience to prospects. Why not take that empowerment to the next level? That’s what buyer enablement aims to do. Enablers arm *buyers themselves* with the information they need to make informed buying decisions. With the right buyer enablement content, you'll warm prospects up and earn their trust before they ever speak to a sales rep. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/toasty.webp) **The real value of buyer enablement is in warming prospects up before they ever speak to a sales rep.* ## Why is buyer enablement important? Buyer behavior is changing. Nowadays, your average B2B buyer acts much like *you* do when you shop for yourself. Let’s say you need a new fridge. You’ll do your *own* research. You’ll look up the various brands, and how they compare. Modern B2B buyers? They do the exact same thing. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/buyer.webp) **The modern buyer researching your solution before they've even spoken to a sales rep.* By the time your rep is actually speaking to the buyer, their customer journey is well underway. Today, reps aren’t the first point of contact. You need to adapt to this change. Brett Trainor, Founder, The Corporate Escapee, [summed up this need for buyer-centricity](https://www.salesenablementcollective.com/ama-sales-enablement-vs-buyer-enablement-with-brett-trainor-founder-general-partner-iquipt-ventures/): > “The biggest shift needs to come from the sellers. In my experience, buyers don't care about MQLs, opportunities, or pipelines. They just want a frictionless process to buy your product when they are ready”. --- [Mapping the customer sales journey: Making sales buyer-centric | SECMapping the customer sales journey allows you to see touchpoints in a more meaningful context - learn to empower your sales reps with these maps here!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-216.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1519885277449-12eee5564d68-3)](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) --- ### Why buyer enablement is the answer You have to understand a [buyer’s preferences](https://www.salesenablementcollective.com/11-things-to-do-if-youre-serious-about-selling-more-sales-saas-from-a-buyers-perspective/) before, during, and after they buy. At least, you do if you want to give them a great experience. Remember that saying: No one likes to be sold. But everyone *loves* to buy. Your buyers have likely already done their research on both you and your competitor’s features, as well as having asked their peers for advice, before you talk to them. They don’t need a seller to rattle off a list of features. They already know what they are. Modern buyers want *more*. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/SEC_Testimonial_Template_.png) ### What more could they want? If your sales reps aren’t just there to give buyers a list of features, and get them to hand over their company card details, what are they there for? Adopting a buyer enablement mindset means turning your sales reps into subject matter experts (SMEs). Ones that can help buyers solve their pain points. As an informed SME, sellers can *help* their prospects navigate all the information available today, rather than just sell to them. It’s this shift from selling to *helping*. that engages the prospect while building trust and rapport. Good buyer enablement, then, involves putting yourself in the prospect’s shoes. Understand your prospects and what they want from the buying experience. **The ways you’ll actually carry this out are twofold:** 1. **Equip your reps** with the tools and knowledge to give prospects what they want. 2. Create buyer enablement content to **help buyers** before they’ve ever spoken to a rep. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/sucker.gif) **The business who helps their prospects the most, wins.* ## How buyer enablement ties in to the buyer journey **Picture this:** You get a call. It’s your work number. You pick up and realize… Sales call. You look at your crazy to-do list. You sigh. What’s your first instinct? It’s to hang up. The used car salesman stereotype is not a positive one, and unfortunately, sales as a whole often gets painted with this same brush. A prospect’s first instinct when they don’t recognize your brand name is to hang up, too. ### How to get prospects to look forward to hearing from your sales reps So how do you, as an enabler, get prospects to *look forward* to hearing from your sales reps? Here’s the answer:You have to actually *help* them solve their problems*.* Big problems, that represent real *pain*. But first, you have to get your foot in the door. Which means you need to communicate with them in a way that’s *zero pressure*. (And if you can position yourself in their peripheral vision before they even know they have a problem, that’s even better.) ### The six stages of the buyer journey Remember the stages of the buyer journey: - Awareness - Consideration - Interest - Preference - Validation - Purchase ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/Dreyfus-Model-of-Skill-Acquisition.png) Most sales reps will only have any luck speaking with those in the *latter* half of the journey. Buyers in the first half? They’ll probably be against speaking to anyone at all. But once they’re aware they have a problem, and are thinking about solutions, they’ll start to become interested in *learning more*. And “*learn more”* just happens to be a phrase you’ll see on call-to-action and opt-in buttons everywhere. And this is exactly what these prospects will start to do. They’ll start telling you, “Hey! I’m interested in your stuff!” This makes for *way* easier sales conversations. ### Good buyer enablement content does this… The right content can even help prospects become aware they have a problem in the first place. So, strong buyer enablement will *warm prospects up.* It’s like grabbing buyers by the scruff of the neck and moving them through the buyer journey until they’re screaming to buy. At the same time, by solving their problems, and leading them through the stages of a complex buying process, you earn your prospects’ *trust*. This helps your salespeople get a foot in the door. When the prospect is ready, they’ll hear, “Hi, I’m calling from X”, and they’ll actually be *happy* to hear your org’s name. This is where you want to be, and this is exactly where buyer enablement can get you. ### Buyer enablement helps solve buyers’ jobs-to-be-done Let’s get practical. Gartner performed some research that identified six main buying “jobs”: 1. Problem identification 2. Solution exploration 3. Requirements building 4. Supplier selection 5. Validation 6. Consensus creation ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/6-styles-of-leadership-1.png) These are the six things that B2B buyers need to get done before they can make a purchase. But notice, *these aren’t simple things*. Even identifying the core of the problem can be tricky. Exploring potential solutions involves figuring out exactly what you need, as well as what you explicitly *don’t* want. You have to talk to people, gather information, and trawl websites for answers. Read through the above list again. Ask yourself, if you had to solve each of these problems, what would help? A trusted advisor at each stage would be a great start. And information you trust that helps you solve each problem would be great, too. If you accept Gartner’s jobs-to-be-done model of the B2B buying process, then, solving each of these issues for your buyers becomes the *roadmap* for doing good buyer enablement. ## Benefits of buyer enablement ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/SKO-speaker--1-.png) ### 1) Boosts trust Buyers can perceive sales reps one of two ways: 1. The untrustworthy used car salesman 2. The solver of their problems As an enabler, there’s a lot you can do to help your reps be the savior. The first is to *helpfully* insert yourself into the buyer’s journey as early as possible. But (and this is crucial) – your approach needs to be: *No Pressure*. Everyone hates a conditional favor, after all. (We all remember that one friend from college who would wash your two dishes before you could get to them, then expect you to do the same for their mountainous pile of pots and pans.) 💡 ****Note:** This is a long-game tactic, and it can be hard to get leaders to invest in long-game tactics. You really do need to provide value with zero expectation of anything in return. But get this right, and you’ll reap the rewards. Offer genuine *value* to your buyers, and they’ll begin to trust you and your brand more and more. ### 2) De-risks the purchase As buyers move through the buyer journey, they start to want to understand the risks and opportunities involved in the buying process itself. Lack of knowledge means uncertainty, and uncertainty represents risk. Give your buyers all the information they need to make their buying decision (even if that means realizing yours is not the right solution for them). Do this, and you’ll capture all the prospects for whom your solution *is* the best. Also, by strengthening your prospects’ understanding and de-risking the purchase, you make it far less likely that any buyers will sit on the fence and do nothing. (You can also use other content to emphasize the risks involved with *not* taking action – a classic marketing trick.) ### 3) Easier, faster stakeholder alignment One of the most challenging parts of buying some new piece of B2B tech is stakeholder alignment. In Gartner’s jobs-to-be-done framework described above, it’s the final hurdle: *Consensus creation*. If just one person in the buying committee blocks the decision, it’s game over for the purchase. Not good. Use buyer enablement to help your point of contact achieve that alignment from earlier on in the buyer journey. Your chances will improve dramatically. As with de-risking the purchase, you also reduce the chances that your buyer sits on the sidelines and does nothing. If they think it’ll be impossible to get a crucial individual’s sign-off on the deal, they may not even try. But if you can build enough goodwill with helpful and impressive buyer enablement to get everyone in the committee on board early, you speed up the part of the buying process where many deals get stuck. ### 4) Stronger customer loyalty The benefits of good buyer enablement don’t stop with an easier sale. The customers you win (and even some that you don’t) will speak highly of you because of your willingness to help, and because of the stress your guidance plucks from their shoulders. As a result? Don’t be surprised when your customers become advocates and ambassadors for your brand. Also, expect to improve your churn and retention rates. More loyal customers means you have more leeway when things go wrong before people consider jumping ship. And, customers will want to stick around longer, and may even be more interested in doing favors for you. Including taking part in customer research surveys and interviews. ## What is buyer enablement content? Buyer enablement content is the stuff you use to help buyers before your reps get to them. It’s most relevant in the earlier stages of the buyer journey, when you’re still warming prospects up. (But it can be useful later on, too. Recorded product demos, for example.) Buyer enablement looks a lot like modern marketing. You create lead magnets that are *actually useful* for your prospects. This *is* your buyer enablement content. You solve the specific problems your prospects *actually have,* to build trust and offer value before revealing your core offer. --- [What is sales enablement content?In this article, we’re going to be focusing on sales enablement content, both internal and external-facing, and how to make it great.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-215.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_content_strategy-2.jpg)](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) --- ### Types of buyer enablement content Here are some useful types of buyer enablement content: - Calculators - One-off free consulting sessions - Bespoke recommendations - Guides on what prospects need to know at various stages of the buying process - Sales demos - Case studies and customer reviews Other types of content will, as neutrally as possible, aim to help buyers understand the buying landscape. That means objective buyer’s guides on one solution versus another. 💡 ****Note:** This is difficult to do well, because content that disparages competitors is easier to dismiss as biased. ### Enablement content example As an example, consider a guide aimed at helping buyers choose a CRM. Buyers feel uncertainty, and uncertainty means risk. They’re worried about not considering some crucial aspect. What features do they definitely need? What can they safely overlook if they’re pressed for time? You can put together a buying guide called, “10 things enablement leaders need to know before switching CRM.” Or, to target those even earlier in the buyer journey, you could develop a calculator that calculates how much money they could be losing as a result of some specific pain point. (For example, the cost of pulling 30 reps into an hour-long training session, versus the cost-savings of using an AI-powered LMS that delivers tailored training sessions to reps’ specific weaknesses.) ### Why buyer enablement content matters Also, let’s be real. Sales is not a well-trusted profession. (Remember your first instinct when you get a cold sales call…). Buyer enablement content is low-pressure. That’s why it works. Buyers feel you’ve helped them – *genuinely* helped them, without pressure or expectations. By the time they speak to a salesperson, they’re *ready* to be sold. They trust your brand, and this helps your sales reps get their foot in the door. With content, there’s no one on the other end of the phone, waiting for you to pay up. There’s just you and a PDF, or an online calculator, or a set of recommendations based on your answers to a quiz. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/car_salesperson.gif) **Pushy salespeople push prospects away. Use buyer enablement to earn their trust and bring them on-side.* ## How to implement a buyer enablement strategy ### Understand your buyers This is one of the most basic steps you can take, but it can make a significant impact. You already know all about [buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), but take yours to the next level and understand *everything* there is to know about your target buyers. That means understanding their buying process too, not just their pain points. Learn what their ideal customer journey looks like, as well as how they want sellers to interact with them, and incorporate that into your personas. Here are some broad buyer categories to help: **Types of buyers** - **The economic buyer** - Concerned with the financial ROI of your solution - **The technical buyer** - Concerned with technical aspects and product security - **The advocate buyer** - Already bought into your solution. Advocates for its adoption in their org, and aids your reps. - **The user buyer** - Will use the product day-to-day as an end user. Evaluates features and ease of use. - **The operations buyer** - Concerned with how well the solution will integrate with their existing tech stack. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/Building-a-GTM-enablement-function-1.png) Understanding which type of buyer you’re speaking to can help you anticipate their needs, and enable them in the right ways. ### Streamline the prospect’s experience Buyers have a lot on their plate when it comes to completing a purchase. There’s the needs-assessment, researching suppliers, getting buy-in from all the relevant stakeholders... It’s time-consuming. How can buyer enablement make a difference here? **Firstly,** reps can streamline every interaction. For example, they can leave a meeting scheduling link in their email signature. This avoids wasteful back-and-forth as you organize dates. **Secondly,** you can make it easy to contact the business. Provide email addresses, phone numbers, LinkedIn profiles, Slack channels… Let prospects reach you via the platforms they *already* use. If a prospect can’t engage with you easily, they’ll give up and go elsewhere. **Thirdly,** listen. Listen to your buyers’ concerns, requests, and queries. If you can help with anything they say, do so. Too many sellers are just there to pitch. If yours can make the buyer’s journey as easy as possible by helping them, your org will stand out from the crowd. ### Add value to every interaction with engaging content You can’t just pitch to a prospect and be done with it. To achieve the best results, you have to **give value** in every interaction with your buyer. Make sure the content your prospects see is just as valuable and thought-out as the [internal material](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) your reps receive. You can add tons of value with content that both simplifies the prospect’s buyer journey *and* enhances it. Whitepapers, informative videos, and templates are useful and worthwhile to any buyer. They enhance the buyer’s experience, regardless of whether the interaction ends in a sale or not. Your potential sale revolves around meeting the prospect’s needs. So put yourself in their shoes and ask, “What does this buyer want?” ## How to measure buyer enablement When it comes to measuring success, many of the typical enablement measures of success apply. These three metrics are excellent topline stats for reporting and tracking: - Sales win rates - Sales cycle length - Average order value But there are more metrics you might want to bear in mind: **Average conversation duration on first contact** If your buyer enablement content successfully warms prospects, then reps’ first conversations should be with warmer leads. This should lead to longer conversations, and a more enthusiastic, interested buyer. (You can track this as a qualitative metric by speaking to your reps and gauging how enthusiastic buyers are on first contact.) **Content engagement and adoption rates** How useful is your content? Are people using it? Although it’s true that you’ll sometimes create content for sellers aimed at helping them become better buyer enablers, bear in mind that this stat largely relates to whether *customers themselves* are downloading and using your content. ## Summary B2B selling has evolved. Buyers want to inform themselves, on their own terms, before they speak to a salesperson. Help them do this by producing content that guides them through the buyer journey in a way that’s low-pressure. Solve their problems for them, and you’ll provide real value and generate goodwill early on. In summary, if your sellers can add real value to a prospective buyer’s experience, while simultaneously empowering them to make an informed decision, you’re likely to see success. --- ## Looking for next steps? Don't worry, a few clicks are all that separate you from discovering: - Exactly what sales enablement is (and what it’s not), so you can start doing it the right way. ✅ - The five core pillars of sales enablement (plus a special bonus pillar that’ll help you to work faster and more efficiently). 🔑 - A simple-to-understand mental model of the sales enablement function, giving you clarity and confidence as you navigate enablement challenges. 💡 Discover the pillars now. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Core_Pillars_Report_Cover--1--1.png) --- ### How manager enablement can boost sales rep performance URL: https://www.salesenablementcollective.com/how-manager-enablement-can-boost-sales-rep-performance/ Last updated: 2025-02-18T16:03:57.000Z The concept of manager enablement has been creating a buzz in the [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) landscape. The approach seeks to improve the capabilities of sales managers with the ultimate goal of improving overall sales team performance. By providing training and support to managers, enablers can entrust some of the coaching and training of sales reps to these empowered managers. ## What is manager enablement? Manager enablement is the process of providing managers with the [training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/), tools, and resources they need to be successful coaches and leaders within your organization. This training program allows managers to be more successful at building relationships with their direct reports and builds their soft skills in coaching, providing feedback, and empathetic problem-solving. Oftentimes, HR or the people function will provide managers with generic training, leaving sales managers without the sales-specific training skills they need. That’s why more and more sales enablement teams are turning their attention to manager enablement as part of their wider enablement strategies. [3 ways to create an effective sales coaching programDiscover three ways to implement an effective sales coaching program in your organization. From gaining buy-in, facing uncoachable reps to choosing a framework.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-201.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/3-ways-to-create-an-effective-sales-coaching-program-1.png)](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) ## Why is manager enablement important? There are a ton of benefits to implementing a manager enablement program in your organization, let’s discuss some of the key benefits. ### Effective use of resources As enablement budgets get tighter, teams must find ways to do more with less, and manager enablement is a great way to rapidly increase sales rep productivity and success with one small program. By focusing efforts on sales managers, enablement teams can train their managers to become influential sales coaches and advocates for training programs, while improving their communication skills. Sales teams get: - More effective managers who have the confidence to coach their direct reports and encourage them to undertake training. - Sales reps with more support and feedback from their managers, meaning they can improve their skills and productivity regularly (without enablement-led training). This leads to continued improvements in sales performance and frees up time and resources for the enablement team to work on new initiatives. [How to ask for money: getting enablement the budget it needsAdriana Romero, Jill Emerick & Rodrick Gibson, outline proactive strategies for requesting budget on new sales enablement initiatives, as well as examining the changing role of sales enablement in the modern age.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-202.png)Sales Enablement CollectiveAdriana Romero![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1582281171754-405cb2a75fb1-1)](https://www.salesenablementcollective.com/how-to-ask-for-money-getting-enablement-the-budget-it-needs/) ### Train accidental managers How many sales reps get promoted to leadership simply because they’re good at selling? A lot, right? These managers are classed as “accidental” managers as they were promoted due to excellent performance as an individual contributor, and not necessarily because they have strong leadership skills. This is fine in theory, but if you don’t equip that manager with the tools necessary to lead and coach effectively, they might not become the great leader you imagined. Manager enablement programs can help bridge this [skills gap](https://www.salesenablementcollective.com/designing-a-sales-competency-program/) between individual contributors and managers in your team to ensure your new managers are supported and successful. **Molly Sestak**, Business Transformation Lead at Sedna, puts it best: > “Most managers are high-performing reps who got promoted, so many of them don’t know what they need to do to be effective managers. Making sure there are clear expectations on how much time they are spending on coaching and training, 121s, etc. is crucial.” ### Improved sales productivity With increased support and better performance management tools, sales managers can spend more time guiding their teams, approving terms, or working towards their own quotas. Meanwhile, sales reps will receive an increased level of support and guidance from their supervisors, meaning they are better equipped to generate leads, talk to prospects, and win deals. ### Increased employee satisfaction It’s not rocket science, when sales managers and sales reps are more supported they’re more likely to enjoy their jobs, thrive in their careers, and be satisfied with your organization. Plus, research shows happy employees are up to [**17%**](https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx) more productive and [**five times**](https://www.interaction.uk.com/insight/articles/employee-happiness/) more likely to stay with their current employer. [Building a sales coaching culture in your organization \[Video\]Join three expert enablement leaders as they dive into the world of sales coaching, and how to coach sales reps to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-203.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Building-a--coaching-culture-in-your-organization-1.png)](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) ## 9 ways to enable sales managers Without any further ado, let’s explore some ways you can implement manager enablement in your organization. ![9 ways to enable sales managers 1. set clear expectations 2 design a training program 3. craft lessons and resources 4. remove blockers 5. listen and empathize 6. utilize technology 7 run skills workshops 8. find their leadership style 9. facilitate idea sharing](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/enable-sales-managers.png) ### 1\. Set clear expectations Becoming a first-time manager is an exciting and challenging jump in a salesperson’s career. First-time [managers](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) will have had a range of experiences with their direct managers in the past, so they may have some sense of what good or bad leadership looks like, but they’ll need guidance on what’s expected of them in their new role. That’s why it’s important to set clear expectations with new managers, so they can thrive, and coach their direct reports to success. Things that may seem obvious to you or more experienced managers, may not be to a newly-appointed manager, breakdown: - How long 121s should be - What training and coaching is expected - How to use performance management technology - How performance reviews work and what’s expected - How to raise a concern further up the chain Molly also suggests “providing them with frameworks on how team meetings and 121s should be run.” ### 2\. Design a training program An important element of manager enablement is creating a structured training program that can be tailored to the managers on your sales team. This should be a similar process to designing a training program for sales reps. You’ll need to: 1. Select a goal your program will achieve 2. Decide on the audience for your program (eg. new managers, mid-level managers, or experienced managers) 3. Create the syllabus and resources for the course 4. Decide the timeline and method of training 5. Gather feedback and refine the program While designing a manager training program it’s important to keep in mind how the needs of a manager differ from a sales rep. For example, instead of teaching sales skills, you might instead teach managers how to coach sales skills to their reps. [How to build a sales enablement program from the ground upStephanie Cwynar shares the actionable, four-step framework she used to build up her sales enablement team for success and drive a positive culture.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-204.png)Sales Enablement CollectiveStephanie Cwynar![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/jamar-penny-ZgmGq_eFmUs-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/how-to-build-a-sales-enablement-program-from-the-ground-up/) ### 3\. Craft lessons and resources Another way to enable managers is to provide them with resources and content they can use to improve their leadership and streamline their admin tasks. These might be templates for performance reviews, guides for onboarding, or as Molly suggests, “providing them with grab-and-go lesson plans and [games](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) for coaching and training.” Again, it’s important to think about what a manager needs to be successful, and what elements of admin or coaching might take up the most time. Then you can create templates, guides, and resources that target those areas. > Think about it: If a sales manager has to plan out coaching sessions alongside selling their own deals, they’ll be less likely to effectively coach their direct reports. By providing the frameworks and structure of these tasks, you’ll streamline the process and incentivize managers to support their reps. ### 4\. Remove blockers > “When managers say they don’t have time to coach/train, ask them what’s blocking them from having the time, and remove those blockers.” – Molly Sestak Removing blockers from sales managers is a huge element of effective manager enablement. You can provide as much training and resources as you like, but if your managers don’t have time to spare, they can’t provide sufficient coaching to reps. Don’t run in and start “unblocking” things on a whim. Take some time to talk to your managers, empathize with them, and identify shared challenges. Try this three-pronged approach to get a wide overview of the problems: 1. Use an anonymous survey to gather everyone’s pain points in a way that feels safe. 2. Gather the common themes and present them as a discussion point at a sales manager meeting. Hopefully, this brings up a deeper insight into the challenges. 3. Then speak to a few managers one-on-one to learn more about the challenges and how they’d suggest resolving them. After this research, you should have a few ideas of where to remove blockers in the sales management process. [“Partnerships with sales managers require listening and trust-building”, Gillian WhiteGillian White joins us on the podcast to discuss all things sales enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-206.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Copy-of-SEC_Innovation_Podcast_-11.png)](https://www.salesenablementcollective.com/partnerships-with-sales-managers-require-listening-and-trust-building-gillian-white/) ### 5\. Listen and empathize Even with all the interviews and research you’ve done so far, your sales managers may still not feel heard. Sometimes it’s not all about solve, solve, solve – your managers may just need someone to listen and empathize with them. Maybe you could set up a peer support group, where managers are allocated a ‘buddy’ where they can check in with each other, let out frustrations, and feel seen without judgment. Or maybe you could regularly check in with the sales managers and see if they’re okay. A simple check-in and offer of support can go a long way. ### 6\. Utilize technology New managers will be using new [tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) to help them manage their new responsibilities, such as performance management software. This means they’ll need training on the best practices of this tool and support to fully adopt it into their new workflows. If the technology at your organization is outdated or inefficient your sales managers will be unlikely to adopt it, even if it’d make their lives easier in the long run. While this aspect of your organization’s tech stack may not be within sales enablement’s control, it’s still important to flag to HR or leadership if it’s causing problems. Your team can also explore how automation and [AI](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) could support managers with repetitive or time-consuming tasks. [Building a tech stack: Where to start and how to progressMolly Sestak explores how the sales enablement tech stack evolves as the function matures from ad-hoc to strategic. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-207.png)Sales Enablement CollectiveMolly Sestak![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---building-a-tech-stack.png)](https://www.salesenablementcollective.com/building-a-tech-stack-where-to-start-and-how-to-progress/) ### 7\. Run skills workshops To increase new sales managers’ confidence you can run leadership skills workshops with practical activities and even some guest lectures on leadership. These practical skills workshops may cover some key elements of leading reps, such as practice coaching scenarios, discussing how to provide constructive feedback, and how to handle performance review conversations. You may even run a session on how to inspire and motivate sales reps through effective leadership. These sessions may be used as part of a new manager onboarding program, as standalone workshops, or as part of your annual [SKO](https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/). ### 8\. Find their leadership style Every manager has their unique approach to leadership, often referred to as their leadership style. Helping your managers find their style and explore different ways they can lead will bolster their confidence. [Harvard Business Review](https://hbr.org/2024/04/6-common-leadership-styles-and-how-to-decide-which-to-use-when) outlines six styles of leadership: 1. Coercive leadership style, which entails demanding immediate compliance. 2. Authoritative leadership style, which is about mobilizing people toward a vision. 3. Pacesetting leadership style, which involves expecting excellence and self-direction. 4. Affiliative leadership style, which centers around building emotional bonds. 5. Democratic leadership style, which involves creating consensus. 6. Coaching leadership style, which focuses on developing people for the future. ![Harvard Business Review outlines six styles of leadership: Coercive leadership style, which entails demanding immediate compliance. Authoritative leadership style, which is about mobilizing people toward a vision. Pacesetting leadership style, which involves expecting excellence and self-direction. Affiliative leadership style, which centers around building emotional bonds. Democratic leadership style, which involves creating consensus. Coaching leadership style, which focuses on developing people for the future.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/6-styles-of-leadership.png) Each with its own pros and cons, depending on the situation. Educating your sales managers on these leadership styles will allow them to select the right approach to a situation while maintaining their individual style. As Molly says, “You should teach managers about leadership styles, help them find theirs, and how to improve or adjust depending on their reports’ needs.” ### 9\. Facilitate idea sharing Finally, let sales managers coach and learn from each other – at the end of the day you’re not a sales manager, so they might not always trust your advice. By facilitating a way sales managers can talk to each other, share wins and challenges, and brainstorm solutions you can empower your leaders with very little input. This could look like: - Setting up a regular sales management meeting to discuss being a manager (rather than quotas and forecasts) - Creating a Slack channel for managers to share ideas and collaborate - Networking or social events for the sales managers (virtual or in-person) If one manager has a problem, there’s a good chance at least one other manager has faced that challenge in the past – making collaboration so important for effective management teams. > “Find the examples of good and showcase them. > “I've found sales managers like to hear from each other vs only enablement. We can facilitate, but it's sometimes more impactful getting them to share ideas.” > – **Annabel Hosking**, Sales Enablement Manager at LexisNexis Risk Solutions ## Networking beyond your org... Connect with thousands of sales enablement professionals like Molly and Annabel in our dedicated Slack community. [Sign up](https://www.salesenablementcollective.com/join-sec-slack/). Or join us in person at a Sales Enablement Summit near you - find your nearest [summit](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/). ### Revenue enablement vs revenue operations (RevOps): What’s the difference? URL: https://www.salesenablementcollective.com/revenue-enablement-vs-revenue-operations-revops-whats-the-difference/ Last updated: 2025-11-21T13:10:45.000Z While revenue enablement and revenue operations (RevOps) have similar-sounding names, similar overall goals, and often collaborate together - how each team operates to meet that shared objective is different. Understanding what separates the two functions can be the difference between achieving your organizational goals, and not. ## What is revenue enablement? [Revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) is a strategic function dedicated to supporting all revenue-generating teams to help them perform efficiently and effectively. That includes sales, marketing, customer success, and product. An evolution of [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/), revenue enablement teams give revenue-focused teams the **resources, tools, and** **training** to succeed in their roles and provide an excellent, synchronized experience at every step of the customer’s journey. Revenue enablement’s strategic goal is to align the tools, resources, and training provided to these revenue teams to ensure that no one team is siloed, and that everyone is working towards the same goal - generating revenue in the most efficient way possible. Without revenue enablement, it’s possible for the marketing and sales teams to be providing prospective customers with different messages, or for the sales to customer success handover phase to be muddled and confusing, for example. These issues create a disjointed customer experience, and can have a big impact on lead conversion rates and cross- and up-sell potential. ### Benefits of revenue enablement Adopting revenue enablement into your organization (whether by evolving a sales enablement function, or starting one from scratch) brings a whole host of advantages - especially when it comes to how your revenue teams think about the [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/). **Benefit #1: Increased alignment between revenue-generating teams** Rather than have teams being trained in silos and using separate data, revenue enablement works as the glue to hold revenue teams together. **Benefit #2: Allows you to focus on big-picture strategy** With each team being focused on the same objectives, your enablement can spend time focusing on achieving wider business goals, as opposed to dedicating too much time to small departmental issues. **Benefit #3: Creates a cohesive buyer journey** When marketing, sales, customer success and beyond are all speaking the same language, prospects won’t receive mixed messages, and their journey to becoming a customer will follow a consistent path. Revenue enablement involves enabling every team and individual involved in the revenue cycle. This even involves [enabling buyers themselves](https://www.salesenablementcollective.com/buyer-enablement/). ### Revenue enablement key responsibilities Revenue enablement’s overall goal is to provide revenue-generating teams with the resources, tools, [training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/), and processes they need to succeed in their roles. Think sales, marketing, customer success in particular - three functions that have frequent touchpoints with prospects as they move through the [customer journey](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/). As a result, revenue enablement’s key responsibilities involve: - Designing training and content so that marketing, sales, and customer success are delivering the same value proposition to customers. - Putting processes in place that ensure every revenue team’s goals are aligned with overall business objectives. - Aligning revenue teams and breaking down silos through effective stakeholder management. And a lot more - if it involves revenue teams and the customer journey, then revenue enablement should be on hand to offer training and strategic support. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/Building-a-GTM-enablement-function.png) ## What is revenue operations (RevOps)? [Revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/), on the other hand, is also driven by a desire to align sales, marketing, customer success, and other revenue-generating teams into one centralized unit. But while revenue enablement focuses on resources, training, and tools, RevOps’ primary focuses lie in the areas of **data, tech stack, and processes**. Historically, [sales operations](https://www.salesenablementcollective.com/sales-enablement-vs-sales-operations/), marketing operations, or customer success operations teams would work with their own [data](https://www.salesenablementcollective.com/revopsproblems-reporting-analyzing-and-presenting-data/), tech, and processes, supporting their specific arms of the business. Revenue operations involves taking a more modern, holistic approach. With the older approach, operations teams can get absorbed in their own short-term goals, making alignment challenging. While these functions might *attempt* to work toward a common goal, they can unknowingly slow progress by moving in unsynchronized directions. RevOps steps in to promote a unified, long-term approach to revenue generation across sales, marketing, and customer success functions. This means each team is working from the same data, towards the same goal - total alignment thanks to revenue operations. [RevOps & enablement: A match made in revenue heavenNicole Ward explores the relationship between enablement and revenue operations, and why enablers should report into RevOps.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-199.png)Sales Enablement CollectiveNicole Ward![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text--7-.png)](https://www.salesenablementcollective.com/revops-enablement-a-match-made-in-revenue-heaven-2/) ### Benefits of revenue operations **Benefit #1: Predictable business growth** When marketing, sales, and customer success data is shared transparently, it becomes easier to make accurate predictions for the future. **Benefit #2: Better management of company resources** If every team is on the same page and using the same tools and tech, there’s less wasted budget. Sales and marketing won’t be using two tools to do the same thing, for example. **Benefit #3: Improved customer transparency** With a single source of truth, and one team managing the organization’s revenue tech, you’ll have a 360 degree view of the customer journey and their touch points across teams - great for highlighting strengths and weaknesses in that process. ### Revenue operations key responsibilities RevOps’ primary goal is to support revenue-generating teams with the data, processes, and tech they need to work efficiently. Anything to do with clean data, [tech stack](https://www.salesenablementcollective.com/building-a-tech-stack-where-to-start-and-how-to-progress/) optimization, and efficient, aligned revenue processes will be in revenue operations’ wheelhouse. This involves: - Managing the tech stack, and ensuring the customer relationship management (CRM) system is used correctly, and feeding accurate data and information to the right teams at the right time. - Aligning sales, marketing, and customer success, so that these separate teams are acting as one unit, using the same data and working towards the same overarching goals - not pulling in opposite directions. - Standardization of processes. Operations is the name of the game, so RevOps teams look to standardize processes across revenue teams to increase efficiency across the revenue function. Data-driven decision-making is at the heart of everything RevOps does, allowing the team to identify areas of strength and weakness across the revenue organization. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/Building-a-GTM-enablement-function-2.png) ## 3 similarities between revenue enablement and revenue operations ### **Similarity #1: They’re both support functions** Revenue enablement and RevOps are both support functions. They don’t generate revenue themselves directly. Instead, they focus on offering training, tools, tech, resources, training and more to functions like marketing, sales, and customer success to make those teams better at making the organization money. Without revenue enablement, those teams will not have enough [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) and training to keep up with changing buyer behavior and trends. Without RevOps, those teams will not have the data, tech, or optimized process they need to be successful and efficient in their roles. ### **Similarity #2 In some organizations, revenue enablement reports to RevOps** Depending on the needs of the organization, revenue enablement can report to a number of different teams. According to the [Sales Enablement Landscape Report 2024](https://www.salesenablementcollective.com/sales-enablement-landscape-report/), **27%** of enablement teams report into their company’s RevOps function. This is a good fit for many organizations, because both teams are focused on the same broader objective - to support and create alignment between revenue teams. They just achieve this goal in their own unique ways. ### **Similarity #3: They are both involved in change management and process improvement** Revenue enablement and RevOps are both heavily involved in activities which [change](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) or influence how revenue-generating teams operate. This also leads to frequent collaboration between the two teams. For example, RevOps may implement a new tool for the marketing and sales teams to use, and develop the process for *how* the tool should be used. Revenue enablement will take responsibility for training the teams to use this tool like RevOps intended. There’s an obvious need for collaboration and alignment between revenue enablement and RevOps in this example - if the RevOps team doesn’t communicate the tool change, then the revenue enablement team won’t be able to run training for the sales and marketing teams. Overall, both functions are designed to break down silos between the sales, marketing, and customer success teams, so that they can operate on the same page and start acting as one unit, rather than individual, disparate teams. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/revopsrevenueenablementvenn.png) ## Revenue operations vs revenue enablement: 3 key differences ### **Difference #1: Revenue enablement is responsible for onboarding new hires, RevOps isn’t** The [Sales Enablement Landscape Report 2024](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) found that **67%** of enablement teams are exclusively responsible for onboarding new hires, with another **28%** holding partial responsibility for this task. This means that overall, **95%** of enablement teams are responsible for onboarding new hires. In fact, [onboarding](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) is seen as *the* enablement activity. Training new hires to get them up to speed and contributing in their role as quickly and efficiently as possible is enablement’s bread and butter. While revenue operations may be involved from a distance, due to their background role in setting up accounts for new hires within the tech stack or streamlining processes, they won’t be directly responsible for the new hire’s [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) experience - unlike revenue enablement. ### **Difference #2: RevOps implements and optimizes the tools and tech, while revenue enablement trains teams on it** Revenue operations teams’ main technology responsibility is buying and implementing revenue tools. This function looks to optimize processes by vetting new tools that’ll help sales, marketing, or customer success reps perform tasks faster. They’ll then implement new tech within your organization and ensure it’s integrated with your existing tech stack. On the other hand, revenue enablement will train the revenue team on how to use these new tools. While there’s always a degree of collaboration (and RevOps may help train reps on how to correctly input [CRM](https://www.revenueoperationsalliance.com/strategic-impact-and-crm-efficiency-with-tyler-hooper-video/) data, for example), the bulk of implementation and upkeep will lie with revenue operations, and the majority of training and coaching will lie with revenue enablement. However, as the two teams’ goals are closely aligned, collaboration between the functions is key in order to provide the best experience to the revenue teams. ### **Difference #3: Revenue operations and revenue enablement have separate day-to-day responsibilities** While there are countless ways in which the two teams can collaborate and drive towards the same business goals, their actual day-to-day role and responsibilities are different. Revenue operations professionals’ daily tasks include: - Managing compensation planning and quota setting. - [Cleaning CRM data](https://www.revenueoperationsalliance.com/data-hygiene-101-how-to-clean-your-crm-data/) and analyzing data. - Setting up automations and checking they work properly. - Assessing bottlenecks and improving processes. - Implementing new technology. Meanwhile, revenue enablement professionals’ daily tasks will include: - Onboarding new sales, marketing, and customer success reps. - Creating content and collateral such as [battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/) and [playbooks](https://www.salesenablementcollective.com/what-is-a-sales-playbook/). - Hosting training workshops or presentations. - Making [sales kickoff](https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/?%5Fgl=1%2A4epnva%2A%5Fup%2AMQ..%2A%5Fga%2AMTI2NjQzODE5Ny4xNzM4OTU0NjI3%2A%5Fga%5F3EF659S2DL%2AMTczODk1NDYyNi4xLjEuMTczODk1NDY1MC4wLjAuMA..) meetings effective and engaging. - [Coaching revenue reps](https://www.salesenablementcollective.com/sales-coaching-101/) to improve their skills. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/revenueenablementvsrevops.png) ## 3 ways revenue enablement and RevOps can align As we’ve seen, revenue operations and revenue enablement are separate teams with separate responsibilities. However, there’s a lot of scope for collaboration and alignment - in fact, the most successful organizations are those that have aligned RevOps and revenue enablement teams. These organizations reap the benefits of the two functions, and as a result have aligned customer-facing teams that work in tandem to increase customer satisfaction. This ultimately improves the marketing team’s ability to generate leads, provides an uptick in sales performance and win rates, and increases the customer success team’s ability to cross- and up-sell. ### **#1: Revenue team training strategy** Revenue enablement teams can lean on the RevOps team when it comes to in-depth data analysis. When there’s no obvious shortcoming in sales rep performance, for example, but the overall win rate is dropping, revenue enablement can collaborate with RevOps to understand where the shortfall is coming from. The revenue operations team can look to the CRM and answer questions related to the pipeline that might uncover some of the mysteries that the revenue enablement team is seeing. This information can then help to inform and shape the revenue enablement team’s [training](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) strategies - giving them specific areas of weakness to focus upcoming training and content on. ### **#2: Tech stack and headcount buy-in** Both teams will have a unique perspective on why a new addition to the tech stack or more sales, marketing, or customer success reps are required to improve revenue generation. When they combine forces, it can be much easier to gain [executive buy-in](https://www.salesenablementcollective.com/how-to-win-and-keep-c-suite-buy-in-sales-enablement/). That’s to say, when revenue operations and revenue enablement *agree* a new tool is necessary for improved productivity and revenue growth, the request will hold more weight than if just one team held this opinion. By presenting a shared case, execs are more likely to approve new tools. It’s not RevOps vs revenue enablement - it’s RevOps *and* revenue enablement working together to better their odds of success. ### **#3: Change management** We touched on this earlier, but both revenue enablement and revenue operations are key drivers of change in organizations (in some orgs this is so valuable, there's a dedicated [change enablement function](https://www.salesenablementcollective.com/change-enablement-isnt-sales-enablement/)). Whether it’s a change in processes, tools, resources, etc., whenever something changes for the revenue-generating teams, you’ll probably find RevOps and revenue enablement. This means it’s essential for the two to collaborate, to ensure that the changes being made are rolled out smoothly and that the rest of the business understands them. --- [Partner enablement: A practitioner’s complete guidePartner enablement involves enabling your channel partners to sell your solutions well, while also enabling your internal teams to support them.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-255.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---What-is-GTM-enablement-3.png)](https://www.salesenablementcollective.com/partner-enablement/) --- ## Revenue enablement vs RevOps: metrics As revenue enablement and RevOps oversee a variety of functions (sales, marketing, customer success, and sometimes more), they naturally track a variety of metrics and KPIs. Some overlap, while some are specific to each function. As a revenue enabler or a RevOps professional, it’s important to discuss with leadership and stakeholders in the business to understand what metrics are important to *them* before you start measuring everything and everything. **Some examples of revenue enablement metrics include:** - New hire ramp time - Inbound marketing leads - Content usage - Sales confidence - Sales stage conversion rate - Win/close rates - Up-sell and cross-sell rate - Customer churn rate - Sales velocity - Quota attainment **Some examples of** [**revenue operations metrics**](https://www.revenueoperationsalliance.com/revenue-operations-metrics-and-kpis/) **include:** - Sales pipeline velocity - Average deal size - Sales forecasting - Win/close rate - Marketing qualified leads (MQLs) - Customer acquisition cost (CAC) - Cost per lead - Campaign ROI - Customer churn rate - Customer satisfaction score (CSAT) However, this is just a handful out of the many metrics your revenue enablement and RevOps teams may choose to measure. Factors such as company size, maturity, and vertical will dictate the exact metrics you need to track. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/Change-enablement-vs-sales-enablement.png) ## Wrapping up In short, revenue enablement and revenue operations are two functions with similar objectives, but fundamentally different approaches to achieving their goals. For more information on revenue enablement, you can join the Sales Enablement Collective [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/). Meanwhile, our sister community Revenue Operations Alliance has a similar [Slack community](https://www.revenueoperationsalliance.com/revenue-operations-community/), where you can learn even more about RevOps! ### More resources: [RevOps meets enablement: The secret to building effective GTM strategiesUnlock the power of effective go-to-market strategies through the critical partnership of RevOps and enablement. From theory to revenue-driving reality.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-200.png)Sales Enablement CollectiveBill Ball![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/RevOps-meets-enablement-The-secret-to-building-effective-go-to-market-strategies--1--1.png)](https://www.salesenablementcollective.com/revops-meets-enablement-the-secret-to-building-effective-go-to-market-strategies-2/) ### Unlocking revenue: How enablement and marketing drive success together URL: https://www.salesenablementcollective.com/unlocking-revenue-how-enablement-and-marketing-drive-success-together-2/ Last updated: 2025-02-11T15:00:57.000Z This topic is particularly close to my heart, having led both [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) and marketing teams myself. If you’ve ever been in the trenches of these departments, you know the “finger-pointing” game all too well, where it’s never clear who should take the next move. > Ever watched an Olympic tennis match? It’s fast-paced, with players constantly on their toes, switching between offense and defense, all while managing the pressure. Now, imagine that same intensity in an enablement and marketing meeting – minus the rackets, but with just as much tension and (sometimes) grumbling. These days, everyone is scrambling to stay ahead of the competition. The key to success? **It’s simple**: internal collaboration and seamless communication between teams. When enablement and marketing are in sync, external business flows more smoothly, allowing revenue to grow faster and more consistently. These 4 items will be vital in setting enablement and marketing up for success: 1. Establish & build rapport 2. Define swim lanes 3. Create fluid process 4. Re-visit processes often ## Establish and build rapport Building rapport between enablement and marketing is one of the most crucial steps in setting the stage for long-term success. When these two teams align, they create a foundation for collaboration that drives business outcomes. For enablement, [product marketing](https://www.salesenablementcollective.com/sales-enablement-vs-product-marketing/) and the broader marketing team are key partners in achieving success. Product marketing plays an essential role by providing critical product knowledge – helping enablement teams create the materials that empower the sales and GTM organizations. This includes in-depth insights on product features, benefits, competitive positioning, and any updates or changes, which are vital for product launches and updates. Marketing, on the other hand, ensures that the company’s brand is consistently represented across all channels and that top-of-funnel activities are effectively managed. By working together, enablement and marketing can convert marketing-qualified leads (MQLs) into sales-qualified leads (SQLs), driving a seamless flow from awareness to sales. > If you're thinking, "That's not how my marketing department operates," it highlights the importance of building rapport in the first place. Taking time to understand what your marketing team is working on and where there are opportunities to collaborate based on your respective roles can bridge gaps. A strong partnership starts with clear communication and an understanding of each team's goals and responsibilities – so make rapport-building a priority, early and often. [Scale your revenue engine with sales and marketing alignment in 2023 | SECAs if you needed convincing, here’s some top stats from Highspot on why sales and marketing alignment is a must as we head into 2023.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-191.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/gears-g9c864c16f_1920.jpg)](https://www.salesenablementcollective.com/scale-your-revenue-engine-with-sales-and-marketing-alignment-in-2023/) ## Define swim lanes Now that you have a clear understanding of what each team does and how to communicate and collaborate effectively, it’s time to focus on defining swim lanes between enablement and marketing. This step ensures that roles and responsibilities are clearly outlined, preventing overlap and confusion. This is where your [Enablement Charter](https://www.salesenablementcollective.com/what-is-a-sales-enablement-charter/) becomes essential. A charter isn’t a static document—it should evolve to meet both enablement and business needs. > For example, if your company introduces a new platform to enhance customer outreach, it’s crucial to define who owns specific aspects, such as license provisioning, email cadences, and other key tasks. Documenting these responsibilities will streamline internal processes, which in turn leads to a smoother external experience for customers. By clearly defining swim lanes in the Enablement Charter, you establish a framework that keeps both teams aligned, accountable, and focused on their unique contributions. This clarity ensures that enablement and marketing can work together efficiently, without stepping on each other’s toes, and can deliver the best possible results for the business. --- Need help creating an enablement charter? Check out our [template](https://www.salesenablementcollective.com/sales-enablement-charter-template-framework/). [Sales enablement charter templateA structured approach to empower sales teams with the tools, content, and processes necessary for effective buyer engagement![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-192.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement-1-1.png)](https://www.salesenablementcollective.com/sales-enablement-charter-template-framework/) --- ## Create fluid processes To ensure continued cross-collaboration, both enablement and marketing will need to establish processes for each team. At a previous company, we found ourselves overwhelmed with collateral – sound familiar? Both enablement and marketing were producing [collateral](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) rapidly, without any governance over who was creating what or how it was being distributed to the sales team. To address this, we created a Collateral Governance Committee. Drawing on the relationships we’d built with marketing and supported by leadership from each function, we selected key cross-functional collaborators we regularly worked with. My marketing counterpart and I developed a weekly agenda, assigning action items to our collaborators so that no one’s time was wasted and progress was made each week. Over the course of two quarters, we audited over 10,000 pieces of collateral, created a visual map showing which types of collateral the sales team could expect at each stage of the Sales Process and [Buyer’s Journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/), and established a streamlined process for collateral creation going forward to reduce redundancy. Without this process, we would have faced the same issues: confusion, underutilization, and poor sales/customer engagement with these valuable resources. [What is marketing enablement? A guideMarketing enablement focuses on supporting marketing teams by providing the training, technology, and resources required to excel. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-194.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---what-is-marketing-enablement.png)](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/) ## Use the data and re-visit processes often Enablement should never partake in a project unless there are [metrics](https://www.salesenablementcollective.com/sales-enablement-kpis/) attached, and this Collateral Governance Committee was no exception to that. One of our fabulous marketing colleagues ran monthly reports to show which of the pieces of collateral was being utilized the most, whether from customer conversations, downloads from our website or from social media posts. This was very valuable information as it helped us determine if were hitting the mark with our [ICPs](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), placing the correct collateral in the correct Sales Stages and Buyer’s Journey Stages and so much more! This data-driven approach will also help with the cross-collaboration between marketing and enablement and should be kept in mind during the initial conversations. ## Final thoughts In conclusion, think of the relationship between enablement and marketing like a high-stakes tennis match. Both teams need to stay on their toes, constantly shifting between offense and defense, all while maintaining clear communication and a strategic game plan. By building rapport, defining roles, creating fluid processes, and revisiting them regularly, enablement and marketing can play in perfect sync, delivering the right collateral at the right time, and ensuring a smooth flow from awareness to sales. With the right teamwork and a data-driven approach, both teams can avoid the dreaded "double faults" of confusion and misalignment, ultimately driving revenue and business growth, just like a well-executed rally that ends in a winning shot. 💬 Network with your sales enablement peers in our thriving Slack community. [Join today.](https://www.salesenablementcollective.com/join-sec-slack/) ### How to align product, marketing, and sales enablement for unparalleled success URL: https://www.salesenablementcollective.com/how-to-align-product-marketing-and-sales-enablement-for-unparalleled-success/ Last updated: 2025-05-19T14:39:50.000Z This article comes from **David Metcalfe**’s insightful talk at our **Sydney 2024 Sales Enablement Summit**. Check out his [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-sydney-2024-ondemand-2/?%5Fgl=1%2A1t626uc%2A%5Fup%2AMQ..%2A%5Fga%2AOTA4MDEyNTIyLjE3Mzg4NTU0Nzc.%2A%5Fga%5F3EF659S2DL%2AMTczODg1NTQ3Ny4xLjEuMTczODg1NTQ4NS4wLjAuMA..&wchannelid=0pz09xv8yz&wmediaid=4enm4lrwqi) and our wealth of [**OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- Have you ever felt like you're caught in a professional tug-of-war between product, marketing, and sales? This was my reality and a challenge that would ultimately reshape my understanding of organizational effectiveness. My professional journey is anything but linear. I've zigzagged through marketing, sales, HR, and back again—a career path that resembles less a carefully plotted route and more an intricate maze. Each unexpected turn, however, provided more insights into the art of **cross-functional collaboration**. My first year in sales was a baptism of fire. Coming from a comfortable role at LinkedIn, I suddenly found myself navigating an information ecosystem that seemed designed to overwhelm me. Product managers bombarded me with 10 to 15 daily requests. Global sales enablement pushed continuous methodology updates. Sales targets loomed large. My once-pristine "inbox zero" approach crumbled within weeks. But within that chaos lay an opportunity. Rather than succumbing, I began investing time in understanding and improving our enablement processes. This wasn't about fixing everything—it was about creating strategic bridges between teams that seemed perpetually misaligned. So, today I want to dive into my [cross-functional collaboration](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) approach and hopefully share some insights that’ll transform your organization. Let’s get started. --- --- ## **The customer-facing roadmap: A collaborative masterpiece** The roadmap emerged from a genuine business challenge: many companies building payment platforms needed insights into our product strategy to make informed decisions. Without [clear communication](https://www.salesenablementcollective.com/enablement-communication-with-zscalers-whitney-perry/), customers sometimes built their own solutions only to discover we were about to launch something that rendered their work redundant. Our solution was to create a five-to-seven-page document with 70 to 90 line items, covering 25 products across all regions, segments, and industries and the creation process was a meticulously choreographed collaboration: - **Product's role**: Provide initial technical details and roadmap insights. - **Product marketing's contribution**: Refine language, making technical information customer-friendly. - **My role**: Create a unified voice, and standardize design and presentation. - **Sales training**: Develop concise video guides for sellers. - **Feedback mechanism**: Establish a continuous loop of customer insights flowing back to product teams. The result? A *game-changer*. Sellers loved it because it felt more like a consultative [tool](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) than a sales pitch. Customers appreciated the transparency. Remarkably, we've been able to maintain about 80% accuracy in our roadmap predictions because of this. [Bridging product marketing and sales enablement gapsTension between marketing & enablement costing you deals? Get the inside track on transforming disjointed siloes into a unified revenue engine!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-197.png)Sales Enablement CollectiveAbhinav Joshi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC-bridging-gaps.jpg)](https://www.salesenablementcollective.com/from-friction-to-fuel-bridging-product-marketing-and-sales-enablement-gaps/) ## **Tackling cross-functional collaboration challenges** Cross-functional collaboration isn’t just about keeping teams informed—it’s about creating systems that turn shared knowledge into real impact. Too often, alignment is treated as a box to check, with teams operating in parallel rather than in sync. But true collaboration happens when teams understand each other’s challenges, speak a common language, and build processes that remove friction instead of adding to it. Here’s how we tackled some of the trickiest collaboration gaps and turned them into opportunities for [efficiency](https://www.salesenablementcollective.com/using-ai-to-increase-efficiency-in-sales-enablement-video/), trust, and results: ### **1\. Working with product teams** Product teams are often stretched thin. They juggle multiple products, countless moving parts, and tight deadlines. They’re also the ultimate decision-makers when it comes to product development, which means engagement with them needs to be **structured** and **efficient**. One major change we introduced was the RAPID decision-making framework, developed by Bain. This framework assigns clear roles for decision-making, ensuring projects don’t stall due to last-minute confusion. Before any project begins, we explicitly define who makes final decisions. It might seem bureaucratic, but it prevents countless hours of miscommunication. Another key to success? *Strategic* over-communication. This doesn’t mean sending endless Slack messages. It means ensuring key updates are delivered at the right time, in the right way, to the right stakeholders. I’ve never had a colleague complain about being too informed about a project’s progress. [Achieving alignment and gaining buy-in, with Brooke ColettiBrooke Coletti joins us on the podcast to discuss enablement stakeholders, alignment, and achieving buy-in!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-196.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Website_Meta-2-3.png)](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) ### **2\. Building meaningful partnerships with product marketing** [Product marketing teams](https://www.salesenablementcollective.com/sales-enablement-vs-product-marketing/) thrive on frontline insights, yet many sellers hesitate to provide feedback, fearing it’s too obvious. In reality, what might seem basic to sales is often gold for product marketing. A simple insight from the field can [shape messaging](https://www.salesenablementcollective.com/get-messaging-certified-with-sec/), refine positioning, or even influence product development. That’s why I established a 15-minute monthly coffee chat initiative between enablement and product marketing. These short, informal conversations provide a direct line of communication, helping PMMs understand what’s really happening in the trenches. It’s a small investment with an enormous impact. 💡 ****Pro tip:** Don't just communicate through documents and Slack channels. Personal, direct communication builds trust and creates more meaningful collaborations. ### **3\. Sales enablement: The Marie Kondo approach** Sales enablement can quickly become a cluttered mess. At Stripe, we had an overwhelming number of resources, many of which were viewed by just one seller per quarter out of 500\. Clearly, something needed to change. Inspired by Marie Kondo’s decluttering philosophy, I set out to reduce our[ asset](https://www.salesenablementcollective.com/sales-assets-templates/) library by 70%. The process involved: - Defining clear slide background protocols (customer-facing slides vs. internal use only). - Creating consistent template designs to eliminate redundant customization work. - Ensuring resources are actually useful and user-friendly, based on direct seller feedback. This standardization effort wasn’t just about aesthetics; it was about time efficiency and usability. When sellers don’t have to spend hours stitching together slide decks, they can focus on what truly matters: engaging with customers. ## **Final thoughts** The truth is, sales enablement isn't about creating perfect resources or building complex systems. It's about connection. Connection between teams, between strategies, between people. I'm not claiming to have all the answers—far from it! But I am committed to continuing to break down barriers, to keep learning, and to help create more connected, more effective organizational ecosystems. To my fellow enablement professionals: our work matters more than we often realize. Some days, that looks like a perfectly crafted slide deck. Other days, it’s a 15-minute coffee chat that changes everything. But every day, it’s about bringing people together. Keep pushing. Keep connecting. Keep enabling. ### To buy or build: Making the right business software decisions URL: https://www.salesenablementcollective.com/to-buy-or-build-making-the-right-business-software-decisions/ Last updated: 2025-02-06T15:00:04.000Z [Software](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) is a critical component of modern business operations. Whether managing customer relationships or streamlining internal processes, businesses rely on various software solutions to drive efficiency and support their growth. However, as companies evolve, they often face an important decision - do they continue using readily available commercial software or invest in developing a custom solution for their business? There is no right or wrong answer to this question, and the right choice depends on a number of factors unique to each business. To make a good decision that aligns with your long-term business goals, it's important to weigh the pros and cons of each option carefully. While off-the-shelf software solutions provide quick deployment and cost-effectiveness, custom software provides more long-term flexibility and scalability. Below are some of the key considerations for each to help you determine the best approach for your business. ## The value of pre-made software products While it might seem like any new challenges your business faces are unique, more than likely, other businesses have experienced similar situations, and solutions have already been developed to address them. Across all different industry sectors and micro-niches, there's likely a software solution designed for any type of business that promises to streamline workflows and supporting processes or to scale certain mission-critical operations. Commonly known as "[SaaS (Software-as-a-Service solutions](https://www.salesenablementcollective.com/11-things-to-do-if-youre-serious-about-selling-more-sales-saas-from-a-buyers-perspective/)," these on-demand software products cater to a wide spectrum of businesses, though some may be better suited to larger organizations with more complex operational structures. The primary advantage of pre-made software products is their immediate usability. Once an account is created or a subscription is activated, businesses can immediately start to leverage the software's benefits. These benefits may include simplifying customer relationship management, increasing data storage capabilities, providing access to analytics and business intelligence tools, or reinforcing cybersecurity measures. [Using ChatGPT for sales - and why you need it in your sales enablement toolkit | SECWondering how to use ChatGPT for sales? This article, featuring SEC Ambassador Thomas Cheriyan, is your one-stop shop.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-187.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1678957949479-b1e876bee3f1-2-1.jpeg)](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/) ### The problem with traditional software While traditional pre-made software offers businesses more convenience and affordability, they’re not without certain drawbacks. Below are some potential downsides to consider when using traditional software: - **Less customizable features** \- Pre-made software solutions often come with limitations in customization, regardless of the pricing tier you choose. The underlying infrastructure of these platforms restricts the extent to which a business can change the intended use of the software to fit its own needs. - **Subject to vendor’s SDLC** \- With public software, the vendor dictates the timing of updates and new features based on their SDLC (software development lifecycle). This lack of control can become a serious drawback for businesses, especially those with specific needs or that need critical updates for certain software features to work properly. - **Lock-in periods** \- Occasionally, a business may find that the software solution they’re using doesn’t quite fit their expectations. However, a common practice among software providers is to implement "lock-in periods." These early cancellation restrictions can often require payment of early termination fees or other inconvenient terms. Consequently, businesses may end up settling on an inferior product simply to avoid overspending. [Sales Enablement Evolved: How Rep-Centric Technology is Unlocking Sales PotentialAs the demands on sales organizations change, your sales enablement efforts must evolve to keep pace. Are you ready to take your sales enablement strategy to the next level?![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-188.png)Sales Enablement CollectiveAllego![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/unlocking.jpeg)](https://www.salesenablementcollective.com/sales-enablement-evolved-how-rep-centric-technology-is-unlocking-sales-potential/) ## How custom software differs from traditional products When it comes to software, pre-made solutions are often designed to try to please as many people as possible and are convenient to use. However, while this added convenience is important, it often means you’re buying a solution that doesn’t quite fit. Custom software, on the other hand, is like having a custom suit tailored specifically to your measurements. It's designed to be a perfect match for your business, meeting all of your requirements. > The main advantage of custom software is that it is designed to help businesses get the most bang for their buck. Instead of paying for a large software package with features you may never use, you get a solution that's exclusively designed for your business. This ensures that you only pay for what you need and that your resources are used efficiently. While the upfront cost of custom software may be higher than traditional software options, the long-term benefits can outweigh the initial investment. By [streamlining](https://www.revenueoperationsalliance.com/5-steps-for-effective-revenue-operations-process-improvement/) your operations and increasing efficiency, custom software can lead to significant cost savings and improved productivity. [“To be effective, a sales team has to leverage sales tools confidently”, with TigerLRM’s Dorothy Michel | SECDorothy Michel, TigerLRM’s Director of Operations, joined us on the podcast to discuss all things sales enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-189.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Podcast_Innovation_Tiger.jpg)](https://www.salesenablementcollective.com/to-be-effective-a-sales-team-has-to-leverage-sales-tools-confidently-with-tigerlrms-dorothy-michel/) ## How to decide between buying and building new software When it comes to software solutions for your business, there's no one-size-fits-all answer. The choice between buying pre-made software or [building a custom solution](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) depends heavily on your specific needs and budget. To help you navigate this decision, consider these four key questions: ### What’s the software’s purpose? Each software solution you come across is typically designed with a specific business goal in mind. Ensuring this objective aligns with your own company's goals is crucial. While organized financial management and communication improvements are needs shared by many businesses, not every software solution is best for all organization types. Some solutions might lack certain features crucial for the industry sector you’re in and could potentially limit your success. If the software you're researching looks like it will provide you with the competitive edge and functionalities you need while staying within your [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), it's more than likely a good choice to work with. However, if critical elements are missing, consider a solution that’s customized for you specifically. ### Is your business ready for a development project? Deciding to start a custom software development project can be a significant undertaking, especially for smaller businesses or those with limited resources. Even if you plan to outsource most of the development process, these projects still often require substantial internal communication, project timeline coordination, and resource allocation. It's important to take a candid look at your company's current structure and determine if initiating a custom software project is realistic at this stage. It might be more advantageous to leverage an existing software solution until your teams have scaled and have the necessary capacity to support larger-scale projects. [Sales enablement tech stack checklistA practical guide for building and maintaining an effective sales enablement technology stack.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-190.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market--4--3.png)](https://www.salesenablementcollective.com/tech-stack-checklist-framework/) ### How will a solution meet your needs? Finding a pre-made software package that perfectly aligns with your business needs can be challenging. When you remodel your home, you may face building restrictions on the changes you can make. Because of this, it’s essential to differentiate between your "must-haves" and "nice-to-haves." Compromising on features that you’d like your software to have is different from lacking essential elements vital for efficient business operation. When doing your comparative research, if you’re hitting a wall and finding that most pre-made solutions just don’t meet all of your needs, it’s probably time to consider a custom software solution and get some quotes from potential developers. ### What can your resources support? When choosing between pre-made and custom software, budget is always a primary concern. Ready-made solutions typically provide much more clarity when it comes to long-term costs and can be a much more predictable investment. Custom software projects, however, can often come across unexpected costs, both during development and in the long term. Maintenance, performance upgrades, security improvements, and other adjustments can all contribute to stretched budgets. Similar to remodeling a house - the more extensive the project, the higher the likelihood of unexpected surprises. However, custom software offers complete control over the development process. You decide how much to invest in specific features. While a pre-made solution might seem cheaper and quicker to implement, the long-term benefits and cost-effectiveness of custom software could provide a better return on investment for your business. ## Making the smart choice for your business Companies looking for software to improve their growth capabilities no doubt have a lot of options to choose from. But before deciding what’s best for your business, consider the factors discussed and see if a custom software project might better align with your long-term goals. ### Enablement Ones to Watch in 2025! URL: https://www.salesenablementcollective.com/enablement-ones-to-watch-list/ Last updated: 2025-02-05T19:55:56.000Z Here at Sales Enablement Collective, we wanted to highlight the hard work of enablement professionals worldwide – and that’s why we collaborated with our fantastic community to recognize and showcase the enablers who are making waves in the enablement space. Each star on this list is a trailblazer who’s changing the game when it comes to highlighting the power of enablement within organizations! If you’re looking for enablement professionals who need to be on your radar this year, this is the place to be. Big congrats to those featured, and without any further ado, let’s dive in! ## A-L ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Aylward,%20Stephanie.jpeg) Stephanie Aylward - Revenue Enablement Manager, OneSource Virtual Stephanie has spent years honing her sales and training skills, culminating in her current role as Revenue Enablement Manager at OneSource Virtual, where she was able to reduce new hire ramp time by a whooping 18%! She’s developed her skills across both start-ups and large, global enterprise organizations and has been described as a rising star for her ability to achieve impeccable levels of learner satisfaction through purpose-built enablement programs. With these enablement skills, there’s no doubt that Stephanie is one to watch for 2025! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Barker,%20Regan.jpeg) Regan Barker - Head of Revenue Operations, Grant Thornton Australia Regan is a pioneering revenue leader, having headed up sales enablement and now revenue operations at Grant Thornton Australia. Regan likes to keep things grounded, practical, and always backed up by solid data. For her, it’s not just theory; it’s about real results, real growth, and at the heart of her approach is the cultivation of high-performing teams. “Instrumental” and “empowering” were some of the words mentioned in Regan’s peer nominations, and it’s easy to see why. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Black,%20Hang.jpeg) Hang Black - Head of Global Revenue Enablement, Nutanix Hang is a multinational keynote speaker on sales, leadership, and advocacy for women in the workplace on top of her role as Head of Global Revenue Enablement at Nutanix. Winner of SEC’s Leader of the Year award in 2021, Hang is an experienced leader in high-tech companies big and small, and is constantly challenging her teams to see a broader picture by drawing upon her diverse background. Hang brings perspectives from her depth of experience with complex problem solving in engineering, with product management and marketing, and from sales where she engages with customers and partners to communicate value in a way that motivates them to buy instead of being sold to. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Borges,%20Joana%20Vasconcelos.jpeg) Joana Vasconcelos Borges - Head of GTM Enablement, GoodData Joana’s entry on this list is the second time she’s been recognized by SEC for her work in the last 12 months, as she was a finalist for the Sales Enablement Rising Star award in late 2024\. Joana has made waves in the community by going beyond her day-to-day role as Head of GTM Enablement at Goodata, and embracing enablement thought-leadership. Along with Sergio Simon, she hosts regular “Coffee Talks for solo enablers”, helping to connect and share knowledge in what can be an otherwise lonely role. These coffee talks continue to become exponentially more popular as time goes on, highlighting the value Joana is bringing to solo enablers worldwide! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Coletti,%20Brooke.jpeg) Brooke Coletti - Sr. Enablement Manager, Programs and Process, Amazon Web Services Brooke is known for continuously seeking better ways to enable internal and external teams. During her tenure, she has designed, built, and scaled enablement programs from the ground up that have proven key in driving towards current and long-term corporate revenue goals. Her holistic enablement approach encompasses the entire learning cycle from initial strategy through execution and reinforcement. Brooke has been focused on building the global Go-To-Market strategy, including the programs and processes that support it. Brooke constantly looks for ways to raise the bar for our Partners digital enablement experience. Brooke is an SEC Ambassador, Women is Sales Enablement (WiSE) Leader, and the Vice President of Training and Development for the Women at AWS affinity group. Brooke is based in California with her husband and two young children. Brooke cannot wait to see what impact she can make in 2025 to continue to improve and streamline the AWS learning experience. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Cox,%20Katelyn.jpeg) Katelyn Cox - Sales Enablement and Leadership Consulting, Cox Attainment Katelyn Cox is a sales guru with a twist. After beginning her sales journey back in 2004, she’s been rocking the sales enablement scene for over a decade - helping companies find, train, and supercharge their sales superheroes is her jam! Peers and colleagues have described working with Katelyn as a “privilege”, describing her as a wealth of knowledge with a genuine care for those she works with, and that her drive to empower others to excel in sales is remarkable. If you get the chance to learn from Katelyn, whether it be on LinkedIn, at a Sales Enablement Summit, or elsewhere, make sure to take the chance! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Everett,%20Brittany.jpeg) Brittany Everett - Senior Manager, Sales Enablement, ZoomInfo Brittany is a highly motivated, passionate and results driven professional who utilizes both a consultative and challenger sales approach to great success in her role as Senior Manager, Sales Enablement at ZoomInfo. Brittany’s colleagues describe her “rare, natural talent that is incredibly difficult to find in an enablement professional” and that she deserves recognition for the excellent enablement leader she’s become - it’s safe to say that recognition is here, and Brittany is most certainly one to watch in the enablement space for 2025! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Glenn,%20Ebonie.jpeg) Ebonie Glenn - Senior Sales Enablement Specialist, Articulate Ebonie’s first accolade from SEC was 2022’s Rising Star award, and her star has definitely continued to rise! She is a forward-thinking sales enablement professional who is adept at identifying and resolving challenges through critical analysis and offering innovative solutions to intricate problems. Now with even more experience in enablement since her SEC Rising Star award, her use of creativity and innovation with a seller-centric enablement strategy empowers Articulate's sales teams to excel in customer interactions, evolve in their roles, and exceed sales performance goals. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Holt,%20Ivy.jpeg) Ivy Peacock Holt - Head of Global Revenue Enablement, PagerDuty As the Head of Global Revenue Enablement at PagerDuty, Ivy leads a team of professionals who are passionate about empowering sales, marketing, and customer success teams with the skills, tools, and resources they need to drive digital operations excellence for their customers. Ivy has over 18 years of experience in sales, sales enablement, communications, operations, and strategy, with a focus on SaaS and digital media, and added SEC’s Leader of the Year award to her achievements in 2024! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Kvarfordt,%20Jonathan.jpeg) Jonathan M. Kvarfordt - CEO, GTM AI Academy Jonathan thrives on seeing people smash their goals! With a 25-year history in sales across diverse sectors, and a decade plus in enablement, he's kick-started three programs from the ground up and refined enablement strategies for Fortune 500 giants. Jonathan is the proud founder of GTM AI Academy, where he's reshaping the future of go-to-market strategies with a blend of AI and human brilliance. Alongside that, he’s an SEC Ambassador and Course Creator - still loving every bit of his journey and this community! ## M-R ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Lawrence,%20Nick.jpeg) Nick Lawrence - Manager, Global Sales Enablement, Databricks Nick Lawrence builds enablement environments that enable reps to produce the outputs that determine performance. Known across the enablement community for his knowledge-sharing and expertise, this isn’t Nick’s first appearance as one to watch! Nick is a certified master instructional designer, change management and sales effectiveness Professional, and his experience in Human Performance Management and sales best practices enable him to design highly relevant sales programs in his role as Manager, Global Sales Enablement at Databricks. Nick was also an All Big Ten wrestler at Purdue, which instilled exceptionally high levels of accountability, ownership and dedication within him! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Mayes,%20Jack.jpeg) Jack Mayes - Revenue Enablement Business Partner, Showpad Jack Mayes, Revenue Enablement Business Partner at Showpad, makes the list after taking home SEC’s Rising Star award in 2024! Despite only recently jumping into the world of enablement, his colleagues have been amazed, stating that his “level of impact in our organization would make you think he’s been doing this for years”. Since taking on the mantle of enabling the BDRs at Showpad, he’s directly contributed to a 20% increase in the amount of BDRs hitting their quota - if that doesn’t make him one to watch, we don’t know what does! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/McClain,%20Amy-2.jpg) Amy McClain - Senior Director, Global Enablement, The Knot Worldwide Amy is a seasoned sales leader who has worn many hats in my career, from Director of Learning and Development to small business owner, sales rep to General Sales Manager and selling consumer goods to selling professional services. As a result, she has a unique perspective and ability to understand most professional points of view - incredibly useful as an enabler. Since joining The Knot Worldwide, her peers have lauded the way she “completely transformed the way we create and implement training, processes, and tools”, with others recalling her ability to “revolutionize” programs and strategic direction. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/McIntosh,%20Alan.jpeg) Alan McIntosh - Sales Enablement Director, International Strategic Partners, RingCentral Alan has a background in sales spanning more than 25 years, 15 of them in Enablement, across the hardware, SaaS, and Telecoms sectors, with roles at UK, EMEA, and Global levels, and remains continually surprised people can understand his Scottish accent! Currently Sales Enablement Director, International Strategic Partners for RingCentral, Alan has a passion for ensuring sales reps are not only competent and confident but also deeply motivated to engage with customers and partners, understand their problems, and drive business by offering effective solutions. Living by the philosophy of "run to the fire" he firmly believes in building rock solid stakeholder relationships, not being afraid to challenge and start with "Why?" before taking action. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Presicci,%20Federico-2.png) Federico Presicci - Director of Sales Enablement, GetAccept Federico helps founders, CEOs, and revenue leaders diagnose systemic blockers to performance and empower enablement professionals to amplify their impact. Whether they’re just starting to explore enablement or scaling an existing function, Federico is ready to lend his expertise. Federico is a firm believer that enablement, done right, can be an organization’s competitive edge. He has an ever-growing following in enablement circles thanks to his willingness to share advice and offer thought leadership to enablers looking for direction and support - Federico is definitely one to watch if you aren’t already! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Rahtz,%20Jordan%202.jpeg) Jordan Rahtz - Senior Manager, Revenue Enablement, Procore Technologies Jordan Rahtz is Senior Manager, Revenue Enablement at Procore Technologies, as well as an SEC Ambassador who’s always keen to lend a helping hand to a fellow enabler! Jordan has a passionate commitment to driving business impact, building innovative enablement programs, and fostering team success. Jordan has demonstrated all the qualities One to Watch should have - leadership, strategic vision, and operational excellence, all with the aim of elevating the enablement function across Procore’s global revenue teams. From a 227% boost to YoY new hire pipeline generation, to certifying over 1,200 Procorians in their product suite in just one quarter, Jordan deserves big kudos and a spot on this list! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Rodriguez,%20Edurne.jpeg) Edurne Rodriguez - Head of Sales Training & Enablement, EMEA & LATAM Edurne Rodriguez is a sales and revenue Enablement leader with 14 years of professional experience in the advertising industry and a track record driving growth. In the words of her peers, Edurne “is a star when it comes to helping sales teams work better”, and has “a unique ability to elevate the entire enablement community”. A returning face to this list, Edurne is innovative, passionate, and dedicated to creating strategic enablement initiatives - her colleagues and collaborators sing Edurne’s praises, undoubtedly making her one to watch in enablement! ## S-Z ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Salicetti,%20Ellie.jpeg) Ellie Salicetti - Product Marketing & Commercial Enablement, FYLD Ellie is a strategic Product Marketing and Revenue Enablement Leader bridging the gap between sales and product to drive business growth in hyper-growth B2B SaaS. Ellie has a proven track record of accelerating sales cycles, enhancing product adoption, and driving revenue growth. Her colleagues stated that when she joined FYLD, she “didn’t just step into her role - she transformed it”, and is a “powerhouse in the enablement space”. As an Ambassador and Course Creator for the GTM AI Academy, she develops AI-driven strategies that redefine industry best practices. Through keynote speaking, mentorship, and AI-focused enablement programs, Ellie is on a mission to help us all embrace AI to accelerate our success! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Sarenpa,%20Jocelle.jpeg) Jocelle Sarenpa - Sales Leader & GTM Strategist, Avalara Fueled by an insatiable passion for learning and personal growth combined with a genuine fascination for human connection and communication, Jocelle Sarenpa has found her true calling in the dynamic realm of sales enablement. As Sales Leader & GTM Strategist at Avalara, she is focused on designing and implementing programs to support the strategic initiatives for the revenue team. Drawing from two decades of experience spanning diverse sales environments from B2C to B2B and across various industries, Jocelle brings a fresh and insightful perspective to the modern seller’s playbook. In addition, Jocelle is an SEC Ambassador, frequently sharing her wisdom and experience with the rest of the enablement community. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Schliecher,%20Anni.jpeg) Anni Schleicher - Director, Field Readiness, Allergan Aesthetics Anni drives sales performance through scalable onboarding, targeted training, and optimized sales processes, with an approach driven by data and performance goals. Team member growth is important to Anni, and she strives to foster professional development and while having fun along the way. Her peers have described her as an “awesome manager”, “confident and bold leader”, “a true expert in her field”, and a “powerhouse in enablement”, thanks to her relentless efforts towards driving organizational alignment and overall enablement success - a deserved entry on this list! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Smith,%20Kieran.jpeg) Kieran Smith - Senior Director of Enablement, TechnologyAdvice Kieran is a passionate enablement leader and “an incredible mentor making real waves” in his role, with a keen focus on the impact and measurability of strategic and effective enablement programs that drive revenue performance. Kieran is also a thought leader in the conversation intelligence space, stemming from his passion for coaching and sales as a profession. Kieran is also the host of the Enablement Evolved Podcast, as well as having been a speaker at the Sales Enablement Summit in London. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Thompson,%20Samantha.jpeg) Samantha Thompson - Head of Revenue Enablement, Pulumi Samantha is Head of Revenue Enablement at Pulumi, where she built and scaled the revenue enablement function as the founding hire while developing a global strategy, as well as being Founder of the enablr, where she offers coaching and hands-on guidance to enablement practitioners. Samantha has been described as “someone who embodies the profession beautifully” thanks to her willingness to learn, grow, and share her experience with others. As one peer put it, “Samantha is quite literally “The Enabler!”. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Ward,%20Nicole.jpeg) Nicole Ward - Sr. Dir. of Revenue Enablement and Operations, OneSource Virtual Nicole is a passionate and technology-forward global revenue enablement and operations leader with over 14 years experience in managing award-winning teams and programs. Nicole believes that successful enablement and field ops programs must be centered around empathy for customers in revenue generating roles. Nicole was a finalist for SEC’s Sales Enablement Leader of the Year award in 2024, and fully deserves her inclusion on this list! ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/white,%20stephanie-2.png) Stephanie White - Senior Director, Sales Enablement, Medallia With almost 20 years of revenue enablement, sales, marketing and operations experience, Stephanie is an incredibly passionate sales enablement leader, committed to elevating sales. She is an SEC Ambassador and winner of SEC’s “Biggest Contribution to Enablement” award in 2022, 2023 Enablement Legends Award Winner, and 2023 Power Selling Enablement Excellence Award Winner. Based in Toronto, Canada, you'll often find Stephanie engaged in sales and enablement panels, conferences and podcasts, creating content and sharing insights on how to hone our craft. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-OTW-2025/Williams,%20Ashton.jpeg) Ashton Williams - Director, Strategic Programs (Enablement), Slack Ashton is a people-focused, passionate and high energy enablement professional, adept at using her experience and a collaborative approach to achieve revenue goals. An SEC Leader of the Year Finalist in 2021, highly-regarded thought leader, and frequent keynote speaker, Ashton has helped drive success and share her wisdom to those in the enablement community for years. As Director of Strategic Programs (Enablement) at Slack, she leads the strategy for global enablement programs with a focus on field confidence, product excellence & global standards along with field & leader activation at scale. And that's our magnificent 25 Ones to Watch in Enablement for 2025! Make sure to follow these stars on social media, keep up with their keynote appearances, and learn from their expertise and wisdom. 💡 --- And while you're here - take 5 minutes to take our **Impact of Enablement Survey**. The data will be used to create a report answering questions like: - 🤝 How invested are your leaders and reps? - 🚨 Where are there inefficiencies in your processes? - 🤖 What platform features save reps the most time? - 📉 Where might you be squandering budget? 👉 [**Impact of Enablement Survey 2025**](https://www.salesenablementcollective.com/impact-of-enablement-survey-2025/) ### Building a tech stack: Where to start and how to progress URL: https://www.salesenablementcollective.com/building-a-tech-stack-where-to-start-and-how-to-progress/ Last updated: 2025-02-04T15:00:54.000Z Building a [tech stack](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) can be overwhelming. There are hundreds of different types of software each with thousands of vendors to choose from. This makes it difficult to know what tool you should purchase first, and when to purchase. Other times you may have inherited a tech stack and are wondering if you have the right things in place to drive results. This article isn’t about giving personalized advice – every company and team is different, so you may need to make some tweaks to make it work for your situation. Instead, what it will give you is a holistic view on the best-in-class tech stacks for each different level of maturity. For the purpose of this article, we will be using the [SEC sales enablement maturity model](https://www.salesenablementcollective.com/what-is-a-sales-enablement-maturity-model/). ## Stage 1: Ad Hoc/Undefined In this stage of enablement you may not yet have a defined role, or maybe have newly hired someone to build out the function. At this point in your journey, the biggest focus should be on foundational enablement programs: [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) (if hiring), [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/), and continuous learning. Likely your programs will be manual, with little tools or automation to support. > For example, your onboarding program could be a checklist in Sheets/Excel, live sessions containing coaching and training happening over Teams/Zoom or in person, and sellers send PDF content over email. The major tech to have in place at this point is the core of all systems: **your customer relationship management (CRM) system**. This allows you to start collecting and acting on data, whether it be lost opportunity campaigns, or measuring pipeline and revenue goals. Implementing a CRM can be a big undertaking, but it’s worth it for the data it will provide. However, the system is only as good as the data that’s put in, so it’s important to ensure that the team adopts the technology. [Training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) sessions are a must in driving change management here, but the more your processes and compensation rely on your CRM, the higher adoption you’ll achieve. [The solo success blueprint: Three key steps to becoming a strategic sales enablement partner | SECExplore the keys to solo success in enablement with Chiara Gianola, who in this article shares how she learned to thrive alone in sales enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-180.png)Sales Enablement CollectiveChiara Gianola![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sergey-zolkin-m9qMoh-scfE-unsplash-2.jpg)](https://www.salesenablementcollective.com/the-solo-success-blueprint-three-key-steps-to-becoming-a-strategic-sales-enablement-partner/) ## Stage 2: Tactical/Reactive During this stage of enablement, you have the foundational enablement programs up and running, but often much of the program creation is not yet based on targeted data points. Instead, it’s more reactionary to negative things that happen (ie: missing targets, losing a competitive deal, etc). At this point, your CRM is in place and reps are adopting it. Now that you have the core of your programs and tech stack, it’s time to expand to gain more insightful data and drive efficiencies. Your next steps may depend on your situation, so here are two scenarios: inside sales emphasis and field sales emphasis. ### Inside sales If your business is focused on inside sales and does a lot of calling – whether that be cold calls or conference calls – a great next step would be implementing **conversational intelligence**. This not only allows for better [coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) and training, but provides even more data and insights within a deal. This tool also brings transparency and learning across the team with little to no effort from enablement or leadership. Some of the more advanced platforms will even bring you deal insights – which has been a game changer for our business over the last year in helping us understand what ‘good’ looks like. These insights combined with CRM data, can help you build a picture of top-performing rep traits and further your understanding of why you may be winning and losing deals. Another great technology to implement for an inside sales use case would be a **sales engagement tool**. This allows your reps to move away from traditional email and spreadsheets to manage prospecting, towards having scalable cadences with targeted messaging. In turn, making it really easy to track prospecting KPIs and understand what messaging drives results in your market. [Q&A with PayPal: Enabling inside sales teams | SECBrenda Basista, PayPal’s SR Sales Enablement Manager for Global Inside Sales, answered questions about a current hot topic: inside sales![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-181.png)Sales Enablement CollectiveChloie Brandrick![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1564510182741-baf44ec296b4-1)](https://www.salesenablementcollective.com/ama-with-brenda-basista-sr-manager-sales-enablement-global-inside-sales-paypal/) ### Field sales On the other hand, if you have a focus on field sales, the technology needed to ensure your reps are successful can be wildly different from the inside sales use case. In this case, [**content management**](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) is often top of mind, as salespeople need to be able to find and share the most up-to-date content while on the go, and often in places where they don’t have internet access. If this sounds familiar, tablets with an enablement platform focusing on content management can be invaluable. (More on implementing sales enablement technology in the next section.) The bottom line here is don’t try to do too much, too quickly. Really focusing on getting implementation right for your business will make or break your adoption of the tool and therefore the ROI you will achieve long-term. [Using ChatGPT for sales - and why you need it in your sales enablement toolkit | SECWondering how to use ChatGPT for sales? This article, featuring SEC Ambassador Thomas Cheriyan, is your one-stop shop.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-182.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1678957949479-b1e876bee3f1-2.jpeg)](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/) ## Phase 3: Progressive/Integrated In this phase, the enablement function is a valued asset to the business and acts as a partner to other departments like marketing, product, and partnerships. Your programs are starting to be more proactive and the department is more or less running as a well-oiled machine. The main objective here is to scale, without needing additional resources and the best way to do this is to implement sales enablement-specific tools. It’s important to wait until this phase to implement enablement technology because 80% of your success in scaling will be down to your programs and people, with 20% being down to your technology. Without strong enablement foundations and business partnerships, often this type of technology can fail due to a lack of ownership and strategic direction. The main building blocks for sales enablement technology are: - Content management systems, - Sales readiness tools (training & coaching), and - Buyer engagement platforms (ie: digital sales rooms). Today, many enablement platforms are all-encompassing and provide a basic level of each of these components. This is valuable as you’ll only need to manage one platform for most of your enablement needs. 💡 There are also specialized solutions that provide lighter or heavier versions of each feature, which is useful if you have more specific needs or budget constraints. If you’re not 100% ready to commit to content management, sales readiness, and buyer engagement all at once, **that’s ok** and might be the right move for your business. For most situations, it’s recommended to start with content management as that will form the basis for the other two building blocks. Most of the holistic enablement platforms have dedicated resources to not only build out the technology you just purchased but also ensure that your strategy is aligned with the tool. This is highly recommended if you want expert eyes on the foundations you’ve already created to find even more efficiencies and wins for your team. [Making the shift from reactive to proactive enablementDiscover the importance of proactive enablement and how to move from a reactive approach to a proactive strategy for success. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-183.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Shifting-from-reactive-to-proactive-enablement----1--1.png)](https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/) ## Phase 4: Strategic/Mature If you’re in this phase, you’ve hit enablement nirvana. At this point, your enablement function is providing proactive support to your team and as seen as a trusted advisor within the organization. You’ll likely now have many systems working together to create an effective environment for your sellers to thrive and for enablement to continue driving these positive results through data-driven decisions. > So what’s next here? With all these systems, the one gap businesses have is tying all of the data and insights together in one single source of truth. This is where **business intelligence** (BI) comes into the picture. This software enables leadership to make more informed decisions and *really* understand what’s happening in specific scenarios. It can also help with providing measurable outcomes for sales enablement programs and tying these to metrics that sales leaders care about. [Engagement and intelligence: The key to unlocking predictable, efficient growth | SECAlex Kremer, Director of Commercial Sales at Outreach, discusses how you need to change your sales approach for a new age of go-to-market.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-184.png)Sales Enablement CollectiveAlex Kremer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1563729322989-e351b911b304)](https://www.salesenablementcollective.com/engagement-and-intelligence-the-key-to-unlocking-predictable-efficient-growth/) ## Other Options You might be thinking this all sounds great, but we don’t have the capital to implement these best-in-class tools. Well not to worry, here’s how to save whilst still supporting your team: - **Look for holistic solutions with modular pricing** \- This allows you to only add new modules at your pace and in line with your company’s needs. - **Think outside the box** \- Is there a way to “hack” a system you already have to get you 85-90% of the way there? For example, we use Notion and have built over 4 tools (in counting!) within Notion natively which has had a really positive outcome on our tech spend. - **Optimize your licenses** \- When renewing, make sure to always renew with the lowest number of licenses you think you will need. You can always add licenses if you end up growing, but you can’t subtract mid-contract. - **Look into newer players on the market** \- They often are more flexible with pricing as they are looking to break into the market. - **Ask the** [**SEC community**](https://www.salesenablementcollective.com/join-sec-slack/) \- The SEC Slack is a great place to engage with others to answer questions or get introduced to new tech. ## Final thoughts If you take one learning away from this article, let it be that technology is not a magic wand and won’t solve all of your problems. It’s expensive, and time-consuming to implement correctly, but when done well and at the right time, it can really help scale your efforts and drive meaningful results for your team. --- Need some additional guidance? Discover our sales enablement tech stack checklist. 👇 [Sales enablement tech stack checklistA practical guide for building and maintaining an effective sales enablement technology stack.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-185.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market--4--2.png)](https://www.salesenablementcollective.com/tech-stack-checklist-framework/) ### 11 things to do if you're serious about selling more sales SaaS - from a buyer's perspective URL: https://www.salesenablementcollective.com/11-things-to-do-if-youre-serious-about-selling-more-sales-saas-from-a-buyers-perspective/ Last updated: 2025-01-28T19:00:34.000Z Sales enablement professionals are a dedicated bunch. They work tirelessly to support the organization’s sales reps with the ultimate aim of making them better sellers. That being said, it’s important to consider the perspective of the person that your sellers are selling *to*. The buyer is obviously a key component of the sale, and so as a sales enablement practitioner you should be able to put yourself in their shoes. Here, **James Fielding**, **Founder & Former** **Head of Sales Enablement**, shares wisdom to impart on your sellers, from a buyer’s perspective: ## Selling more sales SaaS - from a buyer's perspective Rarely a week goes by where I don't get a call, email or InMail from a sales rep looking to offload their sales SaaS. And guess what? I'm ok with it. Yes, I'm happy to take conversations, see demos and read materials as I look to challenge my thinking and see what's out there. My view is that I'll either learn something, or buy something I need. > But the truth is this: I rarely make or sponsor a sales SaaS purchase Why; you ask? Is it budget? Lack of need? Solution quality? Internal sign-off? Buying experience? Change management? Opportunity cost? The answer is: all of these, and more. You see, I rarely make or sponsor a sales SaaS purchase as the potential benefit to my business (and to me personally) is either marginal or unproven and therefore not worth the effort. To make or sponsor a sales SaaS purchase, I'll need to jump through (many, many) hoops to secure buy-in from stakeholders in technology, risk, finance and management. And once I secure this buy-in and formal sign-off, there's a huge demand on my time and I'm the one carrying the risk of adoption and performance uplift. Speaking to other buyers of sales SaaS, I'm far from alone in this thinking. Sure, my needs and perceptions may be skewed by the unique world of professional services, but the challenges I face as a buyer are universal. If you want me (and others) to buy your sales SaaS, you need to improve your offer, support my path to purchase and share risk - you need to become a genuine partner. [Top sales enablement events to attend in 2025Get all the details on the best sales enablement events in 2025 happening worldwide. You don’t want to miss these sales and revenue insights!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-162.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles-2-1.png)](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/) ## Here are 11 ways you can do this: ### 1\. Rationalize and/or compartmentalize your solution to solve a few problems really well, and price accordingly The more focused and inexpensive the solution, the easier it is to explain, secure budget, implement and secure adoption. You can then collaborate with the buyer to build out solutions over time: it's the old land-and-expand play. ### 2\. Share the risk of adoption and performance uplift by having your fee contingent on agreed success metrics In short, put your money where your mouth is. As a buyer, it's much easier to secure initial and ongoing investment when you can point to real-life improvements to revenue, cost savings, risk mitigation, behavior change and so on. ### 3\. Cut the buzzwords Nobody has any clue what you mean when you ramble on about machine-enabled revenue acceleration, AI insights or hyper-automation! Rather than making your solution sound impressive, it makes it sound complicated and unproven. And if it sounds too much for me, you can bet your life they'll be eye-rolls and groans from those controlling the purse strings. ### 4\. Work at the buyer's pace - not yours Buyers don't care about your targets and whether it's the end of the month or quarter. It's a buying process, not a sales process. If the buyer feels like you're pushing, they'll lose trust in your motives (i.e. they'll get a big whiff of your commission breath) and will either kill the deal or ghost you. ### 5\. Don't be hasty in seeking a meeting Although I'm happy to take meetings, most buyers aren't and will avoid you like the plague if you push too hard for one. Instead, seek to disrupt the buyer with challenging insights and entice them to engage with your content, case studies, DIY demos and so on. This approach will see you engage many more prospects, build trust and have better, more qualified meetings. ### 6\. Don't get hung-up on discovery If the buyer doesn't want it, that's fine. The reason many buyers don't want discovery is that they don't want a manipulated view of your capability. Personally, I don't want to waste time educating you on my business, as it's easier for me to get to grips with your capability. I also expect that you should know my business (if not, why are you engaging me) and can challenge me with insights from like-businesses or best practice. [Check out SEC’s Sales Enablement Innovation podcast!Discover new ideas, hear from your enablement peers, learn about the industry and much more with SEC’s Sales Enablement Innovation podcast![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-163.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Article-Image_-3.png)](https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/) ### 7\. Develop a suite of material on privacy, data protection, integrations, etc This material needs to be readily available and address the concerns of stakeholders in technology, risk, HR and finance - including specific concerns for the market they operate. This material needs to be branded, well-formatted, and in PDF. If not, it gives the appearance that you're making it up on the fly. ### 8\. Illustrate a realistic path to adoption and benefits realisation Additionally, partner to support that path. It's not enough to have the odd catch-up and give stats on usage. You need to be intimately involved, to educate and support on change initiatives, set milestones and so on. And the process needs to be supported with communication templates, training material (incl. on demand videos), competency checklists, users surveys and so on*.* ### 9\. Be transparent with pricing Have it on your website, share it freely and openly talk to it. If your pricing is too much for the potential benefit for my business - I can quickly qualify out and save you time. And as mentioned earlier, make your pricing more desirable via the rationalization/compartmentalization of your solutions and tying your fee to agreed success metrics. ### 10\. Keep sharing insights and resources Just because a buyer doesn't purchase straight away doesn't mean they won't in the future - as needs change, budgets become available, they change jobs and so on. Buyers gravitate to salespeople that add value without the sniff of a sale, as you're seen as an objective adviser. ### 11\. Get better at outreach So much of the outreach I receive is generic, cheesy and a tad needy - as it's full of fake praise, superficial personalisation or sales-speak. Instead of putting my name on a mug and asking me to 'roll the dice' - just talk directly to the challenges I face and entice me to learn how these challenges can be overcome. And if you can't talk to my challenges, don't engage me. ## The key takeaways So, there you have it. The key takeaways for becoming more serious about selling more sales SaaS: **Focus on your offer, support the buyer's path to purchase, and share the risk of adoption and benefits realisation**. Not only will you sell more, you'll experience less churn, enjoy selling and have buyers advocating for you. Happy days! --- [AI and Sales Enablement: 7 Ways AI Can Save Enablers TimeAI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-164.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_automation.jpg)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ### What is marketing enablement? A guide URL: https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/ Last updated: 2025-02-19T14:43:56.000Z As revenue enablement becomes more popular in the business world, many teams are looking to empower their marketing teams with marketing enablement. But what exactly is marketing enablement? A simple marketing enablement definition is: A role focused on empowering the marketing team in an organization by providing them with the tools and resources needed to succeed. (Keep reading for more detail.) This article acts as your guide to the marketing enablement function, including: - [What marketing enablement is](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/#what-is-marketing-enablement?) - [The benefits](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/#benefits-of-marketing-enablement ) - [5 best practices](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/#5-marketing-enablement-best-practices) - [How to build a training program](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/#creating-a-marketing-training-program) - [Tools and technology](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/#tools-and-technology-for-marketing-enablement) - [Metrics and KPIs](https://www.salesenablementcollective.com/what-is-marketing-enablement-a-guide/#marketing-enablement-metrics-and-kpis) ## What is marketing enablement? Marketing enablement is a support function that provides the marketing team with the resources and training they need to be effective in their role. In particular, this function focuses on improving marketing teams' efficiency and effectiveness using technology and data analytics. This function is also responsible for training and coaching marketers and marketing managers to ensure they’re up to date with industry best practices, as well as having a strong understanding of the products your company sells. Other responsibilities of a marketing enablement team include: - Analyzing content performance and usage - Optimizing the marketing tech stack - Streamlining marketing and content creation processes - Aligning marketing and sales teams - Tracking marketing performance - Onboarding the marketing team ### Marketing enablement vs sales enablement Marketing enablement is often confused with [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement-video/), as both functions serve similar purposes: supporting and training teams. They can even share the goal of aligning sales and marketing. But these functions have one fundamental difference: the stakeholders they serve. While marketing enablement professionals focus on empowering marketing teams and ensuring their success, sales enablement pros focus on helping sales reps close deals. Both are important functions that contribute to the buyer journey and help to increase revenue growth using content, training, technology, and data. In many organizations, these functions will be aligned into one [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) team that supports all the revenue-generating functions including sales, marketing, and customer success. This can help to increase the efficiency of enablement initiatives, especially in smaller organizations, as resources can be repurposed to meet each teams’ needs. [What is Sales Enablement? (A Comprehensive Guide)Sales enablement is a strategy which encompasses coaching, training, content, technology, processes, and all other activities with the aim of supporting and empowering sales reps to progress sales opportunities through knowledge-based interactions with prospects.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-167.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-enablement-vs-product-marketing--1--1-1.png)](https://www.salesenablementcollective.com/what-is-sales-enablement/) ### Marketing enablement vs marketing operations [Marketing operations](https://www.revenueoperationsalliance.com/what-is-marketing-operations/) is another support team for marketers, focusing on optimizing the tech stack, streamlining processes, and gathering marketing data. There is quite a bit of overlap between marketing enablement and operations roles. So, many organizations will choose to combine these functions or will utilize revenue enablement (see above) and revenue operations teams working in tandem. If your organization has both a marketing enablement and a marketing operations team, it’s important to create a charter defining who’ll be responsible for each specific area. For example: Your enablement team may solely focus on training, coaching, and marketing resources, while your ops team focuses on tech management, data analysis, and process improvement. And you may decide to share process documentation projects. ## Benefits of marketing enablement Now we’ve covered what marketing enablement is, let’s dive into the benefits the function can bring to your organization. ### Sales and marketing alignment Marketing enablement teams seek to ensure sales and marketing teams are on the same page, to increase the marketing team’s impact and productivity. Misaligned teams lead to inefficiencies as the content produced by marketing likely won’t align with what sellers need. This means marketing wastes time creating content that’ll gather (metaphorical) dust in a database, in turn, making it harder for sales to find useful resources. By fostering cross-functional collaboration, the marketing team can focus on creating content that sales teams (and customers) will *actually* use and benefit from. [Aligning sales and marketing and getting organized for success | SECAdam Wright, Global Director of Sales Enablement at Emerson tells us how to align sales and marketing and get organized for success by sharing his journey doing just that![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-168.png)Sales Enablement CollectiveAdam Wright![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1566633806501-349d557a616d)](https://www.salesenablementcollective.com/aligning-sales-and-marketing-and-getting-organized-for-success/) ### Personalized buyer experiences Personalization is a must-have in marketing, but it can be time-consuming and challenging to get right. Increased training and efficiency allow your marketing team to spend more time researching your persona, and creating personalized communications and experiences for your customers. [Dedicated buyer enablement](https://www.salesenablementcollective.com/buyer-enablement/) and buyer enablement content, meanwhile, helps warm prospects and earn their trust before they even speak to a sales rep. ### Improved lead generation Marketing enablement improves lead generation through increased alignment between sales and marketing – making it easier to pass qualified leads over to the sales team. Enablement also ensures marketing teams have the technology and knowledge needed to run strong lead-generation campaigns. [Sales and marketing lead optimizationJosh Smith explains how to set up a lead capture process by sharing a case study based on his own experience doing that at the Guardian.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-169.png)Sales Enablement CollectiveJosh Smith![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_optimization.jpg)](https://www.salesenablementcollective.com/sales-and-marketing-lead-optimization/) ### Content ROI When it comes to content creation, marketing enablement teams analyze content usage data to determine the ROI of the marketing team’s content. This allows teams to review pieces of content: - Sales reps are using - Buyers are looking at - Are driving sales - Aren’t being used (and are a waste of time) With an increased understanding of their target audience and sales team’s needs, marketers can create more effective content tailored to their audience’s preferences. ### Increased productivity When marketing teams are empowered with the right training, data, and tools they can be more efficient in their roles and increase productivity. Enablement teams help by streamlining processes and the tech stack while creating effective training programs to keep marketers at the top of their game. ### Fast growth and increased profitability Overall, a marketing enablement team leads to more effective marketing initiatives, contributing to increased pipeline growth, a faster sales cycle, and increased profitability. [Mastering training in a hybrid workplace | SECDiscover the steps you need to take to perfect your hybrid sales training with Jenn Haskell, Director of Sales Enablement & Training at Nasuni.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-170.png)Sales Enablement CollectiveJenn Haskell![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/victor-freitas-WvDYdXDzkhs-unsplash-2.jpg)](https://www.salesenablementcollective.com/mastering-training-in-a-hybrid-workplace/) ## 5 marketing enablement best practices ### Set goals The first step in building a successful marketing enablement strategy is to outline your goals and objectives. What do you want to achieve by empowering your marketing team? Ensure you align these goals with wider business objectives and other departments' plans. Speak to sales and marketing leaders to understand how they can collaborate and align to create results. It’s also key to define a timeframe for the project and specific [KPIs](https://www.salesenablementcollective.com/sales-enablement-kpis/) to track your progress. ### Utilize data It’s important to have all the data you need to make effective decisions easily accessible. This means aligning data in one place, such as a customer relationship management (CRM) system, and creating reporting dashboards for your marketing peers to utilize. Pulling out data on marketing effectiveness, content usage, and conversion rates will help to refine your marketing enablement strategy, and focus your efforts in the most impactful areas. For example, your team might be generating lots of leads, but they aren’t a great [ICP](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/) fit. So, you might run a session educating your marketing team on the company’s ICP, their pain points, and what they’re looking for in a solution. You can even include data and insights from the sales and customer success teams to fully explain this. But without looking at the CRM data, you likely wouldn’t have spotted that trend. [#RevOpsProblems: Reporting, analyzing and presenting dataHannah O’Meara, Senior Manager, Revenue Operations at Tripadvisor, examines how to properly utilize data in your RevOps function.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-171.png)Sales Enablement CollectiveHannah O’Meara![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/regularguy-eth-UqILKDhWiFw-unsplash-2.jpg)](https://www.salesenablementcollective.com/revopsproblems-reporting-analyzing-and-presenting-data/) ### Create SOPs Documenting standard operating procedures (SOPs) for your marketing team can help them to be more efficient in their work. Not only do SOPs ensure the entire team is doing something in a similar way, they also act as sources of knowledge for those doing something for the first time (or after a while). For example, if your team is changing email providers, they’ll need training on how to approach this new system. You may host a training session on this only to realize the team is still confused and has questions. To resolve this, you can create a [document](https://www.salesenablementcollective.com/revenue-growth-with-smarter-documents/) outlining the processes step by step, and include the answers to common questions. That way marketers can refer to this every time they create an email, until they’re comfortable with the new process. This is also useful for [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) new hires, as they can also refer to the SOPs when doing something for the first time. ### Organize content effectively Organization is crucial to successful marketing enablement. Whether it's your SOPs or any other resource you’ve created to assist the marketing team, they won’t use it if they can’t find it. That’s why it’s important to organize these resources in a way that makes them easy to find and access when your team needs them. Otherwise, they may decide to ask the team or simply wing it. This solution could be as simple as a Google Drive or Notion board hosting well-organized and labeled documents, or you could take it a step further and use a content management system. [Conversations, not content: How sales enablement lost its way | SECContent is king for content marketers, but conversations are the lifeblood of sales: how to put together a conversational toolkit for reps![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-172.png)Sales Enablement CollectiveSteve Mayernick![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1531537571171-a707bf2683da)](https://www.salesenablementcollective.com/conversations-not-content-how-sales-enablement-lost-its-way-2/) ### Align with sales enablement Enablement teams often struggle with a lack of time and resources, which is why it’s key to work with your sales enablement peers to ensure you aren’t duplicating work. By aligning your marketing enablement and sales enablement strategies, you can cover more ground and foster collaboration. > For example, when a new product is set to launch you could work together to create training for the marketing and sales teams, as most of the information they require will be similar. Once the bulk of the materials are created, each enablement function can tailor it to marketing and sales respectively. ## Creating a marketing training program When creating a [training](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) program for your marketing team it’s important to follow these four steps. ### 1\. Discover skills and knowledge gaps Talk to marketing managers to uncover the areas where the team may need some more training and support. This may be an area that’s underperforming, something new to the team, or something the manager regularly supports with. You may also consider speaking with some of the marketers individually to discover where they feel they’d like to improve. ### 2\. Design a training program Once you understand the topics to cover in your program, it’s time to plan how you’ll deliver these to the team. This includes: - Prioritizing topics by most urgent - Scheduling training sessions - Designing supporting content and follow-ups - Making the sessions interactive - Selecting external courses to include [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-173.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-2-1-6.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) ### 3\. Tailor program to individuals Once you’ve created a training program for your entire team, you can start to tailor the training protocols for individuals. This could be as simple as adjusting the program for each level of seniority in your team, or as complex as providing each marketer their own program. It’s important to balance the level of personalization with the resources you have available to deliver the program. It can be tempting to personalize every detail, but if you can’t fulfill each element your program won’t be effective. ### 4\. Gather feedback and iterate After each training session and at the end of each program, you should collect feedback from the marketing team to understand how effective they found it. Based on the feedback you can tailor your next program to the needs and learning style of the team. Remember to do this regularly as preferences can change over time. [Building a sales enablement program from the ground up \[Video\]Welcome to the plan before the plan of creating your enablement function. Whether you’re the first hire or taking over an early sales enablement program, John Hunt VP of GTM Enablement at Hello Heart, discusses the best practices to get everyone on the same page.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-174.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Your-first-enablement-program-1.png)](https://www.salesenablementcollective.com/building-a-sales-enablement-program-from-the-ground-up-video/) ## Tools and technology for marketing enablement Marketing enablement professionals rely on technology to effectively empower marketing teams. Some tools they utilize include: - CRM - Content management systems - Learning management systems - Sales enablement platforms (don’t be confused by the name – sales enablement tools can also be tailored to marketing enablement teams) - Email marketing tools - Google Analytics [What are sales enablement tools?There are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-175.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_cms-1.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ## Marketing enablement metrics and KPIs Measuring the success of a marketing enablement program can be challenging, as your programs only indirectly affect campaign success. So, your team shouldn’t focus *too* heavily on these success metrics. That being said, it’s still important to check on these indicators to ensure your marketing team is getting more effective over time. This is especially true after running particular training programs – if after a few months the marketers you support are still struggling to hit their KPIs you may need to review your training content. To track your marketing team’s performance consider looking at: - Customer acquisition cost (CAC) - Customer lifetime value (CLV) - Lead conversion rate - Engagement rate - Landing page conversion rate Where your programs *really* make a difference is in helping the team become more productive. But this is tricky to measure since this doesn’t always mean more marketing activity. Sometimes simply gathering feedback after your training sessions is the best way to tell if they were successful. Some questions to ask include: - Do you feel more confident doing \[X\] after this session? - How effective was this training session? - Would you recommend this session to your colleagues? ## Looking for more content? [Sales enablement vs marketing: What’s the difference?Learn the key differences between marketing and sales enablement, and discover the best practices for aligning these teams.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-176.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---sales-enablement-vs-marketing.png)](https://www.salesenablementcollective.com/sales-enablement-vs-marketing/) [What is GTM enablement?Discover everything GTM enablement. Learn how to align teams, optimize launches, and master go-to-market success for sustainable growth.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-177.png)Sales Enablement CollectiveElla Harrison![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---What-is-GTM-enablement-1.png)](https://www.salesenablementcollective.com/what-is-gtm-enablement/) [What Is Customer Success Enablement?Customer success enablement is a business function responsible for giving customer success teams the tools, ongoing training, and materials necessary to excel in giving customers the best possible ongoing experience.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-179.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Doodles-Text_--1--2.png)](https://www.salesenablementcollective.com/what-is-customer-success-enablement/) ### What is customer success enablement? URL: https://www.salesenablementcollective.com/what-is-customer-success-enablement/ Last updated: 2025-02-19T14:44:35.000Z With enablement functions expanding in their diversity and their remit, and with enablement roles and responsibilities becoming more diverse, some percentage of our readership will, no doubt, be looking for resources on enabling customer success teams. While many of our existing materials on sales enablement will offer applicable advice, those responsible for customer success enablement will want specific, targeted materials to help them get the job done. You’ve come to the right place. ## **What is customer success enablement?** Customer success enablement is a business function responsible for giving customer success teams the tools, ongoing training, and materials necessary to excel in giving customers the best possible ongoing experience. Depending on the size of your business, this could include supporting teams that manage client accounts in a proactive, outbound fashion. Or, it could involve help desk-based support teams who react to inbound customer issues. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/cat_call_centre.webp) **Customer success enablement can involve supporting CS account managers or help-desk staff, depending on the size of your org.* ## **Customer success enablement responsibilities** Key customer success (CS) enablement responsibilities include: - Onboarding new CS reps - Defining product messaging - Creating and curating a knowledge base of enablement content\* - Creating training materials and holding training sessions - Collaborating with internal SMEs to produce these trainings and materials - Gathering and implementing feedback (from both reps and customers) In some instances, customer success enablers will also own some part of the operations function. When it comes to [CS operations](https://www.revenueoperationsalliance.com/what-is-customer-success-operations/), this means defining the tech stack and processes CS reps will use. They may even be responsible for winning additional budget for the CS tech stack, and managing vendor relationships. 💡 \*CS enablement content includes: • Personas • Products • Success plays • Customer/account information ## **How is customer success enablement different from sales enablement?** While sales enablement and customer success enablement may sound similar, they are *not* the same thing. Similar tactics and approaches *can* work. Revenue enablement and GTM enablement functions can use different versions of the same processes and materials to enable both teams. But it’s important to note the differences. First, customer success and sales are different teams with different requirements. As such, your goals and strategies will differ, depending on which you’re enabling. CS enablement is all about achieving top-tier performance in the stages *after* you’ve won the customer. Customer success teams are interested in retention, and growing account *quality*. **They’re interested in metrics like:** - Retention - Churn - Customer lifetime value (CLTV) Sales teams, by contrast, are interested in acquisition and growing account *quantity*. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/Screenshot-2025-01-28-at-13.21.34.png) As such, you’ll look to **boost important metrics like:** - Deal win rates - Time to first sale - Time spent selling - Sales confidence scores Your own enablement strategy must align with these important metrics, and help the team improve them. Another important difference lies in the types of relationships that customer success and sales reps deal with. Sales reps are typically only involved until the deal is closed. CS reps are responsible for ongoing relationships that require more nurturing in the beginning, and ongoing effort to maintain. Your enablement work will reflect this, enabling CS reps to deepen their relationships and rapport with clients, even as they improve product knowledge and expertise. --- [What is Revenue Enablement? (An Enabler’s Guide)Revenue enablement continues to grow - but what is it all about? In this article we dive into the definition of revenue enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-165.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--2--1.png)](https://www.salesenablementcollective.com/what-is-revenue-enablement/) --- ## **Why is customer success enablement important?** If you’ve ever struggled to prove your enablement function’s value to stakeholders, or have wanted more opportunities to progress in your career but have struggled to find them, customer success enablement could be your answer. ### **Enabling other teams is a quick win** The truth is, customer success teams benefit from having access to the enablement materials, trainings, and processes you’ve already built for your sales team. In many cases, your existing enablement material needs only minimal tweaking to become useful to other teams. This is because, when one of your sales reps closes a deal, they pass that client straight to a customer success rep. The customer may have questions about the platform, or about how to get the most value out of your products as quickly as possible. To win the customer, the sales rep must understand your product and how it’s differentiated. They need to make sure their messaging aligns with the language your marketing and product teams are using. To maximize the customer’s experience with your product, your customer success rep must understand the same things. The same educational and informational materials you’ve created for sales can then help relay the same critical knowledge to your CS reps. ### **5 Reasons CS enablement helps drive revenue growth** Here are five other reasons enabling your customer success team is such a win for your business, and for you as an enabler: 1. **Better customer retention, lower churn** More effective CS means happier customers, better retention, and lower customer churn 1. **Stronger reputation and brand authority** More effective CS means a stronger reputation via reviews, testimonials, and word-of-mouth praise. Brand advocates strengthen your brand authority and help you grow your customer base over time. 1. **Higher staff retention** Give staff an opportunity to clearly impact revenue, and the “why” behind the work becomes clear. Staff that feel supported, and feel they have the tools and knowledge they need to do their job well, are more likely to stick around. 1. **Data-driven decision-making** With modern tools, especially AI-powered ones, you can perform fast sentiment analysis on the language customers use in interactions with your business to keep tabs on customer satisfaction. You can also feed recurring issues back to your product and ops teams to ensure the customer experience is positive throughout purchase and onboarding. 1. **Competitive differentiation** I once worked for a VoIP (voice over IP) provider in the U.K. Their main competitive differentiator? Their customer success team. In the business telephony industry in the U.K., poor customer service is pretty much the norm. My old employer looked to take advantage of a gap in the market and soak up the disillusioned customers who were leaving legacy contracts with older, slower telecoms companies. **It worked.** Eventually, they branched out and began differentiating with their product, too. But in the beginning, amazing customer service experiences built that business and won it its first round of investment. Though there was no formal enablement function in that business, the customer success manager worked tirelessly to enable his team, at great benefit to the business. --- [Buyer Enablement: What is it and Why is it Important?With the right buyer enablement content, you’ll earn prospects’ trust before they ever speak to a sales rep.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-217.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Designing-a-competency-and-skills-development-program-for-long-term-rep-success.png)](https://www.salesenablementcollective.com/buyer-enablement/) --- ## **7 Customer success enablement best practices** ### **1) Build a comprehensive onboarding program** Good enablement starts at the beginning, the moment reps join the business. This is your first shot at making a strong, positive impression. Get the onboarding process right, and you may just create a champion for your enablement efforts. Someone who’ll vouch for the quality and utility of the content and training you produce. But onboarding is also one of an enabler’s core responsibilities. Own it well, and you get to decide all the important things your CS reps should know, and the order they should learn them in. This gives you incredible control over the effectiveness of your reps (and the speed at which they become effective.) ### **2) Hold ongoing training sessions** Nothing stays the same for long. Products change, new competitors come onto the scene… You’re already enabling your sales reps to speak authoritatively about new products and features, and to handle competitors effectively. Your CS reps need all the same info when dealing with existing customers. That’s why you need to make sure you hold ongoing training sessions for your reps. Use them to bring the team up to speed on developments both internal and external to the business. This makes sure your reps remain effective, never failing to come across as strong authorities on the state of the industry, and the value you bring to it. ### **3) Create coaching programs** Most enablement teams are small, so you need to enlist help. Customer success managers are perfect targets. Enable them, and you help them to help their reps, scaling your influence. Coaching programs are your means of doing this. Managers must coach reps on best practices in an ongoing manner. To do this, they must understand everything their reps need to understand. More than that, though, they need to be able to see where their reps are going wrong, and correct their errors constructively. To some, this might come naturally. But others will find it hard to change their reps’ behavior. For this reason, a solid coaching program, where you train managers to build their coaching skills, pays dividends. ### **4) Organize your enablement content** If you make your content difficult to find, reps won’t use it. So when they need to brush up their knowledge on a feature that rolled out a few months ago, or on how you differ from your core competitors (and who they are)... they simply won’t. This isn’t good. You want your reps to be able to find the content they need, when they need it. Organize your enablement content (through tagging, for example) in a centralized repository, or content hub. Chances are, this’ll be a content management system, or CMS. Most enablement platforms include one as standard, but you can also purchase a CMS as a standalone tool. --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/SKO-speaker-1.png) --- ### **5) Fix your ops** If you have a dedicated operations team… excellent! You can delegate this task to them. But whether you own enablement operations or not, you’ll want to make sure that the processes, and the tech stack you use, support your efforts. If the tools in your tech stack: - Have low adoption - Are riddled with inefficiencies - Are bloated with features no one uses… …you can free up wasted budget by unsubscribing to the tools with the lowest ROI. Better still, you’ll find opportunities to fix inefficiencies and make sure the processes your customer success team relies on to operate are in ship shape. ### **6) Incentives, rewards, and pay management** Compensation is something else that’d typically lie with your ops team, but can play the part of enablement. Motivation can be a blocker for reps on any team. Use incentives to push content adoption rates, and training completion rates, higher if you have to. Speak to the necessary stakeholders to make these things happen. Doing what’s necessary to ensure incentives align with business goals is a smart strategic decision for any leader. As the enablement pro, you’re capable of effecting these changes. ### **7) Continually gather and implement feedback** You can’t fix an issue if you don’t know it exists. Make sure you’re speaking to reps regularly, and gathering feedback on what’s working well, and what isn’t. This will keep you aligned with the biggest pain points your CS team is facing. When you know about them, you’ll be able to effect changes that eradicate those problems. This is also where metrics come into play. Make sure you have your eye on a set of key metrics, so you can judge the effectiveness of your efforts over time in ways both qualitative *and* quantitative. Finally, consider [incorporating customer feedback](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) into your enablement efforts, as well. ## **4 Challenges to expect when enabling customer success** ### **1) Keeping materials current** As an enabler, you’ll be producing a lot of content. But things change fast, so keeping all your enablement collateral up-to-date can quickly become a full-time job. Since your responsibilities go further than refreshing the material in your CMS, you’ll need to effectively prioritize the task of refreshing content alongside your other duties. ### **2) Content and tool adoption** Like it or not, some of your CS reps think they’ve got it all figured out. They don’t need your help, and they want to keep doing things the way they’ve always done them, thank you very much. Sure, this won’t be true for your whole CS team, but some people *will* resist the changes you propose. You should expect this. It’s tricky, but the answer is to watch how your reps use the processes and platforms you have at your disposal. You must stamp out any inefficiencies in these processes. Find the annoyances that push your reps away from using the tools and materials you give them. Make using these tools and materials the path of least resistance for your reps. Make it easier (and more effective) than literally every other option available to them, and you’ll find adoption rates increase accordingly. ### **3) Time management** Enablement is all about helping your reps to do their jobs well. You can only do this if you understand their pains and frustrations. To do *that*, you need to regularly gather their feedback, figure out what needs to change, and then make those changes. But all of this takes time. Especially, if you’re taking pains to collect data that’s *accurate*. To collect honest responses, you either need to build masses of rapport with reps individually, or you need to collect data anonymously with well-crafted surveys. And when the problems reps are facing are foundational, effecting necessary changes can take months. These things make it harder for you to achieve quick, strong impact with your enablement program. ### **4) Tech stack issues** Your tech stack is the infrastructure that holds your teams together. The right tools streamline the data collection process and automate much of the organizational work, so you and the CS team can focus on strategy. Software will include tools like: - Customer relationship management (CRM) - Communication and messaging platforms - Data analysis tools and software The CS team will use much of this software multiple times a week, and some particularly important pieces of software all day, every day. If there are issues, it becomes difficult (or impossible) for reps to do their jobs. Issues can be as (seemingly) small and fixable as low adoption – reps opting not to *use* the software you’ve invested in to make their lives easier. Or, they can be as critical as reps being unable to interact with customers and clients, in the case of your customer support tools or business phone system software. ## **Customer success enablement metrics** Even when implementing all of the above best practices, and dealing with the above challenges, you need to be able to measure whether what you’re doing is working. The metrics and KPIs you’ll use to measure success in customer success enablement are similar to those you’ll use for measuring success in sales enablement, too. **Here’s a list to get you started:** - Agent performance metrics - Feedback scores - Average resolution time - Customer satisfaction scores - CSM time to value (ramp time) - First contact resolution - Time savings - Training completion rates - Training satisfaction / NPS scores - Assessments and examination scores - Tool and content adoption rates [Find more information on enablement metrics and KPIs](https://www.salesenablementcollective.com/sales-metrics/) --- ## Still looking for next steps? Don't worry, our eBook isn't going anywhere. But a few clicks are all that separate you from discovering: - Exactly what sales enablement is (and what it’s not), so you can start doing it the right way. ✅ - The five core pillars of sales enablement (plus a special bonus pillar that’ll help you to work faster and more efficiently). 🔑 - A simple-to-understand mental model of the sales enablement function, giving you clarity and confidence as you navigate enablement challenges. 💡 Discover the pillars now. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Core_Pillars_Report_Cover--1--1.png) --- ### 5 reasons you should attend a Sales Enablement Summit URL: https://www.salesenablementcollective.com/5-reasons-you-should-attend-a-sales-enablement-summit/ Last updated: 2025-11-21T13:10:55.000Z Here at Sales Enablement Collective, we spend all year touring the world - bringing our Summits to your doorstep. [Sales Enablement Summits](https://world.salesenablementcollective.com/) are events where you can discover strategies and tactics from some of the very best in the business, connect and network with hundreds of your enablement peers, and more. What’s not to like? From San Francisco to London, from Singapore to Sydney, we’re bringing the latest and greatest in enablement wherever you may be. Still not convinced? Here are **five reasons** why you should attend a [Sales Enablement Summit](https://www.salesenablementcollective.com/top-sales-enablement-events-to-attend/), just like hundreds of your peers do: ## 1\. Learn from incredible speakers 🎤 Our Sales Enablement Summits always feature star-studded lineups, with a variety of speakers from: - Start-ups and scale-ups - Enterprise organizations - One-person enablement teams - Large-scale, mature enablement units - A multitude of industries and verticals And more. At previous Summits, event attendees have learned to employ strategies from enablement professionals at **Google, LinkedIn, Spotify**, and more - as well as hearing from enablers at some of the fastest-growing start-ups out there. There’s no better way to stay up to date and level up your enablement abilities than attending a Sales Enablement Summit and hearing from the best speakers in enablement. ## 2\. Networking opportunities with hundreds of peers 👥 If there’s one thing we’ve learned over the past few years of hosting events, it’s this: **in-person networking is unparalleled**. At our Summits, you’ll have the opportunity to meet, connect, and network with 100+ enablement professionals from across the entire world. Whether you’re looking for advice in your current role, eyeing up future opportunities, looking for your next hire, or just want to make like-minded enablement friends, our Summit is the place to do it. And that’s not all - it’s not just enablement professionals you’ll get to network with. Thanks to [The Alliance’s](https://allianceled.io/?ref=salesenablementcollective.com) portfolio of communities you’ll have the chance to speak with product marketers, revenue operations professionals, Chief Revenue Officers, customer success professionals, and much more based on which event you attend. > *There’s nothing like in-person.* ## 3\. Get actionable insights and takeaways 🧠 Our events are geared towards action - you’ll take real learnings and solutions back to your company. From the moment you arrive, you’ll have the opportunity to immerse yourself in keynotes, panels, fireside chats, and workshops that will enrich your enablement knowledge. From these expert-driven conversations, you’ll get the chance to learn from the very best in the enablement industry. Each Sales Enablement Summit has a unique agenda, covering the most relevant issues and topical challenges you and your peers are facing, but expect to hear about: - Building and growing **your enablement career** and enhancing your personal development - Implementing the latest in **artificial intelligence** and the newest tech stack solutions - Constructing world-class **onboarding** programs that bring real results - Working alongside **stakeholders** and thriving with the help of cross-functional collaboration - Troubleshooting the most common **enablement challenges** And a whole lot more! Our events are about more than just having someone talk you to death - they’re about knowledge-sharing and providing attendees with the chance to elevate their own enablement skills. ## 4\. Access insights on repeat 🔁 Happened to missa talk or presentation? Want to revisit your favorite fireside chat? Fear not! Every single session is recorded and made accessible to attendees [**OnDemand**](https://www.salesenablementcollective.com/sales-enablement-ondemand/), whenever you want to revisit it. At our Sales Enablement Summits, you can leave your notebook at home, knowing that you can immerse yourself in the conversation live and review the footage as many times as you want. *(Want to revisit previous events that you didn’t get a chance to attend? All you need to do is grab an* [*SEC Pro membership*](https://www.salesenablementcollective.com/signup/)*).* ## 5\. Your fellow enablers say you should! 🤝 Still need convincing? How about taking a look at what your enablement peers had to say about their experience attending our events: > *“I felt I gained so much from those conversations and that was definitely my favorite part”. -* [***Erica Fox***](https://www.linkedin.com/search/results/content/?fromMember=%5B%22ACoAAAS1nj8BgnOcOoYURgJ6O5ANJ9f0Nx0pUVE%22%5D&heroEntityKey=urn%3Ali%3Afsd%5Fprofile%3AACoAAAS1nj8BgnOcOoYURgJ6O5ANJ9f0Nx0pUVE&keywords=erica%20fox%20%28markham%29&position=0&searchId=490243cb-6b8a-45cc-97fc-0791c10f6482&sid=.Pm&sortBy=%22date%5Fposted%22&update=urn%3Ali%3Afs%5FupdateV2%3A%28urn%3Ali%3Aactivity%3A6487034423391981568%2CBLENDED%5FSEARCH%5FFEED%2CEMPTY%2CDEFAULT%2Cfalse%29)***, DocuSign*** > *“It’s worth it. The ongoing relationships I’ve built with people are so valuable.I met a lot of friends there, and I have colleagues now within that sales enablement community that I can reach out to and rely upon. It’s not just those two days \[at the event\], it’s these ongoing relationships I now have.” -* [***Alex Allion***](https://www.linkedin.com/in/allion/)***, Terryberry*** > *“I actually connected with several of the speakers even after the show, and they've agreed to meet on a monthly cadence so we can continue to collaborate around onboarding and sharing best practices.” -* [***Joe Cardenas***](https://www.linkedin.com/in/cardenasjoe/)***, Redis*** > *“Going to these SEC events, being in-person, and learning what other people are doing, you can take action right away, and that's invaluable.” -* [***Nikki Schanzer***](https://www.linkedin.com/in/nikkischanzer/)***, LinkedIn*** ## Itching to attend now? All that’s left is to grab your ticket! Browse through our range of [worldwide events](https://world.salesenablementcollective.com/?%5Fgl=1%2A10za0p%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcwODk1OTU0Ny4xMjEzLjEuMTcwODk1OTU1NC41My4wLjA.) and snag a front-row seat to amazing enablement insights! But that’s not the only way to attend. Sign up for an [SEC Pro+ membership](https://www.salesenablementcollective.com/pro-plus-membership/) and you’ll gain access to our OnDemand event archive, a suite of courses and certifications, a ton of member-only resources, *and* a ticket to an event of your choice! We’ll see you at our next Summit! 😉 ### How to incorporate customer feedback into customer success enablement URL: https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/ Last updated: 2025-01-28T13:38:08.000Z End-to-end sales success doesn't stop when a rep closes a deal. A significant proportion of your revenue comes from retention and expansion through renewals, upselling, and cross-selling. Plus, we all know that attracting new customers is much trickier than keeping hold of existing ones. Once you’ve done the hard work of getting them through the door, reducing churn is essential. It's notoriously difficult to win customers back once they slip through your grasp. As **Bryan Grobstein**, Director of Revenue Enablement at Lunchbox, puts it: > “If you’re customer-facing, you’re in sales. Your job is to either land, expand, or retain.” No matter what your enablement role is called, you’re really there to support the entire Go-to-Market structure.” ## **Why is customer feedback so vital to customer success?** Customer success teams play a critical role in reducing churn and increasing retention. To help yours achieve that, you first need to get back to basics and find out **what's working and what's not.** Then, ask why what’s broken is broken, and figure out what you can do to fix it. Remember, customers mold companies, not the other way around. Only they can provide the perspectives you're looking for. Without your customers’ honest feedback, you're taking a stab in the dark as to why churn is up, and customer lifetime value (CLTV) is down; why previously loyal customers are dropping at the end of their contracts; and why your upselling and cross-selling initiatives aren’t working. ## What is customer feedback? Sometimes confused with win/loss interviews, customer feedback is the process of quizzing new and existing customers about their experience, post-purchase. For instance, companies may ask their target market questions to establish: - How easy a product is to use. - Whether they've ever had to speak to someone in customer service. - If there was anything in the sales process they disliked. Unlike win-loss interviews (which take place approximately four weeks after a deal is won or lost), you can collect customer feedback at any point throughout the customer journey. --- *If you're an SEC member, you can find your* [*customer feedback questions masterlist here*](https://docs.google.com/document/d/1L7V5ZxEvHyF9mEZPPSk9V35grkJ5PnFYtmEUS03r1Vs/edit?usp=sharing)*. (If not,* [*find out what you're missing*](https://www.salesenablementcollective.com/sec-membership-demo/) *😉.)* --- ## How often should you collect customer feedback? There’s no definitive time frame in which you need to collect customer feedback; it’s an ongoing process, and will vary. When we speak to product marketers, too, there’s no consistent answer. Some conduct customer feedback daily, whilst others check-in fortnightly. Either way, the more regularly you check in with customers, the faster you’ll be able to spot (and fix) recurring issues. ## How to collect customer feedback When collecting customer feedback, use all the resources and contact points available to you. While interviews over voice or video call are best, you might struggle to book them. There are alternative options, including: - **Internal data**: Speak with your sales and customer success teams to ensure they’re using their data to its fullest potential. - **Net Promoter Score (NPS)**: A metric that tracks the likelihood of your customers referring your business to others. It's a useful indicator of customer experience, customer satisfaction, and brand loyalty. - **Online reviews:** Encourage customers to leave reviews. Wearing your reputation on your sleeve builds trust, and gives you extra incentive to make sure every customer interaction is excellent. - **Surveys**: Sending out surveys in standalone communications, or embedding them in your email footer, are quick, scalable ways of gathering feedback. - **Social media**: With 3.8 billion registered users, popular social media platforms are great places to generate and collect feedback from your target market. Tools like polls help you capture customer opinions in an engaging, interactive way. - **Email:** Email contact forms are simple, but effective for collecting feedback. - **Online tools**: Analytics tools such as Google Analytics and Hotjar offer statistical insights into product performance. Website heat maps indicate which areas of a website attract the most clicks, while statistics like bounce rates reveal whether your content is engaging. Even with all these options, the question remains… What do you ask people? Here are some **sample questions** that’ll help improve your org’s customer success function: - How did you find our onboarding process? - How would you describe our customer service? - How satisfied are you with the time it took your agent to resolve your issue? - How friendly was your customer success agent? - How satisfied were you with the overall experience when you contacted us on ? --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/04/C-Suite_Masterclass_Email_Banner_2.png)](https://certified.thealliance.io/course/c-suite-masterclass) --- ## How should you incorporate feedback into your strategy? Once you’ve collected feedback from your target market, it’s important to be proactive, and implement that feedback into your [customer success enablement strategy](https://www.salesenablementcollective.com/what-is-customer-success-enablement/). For example, if your feedback suggests you’re targeting the wrong market, reassess your strategy and your [buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/). Or, if feedback suggests customers are unhappy with their customer service experience, introduce appropriate alternatives. For instance, if they want around-the-clock support, a live service, like a chatbot, could be a solution. Or, if they’re struggling to understand part of your product, a how-to video could offer a quick fix. And remember, feedback isn’t just about acting on negatives. If you find that tons of your customers are seeing value in a feature you weren’t previously promoting, you’ve new, useful data that can spark fresh sales messaging, or even a new marketing campaign. --- ## Looking for next steps? A few clicks are all that separate you from discovering: - Exactly what sales enablement is (and what it’s not), so you can start doing it the right way. ✅ - The five core pillars of sales enablement (plus a special bonus pillar that’ll help you to work faster and more efficiently). 🔑 - A simple-to-understand mental model of the sales enablement function, giving you clarity and confidence as you navigate enablement challenges. 💡 Discover the pillars now. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Core_Pillars_Report_Cover--1--1.png) --- ### How to win (and keep) C-suite buy-in for sales enablement URL: https://www.salesenablementcollective.com/how-to-win-and-keep-c-suite-buy-in-sales-enablement/ Last updated: 2025-01-24T17:00:02.000Z This article comes from **Georgina Beard**’s insightful talk at our **Paris 2024 Sales Enablement Summit**. Check out her [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-paris-2024-ondemand/?%5Fgl=1%2A94yu8n%2A%5Fup%2AMQ..%2A%5Fga%2AMTA4MjI1NTk1MS4xNzM3NzMzNTY3%2A%5Fga%5F3EF659S2DL%2AMTczNzczMzU2Ni4xLjEuMTczNzczMzU3MC4wLjAuMA..&wchannelid=v8ztl5adkl&wmediaid=v7sz2m1dqw) and our wealth of [**OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- Let me start by being brutally honest: there's no silver bullet for getting—and maintaining—[C-suite alignment](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) on sales enablement. I know that might not be what you want to hear, but it's the truth I've learned through hard-won experience. Over my career, I've navigated 18 different C-suite leadership transitions, proving the value of enablement each and every time. It's been a journey of [strategic communication](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/), relentless value demonstration, and pretty much a masterclass in adaptability. Each time a new C-suite executive arrived, I found myself in the challenging position of rebuilding trust, demonstrating value, and essentially starting from scratch. This wasn't a weakness—it actually became my greatest strength. All of these experiences forced me to develop a nuanced, strategic approach to executive communication and enablement positioning that goes far beyond traditional tactics. This approach is what I want to share with you today, so let’s dive in. ## **The robot vs. human communication approach** Here's a critical insight I've discovered: communicating with C-suite executives isn't like talking to your colleagues or friends. It's more like [communicating](https://www.salesenablementcollective.com/are-you-talking-or-communicating-the-difference-means-dollars/) with a highly efficient robot—precise, metrics-driven, and laser-focused on strategic outcomes. I say this with all the respect in the world to the amazing executives I've worked with! When I first started trying to get executive buy-in, I made a classic error: I'd come prepared with fully formed, inflexible plans. *Big* mistake, huge! Executives don't want a completed blueprint; they want to be part of the strategic conversation. My most successful approach has been presenting plans that are about 80% developed, with clear areas of flexibility where their input is genuinely welcomed. I love a quote from my ex-CRO that perfectly captures this approach: "I don't need to know how the sausage is made, but I need to know you're making the right kind of sausages." In other words, executives care about the outcome, not every minute detail of how you get there. [Achieving alignment and gaining buy-in, with Brooke ColettiBrooke Coletti joins us on the podcast to discuss enablement stakeholders, alignment, and achieving buy-in!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-157.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Website_Meta-2-2.png)](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) ## **The three things C-Suite executives actually care about** After years of experience, I've distilled executive priorities down to three core elements: ### **1\. Money going up** This might sound obvious, but every single initiative must be demonstrably linked to [financial growth](https://www.salesenablementcollective.com/revenue-growth-with-smarter-documents/). Vanity metrics simply won't cut it. When you're communicating with the C-suite, you can't just say, "Hey, we had 37% attendance at our webinar, up from 35% last time." That's not going to move the needle. Instead, you need to show how your enablement efforts translate to financial impact. What's the actual monetary value of your initiatives? How are you driving revenue growth? This is the first and most critical consideration for any executive. _This post is for paying subscribers only._ ### Why you need competency-based onboarding, with Andrew Flores [Video] URL: https://www.salesenablementcollective.com/why-you-need-competency-based-onboarding-with-andrew-flores-video/ Last updated: 2025-06-17T16:07:36.000Z --- ## More resources: [“From no onboarding structure to a complete package”, Shannon StoryShannon Story joins us on the podcast to discuss all things onboarding as a solo sales enabler!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-156.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Copy-of-SEC_SE_Innovation_Podcast_Youtube_Thumbnail_Template_-16-2-1.png)](https://www.salesenablementcollective.com/from-no-onboarding-structure-to-a-complete-package-shannon-story/) ### The genius strategy behind PayPal's sales team [Video] URL: https://www.salesenablementcollective.com/the-genius-strategy-behind-paypals-sales-team-video/ Last updated: 2025-01-23T16:35:18.000Z ### More like this... [Building a sales enablement program from the ground up \[Video\]Welcome to the plan before the plan of creating your enablement function. Whether you’re the first hire or taking over an early sales enablement program, John Hunt VP of GTM Enablement at Hello Heart, discusses the best practices to get everyone on the same page.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-151.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Your-first-enablement-program.png)](https://www.salesenablementcollective.com/building-a-sales-enablement-program-from-the-ground-up-video-2/) [Mental health and mindset training belongs in your enablement strategy | SECCaroline Jones explains why enablement professionals need to consider mental health in their strategy, and offers advice on how to do it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-153.png)Sales Enablement CollectiveCaroline Jones![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/milad-fakurian-58Z17lnVS4U-unsplash-2-2.jpg)](https://www.salesenablementcollective.com/mental-health-and-mindset-training-belongs-in-your-enablement-strategy/) [Why you need to switch to revenue enablement \[Video\]Sales enablement is dead. Or, what Greg Qualls, Director of Revenue Enablement at Platform.sh, really means is it’s time to embrace revenue enablement instead.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-154.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Why-you-need-to-switch-to-revenue-enablement-1.png)](https://www.salesenablementcollective.com/why-you-need-to-switch-to-revenue-enablement-video/) ### What is GTM enablement? URL: https://www.salesenablementcollective.com/what-is-gtm-enablement/ Last updated: 2025-11-21T13:11:05.000Z [Go-to-market](https://www.salesenablementcollective.com/tag/go-to-market/) enablement (GTM enablement) is about giving your teams the best shot at success when [launching a product or service](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/). It’s the driving approach that makes sure sales, marketing, and customer success teams are aligned, prepared, and ready to deliver. In this article, we’ll unpack what GTM enablement is, why it’s important, and how it can change the way you launch products. From key components to real-world examples and future trends, you’ll find everything you need to set your teams up for success and drive sustainable growth. At its core, GTM enablement is about making sure your teams have the tools, training, and processes they need to connect with customers, adapt to changing markets, and consistently achieve their goals. So, let’s dive in… ## **TL;DR** **What is GTM enablement?** GTM enablement is the strategic process in which an organization equips its marketing, sales, and customer success teams with the tools, resources, and frameworks to launch products successfully. Think of it as the glue that holds your GTM strategy together, turning ambitious plans into real results. ## **Why is GTM enablement essential?** Launching a product is no small feat. Even the most innovative ideas can stumble if teams are out of sync, tools are outdated, or [messaging](https://www.salesenablementcollective.com/product-messaging-framework-template/) doesn’t resonate. GTM enablement solves these issues by providing clear roadmaps, consistent messaging, and the resources every team needs to succeed. Picture a SaaS startup. A cutting-edge digital product or service simply isn’t enough. If marketing doesn’t know how to position it, sales can’t communicate its value, and customer success isn’t prepared to support users, the launch will fall flat. GTM enablement bridges these gaps, bringing teams together and aligning efforts. Today, when customers expect seamless, [personalized experiences](https://www.salesenablementcollective.com/the-personalization-payoff-ebook/), and competition is a mere click away, GTM enablement helps teams stay ahead by: **✅ Aligning goals and messaging**: Customers get consistent, clear experiences across touchpoints. **✅ Working smarter**: Streamlined processes cut through inefficiencies. **✅ Adapting to change**: Flexible tools and workflows allow teams to respond to shifting market conditions. **✅ Delivering value**: Teams can address customer needs confidently and effectively. Without GTM enablement, companies risk confusion, inefficiency, and missed opportunities. It’s the foundation for smooth product launches and long-term success. ![6 key benefits of GTM enablement go-to-market enablement graphic meta infographic](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/6-Key-benefits--of-GTM-enablement-go-to-market-infographic-meta.png) ## **The core components of GTM enablement** Effective GTM enablement relies on a few key components that bring structure and consistency to the process. ### **1\. Cross-functional alignment** At the heart of GTM enablement is [alignment](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/). Marketing, sales, customer success, and product teams need to work together, not in silos. This requires clear communication, shared goals, and a unified understanding of the product’s value proposition. A centralized platform can ensure teams stay on track and everyone’s using the same playbook. ### **2\. Training and development** Product knowledge, market trends, and customer insights are constantly evolving. Ongoing [training](https://www.salesenablementcollective.com/tag/training-and-coaching/) ensures teams stay ahead of the curve. Whether it’s sales learning how to pitch a new feature or customer success mastering onboarding techniques, training builds confidence and competence. ### **3\. Centralized tools and resources** Having multiple systems that don’t integrate is a recipe for frustration. A centralized tech stack—featuring CRM platforms like HubSpot, [sales enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) like Seismic, and project management software like Asana—creates a single source of truth and is critical to have in place. This reduces duplication, eliminates conflicting information, and keeps everyone on the same page. ### **4\. Scalability** Markets evolve, businesses grow, and customer needs shift. GTM enablement must be designed to scale alongside these changes. Flexible workflows, adaptable processes, and scalable tools ensure that teams can handle growth without breaking stride. [Go-to-Market templateA comprehensive document that outlines the essential steps and considerations needed to successfully launch and promote a product![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-144.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SKO--4-.png)](https://www.salesenablementcollective.com/go-to-market-template-framework/) ## **How to build an effective GTM enablement function** GTM enablement isn’t one-size-fits-all. It’s a tailored process designed to meet specific needs. Here’s how to get started: ![How to build an effective GTM enablement function go to market enablement graphic meta image](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/01/Building-a-GTM-enablement-function.png) 1. **Define the strategy and goals -** Start with clear objectives. Are you entering a new market, accelerating a product launch, or boosting retention? These goals shape your enablement framework. 2. **Assess team needs -** Each team—marketing, sales, customer success, and product—has unique challenges. A needs assessment highlights where support is needed. For example: - Does sales struggle to articulate the product’s value? - Does marketing have the tools to target the right audience? - Are customer success teams prepared to handle onboarding? 3. **Develop a GTM playbook -** Create a [roadmap](https://www.salesenablementcollective.com/roadmap-to-drive-sales-transformation-in-large-organizations-video/) for teams to follow. Include key messaging and positioning, team handoff processes, and best practices for customer interactions at every stage of the journey. 4. **Centralize resources -** Once the playbook is ready, equip teams with centralized tools that integrate seamlessly, like CRMs for tracking customer data or collaboration platforms like Slack or Asana. This reduces confusion and makes sure every team has the same up-to-date information. 1. **Train teams continuously -** Ongoing training keeps teams sharp. Workshops, [onboarding programs](https://www.salesenablementcollective.com/best-practises-for-building-effective-onboarding-programs/), and product updates ensure everyone’s prepared. 2. **Measure and optimize -** Monitor performance metrics like conversion rates and customer satisfaction. Regular feedback also helps fine-tune the strategy over time. [Everything you need to know about Go-to-Market strategyLearn everything you need to know about Go-to-Market strategy with the help of our sister community Go-to-Market Alliance.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-145.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_go_to_market.jpg)](https://www.salesenablementcollective.com/everything-you-need-to-know-about-go-to-market-strategy/) ## **Common challenges in GTM enablement** Even the best teams face roadblocks in this process; understanding these is the first step toward overcoming them. GTM enablement helps tackle these common challenges head-on: **❌ Misalignment across teams:** Silos between sales, marketing, and customer success teams lead to competing priorities and inconsistent messaging. GTM enablement ensures everyone is working toward the same goals. **❌ Inefficient workflows:** Disorganized processes waste time and resources. Streamlining workflows with GTM enablement eliminates bottlenecks and keeps projects on track. **❌ Gaps in training:** Without proper training, teams can feel unprepared. GTM enablement fills these gaps with tailored programs and ongoing education. **❌ Limited visibility:** Fragmented data makes it hard to track or measure performance. Centralized dashboards and analytics give teams the insights they need to optimize efforts. [RevOps meets enablement: The secret to building effective GTM strategiesUnlock the power of effective go-to-market strategies through the critical partnership of RevOps and enablement. From theory to revenue-driving reality.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-146.png)Sales Enablement CollectiveBill Ball![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/RevOps-meets-enablement-The-secret-to-building-effective-go-to-market-strategies--1-.png)](https://www.salesenablementcollective.com/revops-meets-enablement-the-secret-to-building-effective-go-to-market-strategies-2/) ## **Real-world example of GTM enablement success** Oracle offers a [great example](https://www.imd.org/case-study/building-partnerships-reinventing-oracle-s-go-to-market-strategy/) of GTM enablement in action. Historically, Oracle relied heavily on its sales force, but as market dynamics changed, the company needed a new approach to stay competitive. Oracle built partnerships with a diverse range of GTM collaborators, including former competitors. This shift expanded Oracle’s reach, streamlined its processes, and improved its ability to serve customers. Through these collaborations and a partnership-driven GTM enablement strategy, Oracle adapted to changing markets, streamlined its whole go-to-market process, and secured sustained growth. ## **Metrics for measuring GTM enablement success** So, how do you know if your GTM enablement efforts are paying off? The right [metrics](https://www.salesenablementcollective.com/tag/metrics-and-measurement/) can help you understand what’s working, identify areas for improvement, and prove the ROI of your enablement initiatives. Here are the key metrics to track: ### **1\. Conversion rates** This measures how effectively teams are turning leads into customers. A higher conversion rate often reflects better alignment between marketing and sales, improved messaging, and a stronger customer journey. ### **2\. Time-to-market** How long does it take to launch a product from concept to customer? A streamlined GTM enablement process reduces delays by ensuring teams have the resources and workflows needed to move quickly. ### **3\. Customer retention rates** Retaining existing customers is just as important as acquiring new ones. GTM enablement plays a critical role in ensuring customer success teams are equipped to provide excellent onboarding and ongoing support, leading to higher retention rates. ### **4\. Cross-team alignment** How well are your teams collaborating? Metrics like the frequency of cross-departmental meetings, shared project completion rates, and consistency in customer messaging can reveal the strength of alignment. ### **6\. Revenue growth** Ultimately, GTM enablement should contribute to the bottom line. Metrics like revenue per rep or customer lifetime value (CLV) help quantify the financial impact of enablement initiatives. [A complete guide to GTM methodologiesAn expert-led practical guide to understand, design, build, implement and reinforce winning GTM methodologies that lead to revenue acceleration and repeatable customer success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-147.png)Sales Enablement CollectiveVanessa Metcalf![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/johann-siemens-EPy0gBJzzZU-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/a-complete-guide-to-gtm-methodologies/) ## **The future of GTM enablement** As [technology](https://www.salesenablementcollective.com/tools-and-technology/) evolves and workforces shift, GTM enablement is poised for significant transformation. Here are the key trends shaping its future: ### **1\. AI-driven insights** [Artificial intelligence](https://www.salesenablementcollective.com/tag/artificial-intelligence/) (AI) is revolutionizing how organizations approach enablement, quickly becoming a pivotal part of processes. AI tools can: - Predict customer behaviors and market trends. - Automate repetitive tasks like lead qualification or follow-ups. - Deliver personalized recommendations to sales reps based on real-time data. For example, AI-driven platforms like Gong can analyze sales calls to identify coaching opportunities, while marketing tools like HubSpot use AI to refine audience targeting. ### **2\. Remote collaboration tools** The rise of hybrid and remote work has made collaboration tools more critical than ever. Platforms like Slack, Microsoft Teams, and Zoom are evolving to support seamless cross-functional communication. Features like real-time document sharing, integrated project management, and virtual whiteboards ensure teams stay connected, regardless of location. ### **3\. Generational shifts in the workforce** As Gen Z enters the workforce, their expectations are reshaping GTM enablement. This generation has grown up with technology and expects: - Instant access to resources and training. - Engaging, tech-driven learning experiences (think gamified LMS platforms or interactive video tutorials). - Flexible, collaborative tools that prioritize ease of use. Organizations that adapt their enablement strategies to meet these expectations will have a competitive edge in attracting and retaining top talent. ### **4\. The integration of revenue operations (RevOps)** [RevOps](https://www.salesenablementcollective.com/revops-meets-enablement-the-secret-to-building-effective-go-to-market-strategies-2/) is emerging as a key driver of GTM success. By breaking down silos between sales, marketing, and customer success, RevOps ensures that every team works toward shared revenue goals. GTM enablement will increasingly align with RevOps principles, focusing on data integration, process efficiency, and customer-centric strategies. ### **5\. Focus on scalability and agility** As markets and customer needs evolve faster than ever, GTM enablement must be both scalable and agile. Organizations will invest in flexible systems that can adapt to: - New product launches. - Expanding global markets. - Shifts in customer behavior or preferences. Scalable tools like cloud-based CRM platforms and automation software will be essential for future-proofing GTM enablement. The future of GTM enablement will be closely tied to advancements in technology and shifts in workplace expectations. AI and automation are already transforming how teams analyze data, manage workflows, and engage with customers. 💡 To stay ahead, organizations need to: ****Embrace AI:** Use machine learning to predict trends, personalize customer interactions, and optimize campaigns. ****Invest in scalable systems:** Ensure that tools and processes can grow with your business. ****Prioritize continuous learning:** Create a culture where employees are always evolving alongside your product offerings. ## **Conclusion** GTM enablement is about setting your teams up to work smarter, not harder. When sales, marketing, and customer success are all aligned and equipped with the right tools, they’re able to focus on what really matters: delivering value to your customers and driving results. It’s not about reinventing the wheel. It’s about making sure everyone has what they need to move in the same direction—whether that’s clear goals, consistent messaging, or easy-to-use systems. The beauty of GTM enablement is that it grows with you, adapting to new challenges, market changes, and opportunities as they come. If you’re thinking about how to strengthen your go-to-market strategy or even your sales enablement functions, this is a great place to start. Focus on small, actionable steps: build alignment, invest in training, and make your processes work for your teams, not against them. At the end of the day, GTM enablement isn’t just about bringing a product to market—it’s about building the foundation for lasting success. ## **FAQ** #### ****What’s the difference between GTM enablement and sales enablement?** Go-to-market enablement and sales enablement are connected, but they serve different purposes, particularly in terms of their scope and focus. Sales enablement focuses specifically on equipping the sales team with the tools, training, and resources they need to improve their performance and close deals more effectively. On the other hand, GTM enablement takes a wider approach. It brings together multiple teams, like sales, marketing, and customer success, to ensure everyone is working in sync toward a shared goal: successfully launching and supporting a product or service in the market. #### ****When is GTM enablement needed?** GTM enablement plays a vital role during pivotal moments in a business’s journey, such as: - ****Launching a new product** - ****Expanding into new markets** - ****Rebranding or adjusting positioning** By focusing on GTM enablement during these phases, businesses can reduce risks, simplify workflows, and set themselves up for greater success. #### ****Can smaller companies or startups implement GTM enablement effectively?** GTM enablement is especially important for smaller companies and startups because it provides structure and focus. Even with limited resources, a well-defined GTM strategy can help prioritize efforts, ensure teams are aligned, and maximize impact. For startups, it’s particularly useful for understanding their target audience, positioning their product effectively, and creating a clear path to market. #### ****What are some of the best tools for GTM enablement?** The right tech stack can make or break GTM enablement. Here are some must-have tools: - ****Wrike:** A project management platform that offers custom workflows, project-tracking timelines, and collaboration tools to help teams execute GTM strategies efficiently. - ****HubSpot CRM:** Provides a comprehensive toolset for managing customer relationships, automating marketing efforts, and aligning sales processes, which is vital for a cohesive GTM. - ****Slack:** Facilitates real-time communication and collaboration among teams, so that all stakeholders are aligned and informed throughout the GTM process. ### RevOps & enablement: A match made in revenue heaven URL: https://www.salesenablementcollective.com/revops-enablement-a-match-made-in-revenue-heaven-2/ Last updated: 2025-02-19T14:46:13.000Z I don’t know about you, but in my 15-year enablement career, I’ve seen [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) teams roll up to sales, marketing, and revenue operations. I was even on an enablement team that somehow got lumped into the customer services organization alongside consulting and support. This confusion as to where revenue enablement sits causes more issues than it solves. In this article, I discuss why enablement should [report to](https://www.salesenablementcollective.com/pros-and-cons-of-enablement-reporting-structures/) revenue operations and how this partnership benefits businesses. ## Why enablement should report to RevOps My current enablement team resides within the [RevOps](https://www.salesenablementcollective.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) organization and here’s why I think this is the best fit… ### Objectivity RevOps is like Switzerland, objectively situated between sales and marketing to help remove silos, increase collaboration, and ultimately, drive revenue-generating productivity. There’s no tug of war for enablement resources. We plan and project manage our work so that all GTM team needs are accounted for. [Achieving alignment and gaining buy-in, with Brooke ColettiBrooke Coletti joins us on the podcast to discuss enablement stakeholders, alignment, and achieving buy-in!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-138.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Website_Meta-2-1.png)](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) ### Delivery RevOps owns the processes, platforms, and data leveraged by field teams. Whereas, enablement is often the delivery vehicle for all that goodness to land in the field. When there’s a new product, process, or platform for the team to learn, enablement will provide the training and build a feedback loop between GTM teams and RevOps. When RevOps has data to share, enablement will help to communicate that out to the interested parties in sales, marketing, or customer success, so those teams can make [data-driven](https://www.salesenablementcollective.com/revopsproblems-reporting-analyzing-and-presenting-data/) decisions. Conversely, if there’s a data gap in the field, enablement is usually the first to hear about it and can help to prioritize new analytics and reporting within RevOps. ### Adoption RevOps can be complex and often “in the weeds” on things. Enablement helps to remove this complexity, so GTM teams can understand the “WIIFM” (what’s in it for me) and ultimately drive adoption of new processes, programs, or platforms in the field. Enablement teams take the time to understand and test-drive things before prime time, ensuring training hits the mark and GTM launches run smoothly and effectively. [Avoiding common pitfalls to enablement adoptionNeha Divakarla breaks down the common challenges when trying to increase sales enablement program adoption and how to solve them.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-131.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Avoiding-common-pitfalls-to-enablement-adoption-2.png)](https://www.salesenablementcollective.com/avoiding-pitfalls-to-enablement-adoption/) ## How to create a long-term partnership So, now that I’ve explained why I think RevOps and enablement should get married, let’s talk about how to create long-lasting alignment… ### Use technology The first step is implementing an integrated tech stack that shares data between sales, marketing, and customer success teams. > Integrated technologies remove silos at the foundation, working like a well-oiled machine to drive excellence in the field. There’s nothing worse than piecing together data from disparate technology platforms, or coming up short on the data points you need from gaps created by unnecessary sprawl. What happens when different teams access different versions of content or training on different platforms? Chaos in front of customers. Avoid that by letting RevOps consolidate your tech stack and enablement rally your GTM teams around it. [Sales enablement and technologyWerner Schmidt discusses the role of new technology in sales enablement and how science, tech, and data can propel the org to new heights![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-132.png)Sales Enablement CollectiveWerner Schmidt![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_crm.jpg)](https://www.salesenablementcollective.com/sales-enablement-and-technology/) ### Break down silos Speaking of silos, RevOps and enablement can work together to foster ongoing collaboration between operations, marketing, sales, and customer success teams. When it comes to driving adoption around cross-functional platforms, processes, and programs, this synergy supports a unified strategy and ensures that your most important launches happen with consistency and success measurement at the forefront. ### Agree on metrics RevOps won’t let data be an afterthought. As you’re thinking through your enablement strategies on initiatives large and small, take the time to establish agreement on core metrics, reporting cadences, stakeholder groups, and the collective goals to march toward. It’s important to document benchmarks and what “good” looks like ahead of time so you know what you’re reaching for. Don’t just write down the KPI buzzwords, take the time to understand up front *how* you’re going to measure those goals and ensure RevOps has the reporting structure in place to deliver the metrics you need. [14 Sales Enablement KPIs You Must Measure in 2025Sales enablement KPIs are performance metrics that tie your enablement efforts to improved selling performance. Here are 14 to track in 2025.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-133.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Stock-Text-6.png)](https://www.salesenablementcollective.com/sales-enablement-kpis/) ### Establish trust Build credibility and trust between teams with frequent touchpoints and prioritization exercises to set realistic expectations for each team. You can’t set it and forget it in business or relationships – especially if you want them to be successful. You’ve got to nurture your team, cross-functional stakeholders, business systems, and programs to ensure success and longevity. You don’t have to boil the ocean and meet with everyone every week, but you can establish and build trust through stakeholder touchpoints on a regular cadence – whether it’s bi-weekly, monthly, or quarterly. To give an example, I produce a quarterly RevOps and enablement metrics summary for my stakeholders, which I deliver via email and then follow up with a meeting to review and respond to any questions. This practice ensures that none of my stakeholders are in the dark and they walk away with insights that inform their roadmaps. Teams that operate in development sprints will usually hold mid-sprint reviews as well as sprint summaries upon the conclusion of a sprint. > Let the work dictate the cadence, but never forget to keep people in the loop. 💡 If you're really feeling ambitious, take this a step further and enable your buyers themselves. Great [buyer enablement content](https://www.salesenablementcollective.com/buyer-enablement/) helps warm prospects, moving them through the buyer journey, and earning their trust before they ever speak to a salesperson. ### Manage change There’s no way around it, change is hard, especially with various GTM teams and moving targets. Change management is the key to success. It’s crucial to establish a robust internal communications strategy with your Enablement team to ensure your audience engages with changes and adopts them according to your expectations. Leverage your RevOps team to measure your KPIs (that you agreed upon in advance, of course). --- [What is change management in sales enablement?Change is at the core of sales enablement, which means it’s critical for sales enablers to understand the key pillars of change management.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-134.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_change_management-1.jpg)](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) --- When it comes to robust change management initiatives, some organizations will have a Project Management Office (PMO) to keep track of everything and keep projects on time. If your org doesn’t have a PMO, don’t fret, just use their playbook at the scale you need. RevOps and enablement can help with this. One of my favorite tools to leverage for change or project management is the RACI chart – which identifies who is **Responsible, Accountable, Consulted, and Informed** on various components of an initiative. In case you hadn’t noticed by this point – RevOps and enablement folks are a highly organized and process-oriented bunch. [Three enablement podcast episodes you need to tune intoThree experts, three podcast episodes! Recorded live in London, tune in to Bana Kawar, Simon Gilks, and Chris Book’s insights on enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-136.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Copy-of-SEC_SE_Innovation_Podcast_Youtube_Thumbnail_Template_-10.png)](https://www.salesenablementcollective.com/three-enablement-podcast-episodes-you-need-to-tune-into/) ## The benefits of aligned enablement and RevOps Of course, it wouldn’t be an article about RevOps and Enablement without the “WIIFM”. Alignment between these two teams is going to bring your organization: - **Improved sales performance**: Sales reps benefit from consistent (yet always evolving) [training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/), [coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/), and [onboarding](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) programs. You’ll see your efforts impact deal velocity, win rates, average deal size, and ramp time among other KPIs. - **Increased revenue growth**: Companies with tightly aligned revenue pipelines experience faster revenue growth and higher profitability. Predictability enables companies to make informed decisions about resource allocation, investments, and overall business strategy. - **Improved customer success**: A unified customer experience can turn clients into evangelists. Leverage integrated platforms, messaging, training, and communications to support your customer journey with consistency and watch your retention rates and customer advocacy increase exponentially. ## Final thoughts So, there you have it. I’ve seen firsthand why enablement and RevOps work so well together. This harmonious relationship is paving the way for sales enablement teams to become true revenue enablement teams that drive revenue and make a substantial impact in the field. Cheers to RevOps and enablement – may they live happily ever after! --- [Pros and cons of common enablement reporting structuresWho should enablement report to? It’s a debate as old as the function itself. Katie walks us through the pros and cons of each reporting structure.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-137.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text--3--1.png)](https://www.salesenablementcollective.com/pros-and-cons-of-enablement-reporting-structures/) ### Cultural integration in onboarding: 6 strategies to engage and retain top talent URL: https://www.salesenablementcollective.com/cultural-integration-in-onboarding-6-strategies-to-engage-and-retain-top-talent/ Last updated: 2025-01-29T17:49:43.000Z This article comes from Marco Galvan’s insightful talk at our **Austin 2024 Sales Enablement Summit**. Check out his [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-austin-2024-ondemand/?wchannelid=220c3fodzp&wmediaid=sds5mryp88) and our wealth of [**OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- Imagine this: you’ve just joined a new company, and you’re excited but also nervous. You’re eager to learn, but the sheer amount of information and new faces feels overwhelming. Now ask yourself—how can your company turn that nervous excitement into lasting [engagement](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/)? For me, the answer lies in one word: **culture**. Hi, I’m Marco Galvan, and at Atlassian, I’ve had the privilege of shaping [sales onboarding programs](https://www.salesenablementcollective.com/how-to-build-a-sales-onboarding-program-video/) that do more than train—they welcome, inspire, and connect. Onboarding isn’t just about ticking boxes; it’s about creating an experience where new hires feel valued and empowered to succeed. So in this article, I’ll share how we embed cultural integration into every step of our onboarding process and how you can, too, build programs that don’t just inform—they transform. Let’s get started. ## **Why culture matters in onboarding** Starting a new job is daunting. It’s not just about learning processes and tools—it’s about stepping into a whole new culture. And [research backs this up](https://www.shrm.org/mena/topics-tools/news/talent-acquisition/dont-underestimate-importance-good-onboarding): **69%** of employees who have a great onboarding experience stay with their organization for **over three** years. That’s why your focus shouldn’t just be on delivering information but instead on creating a welcoming and empowering culture from *day one*. When I interviewed for my role, our Head of Global Sales said something that stuck with me: “The person who gets this job has to be a cultural fit.” That wasn’t about fitting a mold; it was about being someone who could bring people together and make them feel like they belong. This is the heart of my approach to onboarding. Onboarding sets the tone for a new hire’s entire experience at a company. It’s their first real glimpse into what your organization values and prioritizes. If you get it right, you’re not just teaching them their role—you’re creating a bond between them and the company’s mission, their team, and even themselves as they grow into their new role. [Building culture](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) through onboarding isn’t just a nice-to-have, it’s the *foundation* of long-term engagement and success. [Your guide to Sales Kickoffs (SKOs) \[Video\]Sales Kickoffs (SKOs) are events sales and enablement teams use to prepare their sellers for the upcoming months. This video will guide you through. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-139.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Your-guide-to-Sales-Kickoffs--SKOs--2.png)](https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/) ## **1\. Setting the stage with kickoff meetings** [Kickoff meetings](https://www.salesenablementcollective.com/tag/sko/) are one of the first touchpoints for new hires after HR training, and they set the tone for the entire onboarding experience. At Atlassian, we gather all cohorts together to introduce them to the team, the company, and the journey ahead. These meetings aren’t just about sharing information; they’re about creating a sense of belonging and alignment. Here’s how we structure our kickoff meetings: 😐 **Good:** Have the meeting. Make sure new hires know it’s a priority. 👍 **Better:** Provide an overview of the company’s values and goals without overwhelming them with too much detail. 🏆 **Best:** Create space for new hires to share their own goals and what brought them to your organization. During these meetings, we focus on connection—both to the company and to each other. One of my favorite things to do is tie in what they learned the day before. For example, if the cohort attended a session featuring a senior leader or inspiring story, I’ll reference it during our kickoff and encourage them to share their takeaways. It’s a simple way to create continuity and make them feel seen and heard. When I run these sessions, I often think back to my own early days at Atlassian. I started in a customer-facing role, answering transactional tickets, and eventually moved into the renewals space. What I loved most about those roles was the opportunity to build relationships—both with customers and colleagues. That’s what I bring into our kickoff meetings: the idea that onboarding isn’t just about learning the ropes but about building meaningful connections. [Your onboarding questions answered with Amanda Dossey!Highlights from our AMA with Amanda Dossey! She discussed building a successful onboarding program, her metrics of choice, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-140.png)Sales Enablement CollectiveAmanda Dossey![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/rob-wilson-1cpiF66YKZU-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/) _This post is for paying subscribers only._ ### Building a sales enablement program from the ground up [Video] URL: https://www.salesenablementcollective.com/building-a-sales-enablement-program-from-the-ground-up-video/ Last updated: 2025-01-23T16:37:33.000Z ### More from us... [Sales Kickoffs: More than just a New Year’s resolution \[Video\]Discover the common pitfalls of planning a successful SKO as a sales enablement leader, and how to overcome these issues early from 2 experts.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-148.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/The-secret-to-stress-free-sales-kickoffs.png)](https://www.salesenablementcollective.com/stress-free-sales-kickoffs/) [How to build a sales enablement program from the ground upStephanie Cwynar shares the actionable, four-step framework she used to build up her sales enablement team for success and drive a positive culture.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-149.png)Sales Enablement CollectiveStephanie Cwynar![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/jamar-penny-ZgmGq_eFmUs-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-to-build-a-sales-enablement-program-from-the-ground-up/) [The genius strategy behind PayPal’s sales team \[Video\]Discover the revenue enablement program that empowers PayPal’s sales reps to perform at their best. Transforming from feature sellers to future sellers - watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-155.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Feature-sellers-to-future-sellers.png)](https://www.salesenablementcollective.com/the-genius-strategy-behind-paypals-sales-team-video/) ### RevOps meets enablement: The secret to building effective GTM strategies URL: https://www.salesenablementcollective.com/revops-meets-enablement-the-secret-to-building-effective-go-to-market-strategies-2/ Last updated: 2025-01-09T15:00:58.000Z This article was adapted from Bill Ball's conversation with Sandy Robinson on RevOps Unboxed. [Listen](https://www.revenueoperationsalliance.com/enablement-revops-gtm-and-more-with-bill-ball/) to the full episode. --- Ever wonder what happens when you bridge the gap between [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) and [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)? As someone who's been in the field for nearly 25 years, I've seen firsthand how this partnership can transform businesses. Despite it not always being clear to me that enablement would be my path, I eventually found my passion in sales and dove in headfirst. Over the last decade, I've done it all - inside sales, outside sales, managing people, managing managers, and managing clients. At one point, I was juggling all of these responsibilities with about 30 direct reports! So in this article, I want to share my journey and insights on building effective go-to-market strategies through the critical partnership of RevOps and enablement. Let’s dive straight in! ## The critical partnership: RevOps and enablement Today, I work in two key areas. First, I help small and mid-sized companies build or rebuild enablement from the ground up. Second, and perhaps more relevant to our current economic climate, I work with larger businesses where enablement leaders are thinly spread across teams and need to deliver at scale. As a co-pilot, I help enablement leaders strategize, execute, and run programs they couldn't do on their own or with their current team. My focus spans four main areas: 1. **Catalyzing pipeline** 2. **Improving talent** 3. **Enhancing go-to-market strategies** 4. **Improving business navigation and systems** Let's talk about that last point for a moment. If people can't find what they need the first time they need it, when they need to execute, they're not going to come back. This is where the critical partnership between RevOps and enablement comes into play. When I started in enablement, I thought I just needed a data person. Now, I don't want someone just helping me measure stuff – I want a partner with a point of view. While my expertise lies in driving change, creating creative solutions, training, and messaging, I need someone rooted in the cold, hard facts of the business to help guide my compass. [Moving the needle with revenue operations and enablement | SECBrandon Jones, PAAY’s VP of Revenue, on the need to take ‘full-funnel responsibility’ for every revenue-generating touchpoint in the customer journey.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-108.png)Sales Enablement CollectiveChloie Brandrick![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1545289882-ed8ed20078be)](https://www.salesenablementcollective.com/moving-the-needle-with-revenue-operations-and-enablement/) ## Go-to-market strategy challenges One of the biggest challenges I see in go-to-market strategies is the tendency to treat them as checkbox exercises. Too often, I see go-to-market efforts reduced to someone speaking from a pulpit or showing a "product marketing movie" with maybe a few questions at the end. But real go-to-market strategies need to go beyond this. Every company is different, and every enablement job description you read is different. Sometimes you walk into a situation where marketing doesn't work in the company, so you need to lean in and build case studies. Other times, you're working with brilliant data people who've never been in sales, trying to create a sales workflow in the CRM. But throughout all of this, a common issue I encounter is the **lack of clear revenue goals**. When launching a new product, the first question I ask is, "What's the revenue goal?" Too often, the response is vague – "We just need to sell more." > Without specific, measurable outcomes, how can we truly gauge success? Another challenge is the "Frankenstack" approach to both systems and training. Just as CRM systems can become cluttered with unnecessary fields and checkboxes added by various stakeholders, training programs can suffer from the same issue. When new hires don't know something, the knee-jerk reaction is often to add more to the onboarding process. Before you know it, you're trying to push the power of Niagara Falls through a straw! [14 Sales Enablement KPIs You Must Measure in 2025Sales enablement KPIs are performance metrics that tie your enablement efforts to improved selling performance. Here are 14 to track in 2025.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-107.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Stock-Text-5.png)](https://www.salesenablementcollective.com/sales-enablement-kpis/) ## Building effective training and systems Let's talk about the forgetting curve and the myth of the one-and-done training session. I recently heard about a situation where a salesperson was criticized for not remembering something from a training session. They were told, "Well, that was in the [training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) you had three weeks ago. How do you not have it memorized?" This approach completely ignores the reality of how people learn and retain information. Nobody's going to remember 52,000 things from a 48-page deck presented in a 30-minute Zoom training. We need to move beyond the "check the box, we did the training" mentality. Instead, we need: **👥 More discussion and social learning** **💡 Bite-sized, consumable content** **📅 Coordination of training calendars** **⚖️ Various delivery methods** (not just Zoom meetings) Sometimes, a two-minute video that people can watch on their phones is more effective than an hour-long meeting where everyone's multitasking anyway. [Avoiding common pitfalls to enablement adoptionNeha Divakarla breaks down the common challenges when trying to increase sales enablement program adoption and how to solve them.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-109.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Avoiding-common-pitfalls-to-enablement-adoption-1.png)](https://www.salesenablementcollective.com/avoiding-pitfalls-to-enablement-adoption/) ## Creating change with people, not at them One of the most important lessons I've learned is the difference between implementing change *at* people versus *with* people. When I'm asked to bring change into an organization, I always think about how I can make it a "with" versus an "at" – how can I help people feel like they're part of this change rather than having change happen to them? Let me give you an example. Something as potentially contentious as exit criteria can become something that sales leaders are excited about if you make them part of the process. My approach is to take a control group and pre-build something for them to critique. They'll tell me, "No, not this, but this." Through this process, we get to the "why" and the outcome together. The result? People believe in the exit criteria, and forecasting and pipeline progression improve. This approach aligns with what every CEO wants – owners in the business. When people own the changes happening around them rather than feeling like changes are just coming at them, the benefits are immense. [Driving change in sales teams: What works and what doesn’tTjeerd Veninga explores his journey in enablement, and what he’s learned about changing behavior, sales coaching, and reinforcement over the years.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-110.png)Sales Enablement CollectiveTjeerd Veninga![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/joseph-hersh-1ZAduPYISHI-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/) ## Best practices for modern enablement and RevOps As we look to the future of enablement and RevOps, here's my wish list for what effective collaboration could look like: 1. **True partnership**: Beyond just having a data person, having a RevOps partner who can provide strategic insight and help guide the enablement compass. 2. **Coordinated change management**: A synchronized approach to implementing changes, whether they're system updates, new methodologies, or product launches. 3. **Outcome-focused metrics**: Moving beyond traditional quarterly business reviews that just show how different parts of the business are doing, to tracking the customer journey and presenting a point of view on where to focus. 4. **Empathetic approach**: Remember that businesses are people first. We need to consider the human element in all our enablement and RevOps initiatives. At the end of the day, it's about making the choice between just checking boxes or actually trying to achieve meaningful outcomes. Are we just going through the motions, or are we truly helping the business get where it needs to go? The future of effective go-to-market strategies lies in the collaboration between RevOps and enablement, with a focus on creating change with people, not at them. By keeping our eyes on meaningful outcomes and remembering the human element in all we do, we can build more effective, more sustainable go-to-market approaches that drive real results. [RevOps, data, metrics, and CX: The ultimate recipe for explosive growth and efficiency | SECLeore Spira explores how RevOps, data, and the customer journey go hand-in-hand, and how interconnectivity can elevate your growth.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-111.png)Sales Enablement CollectiveLeore Spira![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/jason-dent-WNVGLwGMCAg-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) ## Conclusion There you have it! The future of sales success isn't just about having the right tools or systems in place – it's about fostering genuine partnerships between teams that traditionally operated in silos. When RevOps and enablement work hand in hand, we create an environment where data-driven decisions meet human-centered execution. That's where the magic happens. Whether you're just starting to build these bridges in your organization or looking to strengthen existing ones, remember that it's not about perfection – it's about progress, partnership, and most importantly, the people who make it all happen. ### Between the lines: 3 deep sales discovery questions URL: https://www.salesenablementcollective.com/3-deep-sales-discovery-questions/ Last updated: 2025-01-07T16:30:16.000Z People don’t always say what they mean, and this is even more true for prospects. To turn a deal from an initial conversation to a signed agreement, it’s essential to uncover both the spoken and unspoken elements. This process goes beyond just the words exchanged. Here are three questions I find particularly effective during discovery, as they often reveal crucial insights that can make a real difference. ## 1\. Timeline exploration: Fixed or flexible? When discussing a prospect's project or solution timeline, the initial question might be simple: “When are you hoping to have this implemented?” However, instead of taking their answer at face value, it’s important to dig a little deeper to understand how fixed or flexible that timeline really is. A useful follow-up could be, “If we had to push it back by another quarter, would that be feasible?” > Their response can reveal **a lot**. If they suggest that a delay wouldn’t be a problem, it may indicate that there isn’t a compelling event or urgent need driving the project. A flexible timeline often implies that the initiative is more of a “nice-to-have” rather than a critical priority. At this point, it’s your opportunity as a seller to probe further and identify any underlying pain points—showing both the positive outcomes of addressing these issues and the cost of inaction. Additionally, one common reason for closed lost deals is a **lack of urgency**. A flexible timeline frequently reflects this, suggesting that the pain point may not be pressing enough to justify immediate action. Take on the role of a detective: challenge their narrative and look for inconsistencies in their responses. Ultimately, your goal is to establish a clear timeline that remains consistent throughout your sales process. [Sales discovery call checklist | Free downloadA structured guide designed to help sales representatives effectively navigate initial conversations with prospective clients.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-103.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Upsell--4--2.png)](https://www.salesenablementcollective.com/discover-call-checklist-framework/) ## 2\. Organizational goals: Reverse engineering your talk track Another effective way to uncover hidden needs is by inquiring about the organization’s broader goals. Asking, “What are your organization’s primary goals for this fiscal period?” encourages the prospect to share what they’re working toward without having to explicitly outline the problems. Let’s say they mention a goal of having a “single source of truth” for their data. On the surface, this sounds like a proactive goal, but it hints at a larger challenge: perhaps they’re currently dealing with fragmented datasets or conflicting reports, leading to confusion within their teams. At this point, you could follow up with a question like, “Does this mean you’re currently managing multiple data sources that sometimes conflict?” This approach helps you uncover the underlying problem of data inconsistency, which may not have been directly expressed. Reverse-engineering your talk track based on their goals enables you to present your solution as a vital tool for achieving those objectives. Rather than pushing your product, you frame it as an essential step toward their success. This client-centered strategy transforms your pitch into an unpresumptuous, consultative dialogue rooted in a genuine understanding of your prospect's needs and positions you as a **trusted advisor**. [Mapping the customer sales journey: Making sales buyer-centric | SECMapping the customer sales journey allows you to see touchpoints in a more meaningful context - learn to empower your sales reps with these maps here!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-104.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1519885277449-12eee5564d68-2)](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) ## 3\. Scale of 1 to 10: Measuring potential and satisfaction Prospects aren’t always comfortable discussing the limitations of their current setup. They may hesitate to admit the issues they’re facing. It’s rare someone will voluntarily air their dirty laundry to strangers on the very first call. The “1 to 10 scale” approach defuses sensitivities around the negatives as it starts with an easy “1 to 10” question and slowly transitions into a collaborative conversation about improving the setup. > Most people wouldn’t rate their current setup a 10/10\. If they do, it’s also a hint that there isn’t a significant pain to solve, or you may need to speak to other stakeholders within that account. If the rating is below 10, ask them, “In an ideal world, what would it take to get us to a 10?” This encourages them to confide the frustrations or limitations keeping them awake at night. By framing the question this way, you create an environment for them to identify gaps and acknowledge issues without feeling pressured. In my experience, lowering the barrier to response and softening the ask often leads to more insightful and candid answers during discovery conversations. [How to avoid Happy Ears Syndrome in salesJaren Krchnavi explains what “Happy Ears Syndrome” is, and how you can help sales reps avoid it and close more deals successfully.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-105.png)Sales Enablement CollectiveJaren Krchnavi![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/kyle-smith-SIZ66vF4FKA-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-to-avoid-happy-ears-syndrome-in-sales/) ## Combining them all Using these techniques in tandem allows you to gain a nuanced understanding of your prospect’s situation. By exploring the flexibility of their timeline, reverse-engineering your questions based on organizational goals, and using the “scale of 1 to 10” question, you can build a more complete picture of what the prospect truly needs. These methods move beyond surface-level responses and help you uncover the underlying drivers that might otherwise go unspoken. Reading between the lines in sales conversations isn't about pressuring a prospect to share their pain points. It's more about discovering those hidden gems of information. These insights can significantly shift the dynamics of your sales discussions. Remember: The devil’s in the details. [Making the shift from reactive to proactive enablementDiscover the importance of proactive enablement and how to move from a reactive approach to a proactive strategy for success. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-106.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Shifting-from-reactive-to-proactive-enablement----1-.png)](https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/) ### 4 Key presentation tips: How to use humor and storytelling to transform your sales training URL: https://www.salesenablementcollective.com/4-key-presentation-tips-how-to-use-humor-and-storytelling-to-transform-your-sales-training/ Last updated: 2024-12-27T16:30:16.000Z This article comes from Jeff Birk’s insightful talk at our **Las Vegas 2024 Sales Enablement Summit**. Check out his [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-las-vegas-2024-ondemand-2/?%5Fgl=1%2A85kpde%2A%5Fup%2AMQ..%2A%5Fga%2ANzQ3OTAzNzcwLjE3MzQ3MDk4NjA.%2A%5Fga%5F3EF659S2DL%2AMTczNDcwOTg2MC4xLjEuMTczNDcwOTg4OC4wLjAuMA..&wchannelid=ch6ua6t1rk&wmediaid=5yozifi90d) and our wealth of [**OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- What makes a sales enablement session unforgettable? Is it the insights you share, the strategies you outline, or the way you connect with your audience? Over my 32 years in stand-up comedy and professional [sales training](https://www.salesenablementcollective.com/sales-training-coaching-and-development-toolkit/), I’ve learned something important: **how** you deliver your message matters just as much as the message itself. Whether you're leading a training session, presenting at an [SKO](https://www.salesenablementcollective.com/tag/sko/), or simply running a team meeting, your ability to engage and connect with your audience can make *all* the difference. Today, I’m sharing four key techniques that can elevate your training and presentations: **humor**, **quotes**, **memorization**, and **storytelling**. These strategies aren’t just about making your sessions more entertaining—they’re about ensuring your message sticks and creates real impact. So let’s dive in. ## **1\. Using humor to make connections** Let’s start with humor. If the word “humor” makes you nervous because you’re not naturally funny, don’t worry—this isn’t about being a comedian. Humor is about creating moments of [connection](https://www.salesenablementcollective.com/it-allows-me-to-connect-with-my-peers-which-is-really-fulfilling-jessica-stetson-honeycomb-io/), breaking the ice, and differentiating yourself from every other presenter your audience has seen. Here’s a simple joke I use to kick off sessions: “Thanks for being here. You’ve been working hard, so let’s take a 15-minute break!” It’s unexpected and always gets a chuckle because it catches people off guard. Another new favorite of mine was a recent joke at one of my talks. An older gentleman assured me that he would be able to hear me from the back due to his new very expensive hearing aids. When I then asked him what kind of hearing aid he had, he replied, “It’s about 9 o’clock.” Delivered with the right timing, it’s a guaranteed laugh. Humor doesn’t have to be complex. In fact, simple, relatable jokes often work best. The goal is to relax your audience and set the tone for an engaging session. 💡 ****Pro tip:** Stay away from humor around sensitive topics like sex, politics, or race. Stick to light, universal themes that won’t alienate anyone. The key is to connect, not to offend. [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-128.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-2-1-5.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) _This post is for paying subscribers only._ ### Sales performance improvement plan (PIP): Sales performance enabler or destroyer? URL: https://www.salesenablementcollective.com/sales-performance-improvement-plan-pip-sales-performance-enabler-or-destroyer/ Last updated: 2026-02-11T08:49:10.000Z Sales is a high-pressure environment. There’s a constant need for sales representatives to close more deals, bring in more customers, and contribute to the success of the business by increasing the company’s revenue. Sometimes, when a [sales rep](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) isn’t hitting their quota or meeting other sales performance expectations, companies put the struggling salesperson on a performance improvement plan. Commonly referred to as a PIP, a performance improvement plan aims to bring a rep’s performance back to an acceptable level. From an employer’s perspective, sales PIPs are a way of motivating underperforming sales reps by providing a clear set of expectations and an ultimatum. From an employee’s perspective, PIPs aren’t so positive. Some people believe PIPs to be intentionally impossible to pass. Failing one gives the company an easy excuse to fire an underperforming employee. But that’s just scratching the surface. In this article, we’ll take an in-depth look at: - What is a sales performance improvement plan? - When do you need a sales PIP? - Key elements of a performance improvement plan - Creating a performance improvement plan - Sales PIP templates - Implementing a performance improvement plan - Pros and cons of sales PIPs - Sales enablement’s viewpoint Let’s get started. 👇 --- # What is a sales performance improvement plan? A sales performance improvement plan is a tool [sales managers](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) use to tell a [sales rep](https://www.salesenablementcollective.com/bdr-vs-sdr-vs-ae-video/) they’ve been performaning significantly below expectations. The PIP also relays set targets that the employee needs to reach in order to remain in the role. Generally, a sales PIP outlines: - Evidence towards how the rep has been underperforming compared to expectations, - Where the sales rep's performance needs to get to - What timeframe this should happen in - The resources the company will provide in order to support this improvement. However, as mentioned above, PIPs have strong negative connotations. They’re even jokingly referred to as “Paid Interview Periods”, with some believing that once you’ve been put on a performance improvement plan, your time at the company is already up, and you might as well start [searching for your next role](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/). As a result, the phrase “performance improvement plan” or “PIP” can instill fear or intimidation in a sales rep, and it’s important to be tactful when approaching a situation that may require one. In organizations with a positive [culture of growth](https://www.salesenablementcollective.com/panel-discussion-building-a-company-culture-that-drives-revenue-growth/) and employee development, PIPs *can* be genuine efforts to uplift struggling employees. They can give reps an opportunity to showcase that they can be productive members of the team with proper guidance, and improve sales performance - and that’s what this article will focus on. # When do you need a sales performance improvement plan? A sales performance improvement plan is needed when a sales rep’s consistent underperformance has been highlighted by a manager or team member, and is backed up by qualitative and (in particular) quantitative [data and performance metrics](https://www.salesenablementcollective.com/metrics-that-matter-how-to-use-data-to-communicate-enablements-business-impact/). Qualitatively, feedback from a peer on the team or a manager might indicate that a rep is struggling and in need of a PIP to boost performance. Perhaps you as an enablement professional have observed this need yourself during training or coaching sessions. This can prompt you to take a closer look at the quantitative data. You can find quantitative evidence of underperformance by analyzing a sales rep’s [KPIs and metrics](https://www.salesenablementcollective.com/sales-metrics/). Consistently missing quota by a large margin, having a notably poor conversion rate compared to the rest of the team, and low numbers of [calls made](https://www.salesenablementcollective.com/sales-rep-scorecard-template-framework/) are just some examples of metrics that can point to a rep’s struggles. It’s important that you don’t spring a PIP onto a rep unexpectedly. You should try other means to support and empower the rep first, and have clear, objective guidelines for what constitutes poor enough performance to qualify for a performance improvement plan even *before* the PIP is needed. That way, everyone is on the same page and the PIP doesn’t end up being a nasty surprise for the rep on the receiving end. 💬 The reality is that PIPs are an ineffective way of managing people out. Everyone (at least in the US) is "employed at will" and can be fired anytime for any reason that isn't protected, such as not hitting your number for the quarter or year. The companies that get it, will let go of bottom talent quickly - giving them a competitive edge against other companies that use PIPs to retain bad talent longer. \- [SEC Slack](https://www.salesenablementcollective.com/join-the-sec-slack-community/) member Thomas # Key elements of a sales performance improvement plan The most important element of any sales PIP is clarity. As they hold a reputation for being “last chances”, PIPs cannot have any ambiguity in their terms. This way, not only does the sales rep have the best chance of success, but they *actually know* what success means over the course of the PIP’s time frame. A good place to start is the age-old *SMART goals* template. Your PIP should be: - Specific - Measurable - Achievable - Relevant - Time-bound What might this look like for a sales rep seriously struggling to convert leads into deals? Their PIP might outline that they need to improve their [lead-to-conversion rate](https://www.salesenablementcollective.com/6-proven-ways-to-close-more-deals/) by 25%, bringing them to within 10% of the rest of the team’s average, in the next 90 days. This example is specific and measurable, as it provides the exact number the rep needs to aim for. A vague “improve conversion rates” goal doesn’t fit the SMART criteria, as it isn’t specific enough to track. The example is also achievable. It’s not asking the rep to become an [A+ performer](https://www.salesenablementcollective.com/from-sales-reps-to-thought-leaders/) overnight, rather to just get in line with the rest of the team over the course of three months - in essence, improving their performance to close the performance gap to their peers. In addition to these SMART elements, your PIP should include a support framework for the rep. This includes the resources, training, and coaching available to them to help them achieve this goal, regularly scheduled progress check-ins, and anything else the rep might need over the course of the PIP in order to give them the best chance of success. Lastly, as we mentioned earlier, the PIP should also highlight the performance deficits of the rep, clearly demonstrate where they’ve fallen short, and why they need to improve. Otherwise, this lack of clarity can make the process feel unfair or unjust. 💬 I've used them and seen them used as a reliable tool for helping reps snap into action. Broadly speaking, a PIP: ****1.** Needs to be communicated before the rep even signs the offer to join the team ****2.** Needs to be based on objective criteria and applied equally for all who do the same job ****3.** Needs to be reported on to reps individually on a monthly basis so reps know where they stand at all times ****4.** Needs to take the IP seriously with serious efforts to help reps get on track ****5.** Needs to be non-negotiable if reps still don't make it \- [SEC Slack](https://www.salesenablementcollective.com/join-the-sec-slack-community/) member Matt ## How long should a sales PIP last? Generally speaking, sales performance improvement plans are short-term processes, lasting between 30 days and 90 days in most organizations. This is because they’re used as a final effort to turn around a sales rep’s poor performance after an extended period of bad results. This means the [sales rep](https://www.salesenablementcollective.com/listen-to-what-the-rep-isnt-saying-too-with-gail-behun-juniper-square/) has already been around for some time, and if their results don’t improve, it will become detrimental to the business. Overall it’s rare to see a sales PIP last more than 90 days. 💬 It’s a thing of anxiety that once you are on a PIP (which usually doesn’t actually have plans for improvement) you do worse at your job - positive reinforcement always works better. \- [SEC Slack](https://www.salesenablementcollective.com/join-the-sec-slack-community/) member Jennifer ## Creating a sales performance improvement plan Discussing the sales performance improvement plan with a sales rep is all well and good, but with so much important information involved, it’s critical to create a sales PIP document that every party can refer back to. It should contain all the details you’ve discussed for reference purposes. This can act as the single source of truth for everything PIP-related, and act as a point of reference for the sales manager and the [sales rep](https://www.salesenablementcollective.com/how-to-get-salespeople-to-care/) in question. Remember to include all the key elements: - Why you’ve put the PIP in place (with quantitative examples) - The SMART goals the rep needs to aim for - The resources available to the rep - Timelines and check-in dates - Anything else you’ve discussed with the rep regarding the PIP ## Sales PIP template To get you started, you can use Sales Enablement Collective’s own simple sales performance improvement plan [template](https://www.salesenablementcollective.com/templates-frameworks/?%5Fgl=1%2A1w08rbj%2A%5Fup%2AMQ..%2A%5Fga%2AMTU3MTc2MzI1MC4xNzM0NDU0NjE2%2A%5Fga%5F3EF659S2DL%2AMTczNDQ1NDYxNi4xLjAuMTczNDQ1NDYxNi4wLjAuMA..). You can then edit the template to meet your exact needs, or just use it as inspiration for your own bespoke one. [](https://docs.google.com/document/d/1GCfAndoSu%5FcJ0Hzd9XZ%5FTqNr02g-MxtBY6rguoMq2S4/edit?usp=sharing) ## Implementing a sales performance improvement plan When it comes to implementing a sales performance improvement plan, it goes without saying that you or a manager need to have a serious conversation with the sales rep. PIPs should only be used when there’s a serious, prolonged period of underperformance - therefore, it shouldn’t: - Be your first port of call whenever a rep misses their target or underperforms - Be used to surprise or shock a rep. You should have had previous discussions about the need for their performance to improve - Be a way to make up an excuse to fire an employee for vague reasons Overall, as mentioned before, the keys to a well-implemented sales performance improvement plan are structure and clarity. Your expectations and plans for the sales rep, and the reasons behind these, should be clearly communicated, ideally face-to-face or over a [video](https://www.salesenablementcollective.com/what-is-sales-onboarding-video/) call, not through messages. The sales rep should have the opportunity to ask any questions, and come out of the call with a full understanding of the upcoming time period. After the initial conversation, successful implementation means regular check-ins to monitor progress and assess what’s working and what isn’t, and to get on top of any potential blockers before they cause issues later on. Ideally, the PIP shouldn’t be a punishment for poor performance, but rather used to encourage growth and give a sales rep a final opportunity to get back on track. So be sure to highlight wins when they happen to increase the rep’s motivation throughout the process. ## Pros and cons of sales performance improvement plans There are mixed opinions on the effectiveness of PIPs in the workforce, especially when it comes to sales. Before implementing PIPs into your processes as a sales organization, it’s important to weigh up the pros and cons associated with them, and then make the call on whether they’re the right tool for you to use. | Pros | Cons | | ------------------------------------------------------------------------------------------------------------------ | ------------------------------------------------------------------------------------------------------------------------------------- | | Can act as a last resort to ‘kickstart’ a sales rep into gear | Have a bad reputation as ‘excuses’ to fire sales reps | | If used and communicated correctly, doesn’t have to be associated with the traditional ‘fear’ that PIPs can elicit | This bad reputation and the pressure associated with PIPs can cause reps anxiety, which can hinder performance rather than enhance it | | Gives sales reps a chance to turn around their underperformance | ‘Shocking’ or ‘threatening’ an employee into performing better may not be an effective way to improve performance | | Can provide clarity and transparency on underperformance and what will happen if that doesn’t change | It may be better to just let an underperforming rep go and replace them, rather than trying to ‘fix’ long-term poor performance | If you want to join in on the discussion and give your two cents on the pros and cons of PIPs (or countless other topics), be sure to join our thriving [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) \- join your peers, learn from their experiences, and share your knowledge. ## Sales enablement and performance improvement plans While [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) won’t directly be involved with a sales rep’s performance improvement plan (they’re usually kept private between the manager and rep), what enablement *can* do is ensure that: - Underperforming reps have easy access to any sales [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/), training, or [coaching](https://www.salesenablementcollective.com/sales-coaching-101/) they want to proactively use to improve skill gaps and knowledge deficits - Managers know the full breadth of resources available to their team and can recommend them to reps when appropriate - The enablement team is ready to recognize trends in team underperformance and design programs and sessions to help the sales team overcome sales challenges before they become bigger issues 💬 From an enablement standpoint, I’d say that the support needed to help the rep succeed can definitely come from the sales enablement team. Depending on the area of improvement (product knowledge, sales skills, behavioral), sales enablement can support the manager with the training plans needed to bridge the gap between a current and future state. All good and effective PIP plans usually include a re-training component and I believe that’s where the enablement team can support a manager (not directly of course, as PIP discussions are confidential, but more as a consultative resource on what is available and how it can be structured/organized to meet the needs of the rep). \- [SEC Slack](https://www.salesenablementcollective.com/join-the-sec-slack-community/) member Neha ## Closing thoughts on sales performance improvement plans Sales performance improvement plans have a bad reputation as being an ‘easy’ way to get rid of a rep who falls short or fails to meet expectations or sales goals. However, in organizations with positive cultures of growth and good attitudes towards coaching and sales rep improvement, they can sometimes be an effective tool in getting an underperforming rep to reach the standards of the rest of the team. It’s important to acknowledge and understand the stigma surrounding PIPs to be able to implement them effectively for your organization’s sales team - remember that each PIP should use SMART goals and leave no ambiguity, to make the situation work out in the best way possible for everyone involved. ### Five eye-catching enablement salary statistics URL: https://www.salesenablementcollective.com/five-eye-catching-enablement-salary-statistics/ Last updated: 2025-11-21T13:11:32.000Z With the job market remaining unpredictable and turbulent, it's as important as ever to understand your value as a professional - and this rings true even more so for enablers, who are often underappreciated for their vast efforts. At SEC we published 2024's edition of the Sales Enablement Salary Report this week as part of our continuing efforts to drive salary transparency among enablement professionals. The full, 40+ page report is [free to download](https://www.salesenablementcollective.com/sales-enablement-salary-report/) and breaks down salaries by a variety of factors, including: - Gender - Geography - Workload - Team size - Leadership support - And more However, we've compiled five of the most eye-catching and interesting statistics revealed in our report right here, so that you get the info you need right away. 👇 ## **North American enablement salaries still lead the way** ![Europe $106,049 North America $147,042](https://lh7-rt.googleusercontent.com/docsz/AD_4nXc6ces0dRtjTe85-J4G-735ZdAlSnKKrObpXgYe7UttB1mRmXNh322rDnSchY1Ve3HLwDg_5UskCD6Gm1utES4z1vItPD6yO5RZcd0I7LNSwDvHUwudra5ZoOsdV4LSmZi-FY5yBg?key=_0U6nJ6OMp8RMtAY9HB9Z0M-) Our report showed that the worldwide average enablement salary came out to $137,032. However, our largest group of respondents - North Americans - and their more mature market pull ahead of the rest in this respect. US and Canada-based enablers earned an average of $147,042 per year in base salary (before taxes, excluding bonuses). Comparatively our second-largest group of respondents, Europeans, earned only $106,049 per year on average. While some might expect some level of disparity, it's striking to see the difference laid bare. ## **Revenue and GTM enablers out-earn their sales enablement peers** ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfCk5g8GXJu1r6uvt0LRnU0v2CuNB6WpE6cMDuVgZO6SLA8FoFIhV3MWS0vKnA9lhNyEFo3JSJUYPghx5WIjFE4i1xixR_10MaVsRzmcp4nIg-uByWEAnqvGn4VRGk2pSmiDVns?key=_0U6nJ6OMp8RMtAY9HB9Z0M-) Despite sales enablement being the most commonly mentioned job title among our respondents, this group was the lowest-earning, with an average salary of $127,655. Respondents with job titles that imply their role entails enabling more than just the sales team are the highest earners in the report, with revenue enablement and GTM enablement titles earning $147,990 and $165,818 on average, respectively. However, as we revealed in our Sales Enablement Landscape Report 2024, job titles aren't everything. It's not uncommon to have a sales enablement job title, but be saddled with responsibilities resembling revenue enablement, for example. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdeVVjWWL7lkO9hDOfXb3x6KXZpv7GbTsuNncMjiN82NwllAWQa-H9uNolg4Bu90QwJeEaGmhnD3vogqizaOUlw9yCEMVSOwWxf-IFrImNMRJ8o6crZfH3QMg3pajGZeg-zrxZiEA?key=_0U6nJ6OMp8RMtAY9HB9Z0M-) Accounting for this, the trend still stands - the more teams beyond sales that you enable, the more likely you are to have a higher salary. We asked respondents what their role *actually* entailed day-to-day, separately to their job title, and even here revenue ($145,656) and GTM ($164,249) enablement day-to-day roles out-earned sales enablement ones significantly. There's a host of reasons why this may be the case. Perhaps the fact that the scope of their enablement stretches across more of the business, or its possible that those in expanded enablement roles are more likely to have years of experience behind them? Whatever the case, the fact remains that among our 230+ respondents, those with a broader scope of enablement earn more, whether it's in their job title or day-to-day role. ## **Better leadership support for enablement lends itself to higher salaries** ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXc7obAgrEMz8R8o-R43GoGseHAyeUPdI0kR2T-V1BnGx6w8h0sPA89x_trxhxIF-F6SyWwPPW799P-z4nE1_XgqzNuAA4U5xLoyMu21XCahgSgull3eMD6Yhobh_9s_JmelbdjobA?key=_0U6nJ6OMp8RMtAY9HB9Z0M-) Getting buy-in from leadership teams can be a struggle for some enablement teams. We asked our respondents to rank how strong their leadership's support for enablement was, with 1 being the lowest score and 10 being the highest. Looking at the resulting salary statistics show a seemingly strong link between leadership teams that appreciate and support enablement, and higher salaries for the enablers in these organizations. This highlights the importance of 'interviewing' your interviewers if you're looking to find a new role - understanding how that organization views enablement as a concept can be an indicator of their willingness to pay enablement talent. ## The gender pay gap still exists in enablement ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/12/Screenshot-2024-12-13-at-15.03.27.png) Despite making up the majority (60%), our female respondents make, on average, $5,655 less per year than their male counterparts. This is despite the fact that there were more female respondents at the Director level or Head Of positions than male respondents. Breaking down the data further and looking only at our respondents who occupy senior positions, as shown in the chart above, the difference in salary actually grows. Male respondents in senior positions earn on average $13,461 more than their female counterparts in similarly senior roles. The gender pay gap our data suggests is disappointing, and we hope that exposing this disparity helps serve as a catalyst for change. ## The more direct reports you have, the higher your earning potential ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/12/Screenshot-2024-12-13-at-15.20.46.png) One of the strongest correlations in our report relates to the number of employees directly managed. Enablement professionals with no direct reports earn the least, on average, and remuneration increases proportionally with team size. Looking for your ticket to a bigger salary? Taking on additional management responsibilities, and leading a *team* of enablers is a good way to boost your chances. ## **Dig into more statistics** These are just five of the standout statistics from our 2024 Sales Enablement Salary Report, and countless more are just a few clicks away. To discover 40+ pages of stats compiled from data of over 230 of your enablement peers, [download your free copy](https://www.salesenablementcollective.com/sales-enablement-salary-report/) of the report. 📨 --- ### What is revenue enablement? URL: https://www.salesenablementcollective.com/what-is-revenue-enablement/ Last updated: 2025-11-21T13:11:44.000Z **Revenue enablement is** a strategic function dedicated to supporting all revenue-generating teams to help them perform efficiently and effectively. That includes sales, marketing, customer success, and product. ## Revenue enablement explained Revenue enablement is all about giving revenue-focused teams the resources, tools, and training they need to deliver excellence at every stage of the customer journey. After all, the sales team isn’t the only team that contributes to generating revenue. Any team with a customer-facing role helps (or hinders) the business in reaching its revenue goals. Because the [customer buying journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) doesn’t always start with a sales rep. Today, it’s much more likely a customer has done some research *before* they ever speak to a team member. And they’ve probably combed through several pieces of marketing content by this time. Similarly, there are stages of the customer journey *after* the sale. Your new customers speak with your customer success team for onboarding and support. For that reason, [customer success enablement](https://www.salesenablementcollective.com/what-is-customer-success-enablement/) becomes a core part of the wider revenue enablement function. Revenue enablement, by focusing on the buyer journey, rather than the sale, manages to be more customer-focused than sales enablement could ever be. ## Why revenue enablement? “But we’ve already got a sales enablement team,” we hear you say. “It’s working well. Why should revenue enablement be any better?” Before we pit sales and revenue enablement head to head, let’s turn to the data to make a case for revenue enablement itself. ### 1) Your customers don’t trust your salespeople [According to Hubspot](https://blog.hubspot.com/sales/salespeople-perception-problem), only **3%** of buyers think sales is a trustworthy profession. Deep down, you know this to be true. How many times have you picked up the phone, recognized it’s a sales call, and hung up? Sure, it’s partly sales’ responsibility to combat this. And choosing [the right sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) is a big help. But they don’t have to do it alone. Revenue enablement helps make sure that, as soon as a prospect hears your company name, they’re already feeling good about the conversation. ### 2) Buying processes are getting more complex According to [Hubspot’s 2024 State of Sales report](https://blog.hubspot.com/sales/hubspot-sales-strategy-report), there are five people, on average, involved in any buying decision. It’s no longer the case that salespeople have to persuade just one or two decision makers. **To make matters worse?** With a traditional sales enablement approach, those additional decision makers are unreachable. A revenue enablement approach gives an enablement team influence over more touchpoints in the buyer journey. Some of the material that marketing, for example, put out, can in turn reach and influence these once-unreachable decision makers. ### 3) It’s already here Just **37%** of respondents for our [2024 Sales Enablement Landscape Report](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) believe “sales enablement” accurately describes their day-to-day role. **93%** believe, in an ideal world, that enablement *should* serve more than just the sales team, while: - Just 7% think enablement should serve *only* sales. - 30% think enablement should serve *all* revenue-generating teams. - 47% think enablement should serve *all* teams in the Go-to-Market function. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXestEAEdQKQPMcMZrfsMpb3bW7My61SO3m1XOVOBsnc6Il0FFrhK_ucxfypsJ2Cfw2h_wfyCWV5obroK6OnkfjadbU36GmW_fcepB7dp-FO5vhZzjq7ONxlUYm6QO0dYJeoe4Afqw?key=cpuTUgI6o5TGFb_btq9LhKml) In other words, the majority of enablement professionals are *already* doing something approaching revenue enablement. Or, at the very least, they *believe* they should be. The industry is changing. Revenue enablement seems like the smartest way to keep up. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w300/2024/10/molly-sestak.jpeg) Molly Sestak Business Transformation Lead at Sedna “I truly believe that every organization with a sales, marketing and CS function can benefit from increasing their scope to revenue enablement.” ## Revenue enablement vs. sales enablement Here are some of the main differences between sales enablement and revenue enablement: ### 1) Focus and scope Focus and scope are perhaps the main differences between sales and revenue enablement. **• Focus:** Revenue enablement focuses on influencing the customer journey, and overall revenue growth. Sales enablement focuses on sales, the sales cycle, and the outcomes of individual deals. **• Scope:** Revenue enablement teams aim to support all revenue-generating teams in the business. That includes those that interact with customers both before and after the sales cycle itself. This involves the product, marketing, and customer success teams, in addition to sales. Sales enablement teams look only to support their sales teams with the content, training, and tools they need to overcome recurring objections and win deals against their hottest competitors. ### 2) Org structure While there’s no hard and fast rule around which team sales enablement should report into, revenue enablement teams may more often find themselves reporting to, and sitting within, different teams. It’s not uncommon for revenue enablement and revenue operations teams to work together. (Just as it’s not so different for sales ops and sales enablement teams to do the same). Rather than reporting to sales leaders, revenue operations teams could just as easily find themselves reporting into the Chief Revenue Officer (CRO), or leaders from any of the teams they serve. ### 3) Metrics The metrics you’ll use to measure your enablement team will differ, depending on whether they support sales alone, or all revenue facing teams. The following metrics are pretty typical for revenue enablement teams. You’ll notice the presence of more customer-centric metrics, in addition to the usual sales-centric metrics: - Conversion rates - Customer acquisition cost - Sales cycle length - Churn and retention rates - Content engagement and adoption - Revenue growth --- [Growing revenue enablement within an organization | SECGHX’s Director of Revenue Enablement, Jaclyn D’Arcy, GHX explains the value of a revenue enablement team and how to grow and expand it in your organization.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveJaclyn D’Arcy![](https://images.unsplash.com/photo-1591617870684-6e861e6a48ad?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDN8fGdyb3dpbmd8ZW58MHx8fHwxNjI4NjgxODE5&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/growing-revenue-enablement-within-an-organization/) --- ## What teams does revenue enablement support? Remember the customer buying journey? Revenue enablement looks to support *all* teams involved. The goal extends from *closing the deal* to getting the customer all the way to *renewal* or a *second purchase*. And this involves more teams than sales alone. ### Marketing 🗞️ Revenue enablement supports marketing teams to ensure their messaging is consistent throughout the buyer funnel. They’ll also repurpose marketing materials into enablement collateral to help other teams win and retain customers. But this works both ways. You’ll also give the marketing team strategic insights into how they can improve the ways they influence the buyer journey themselves. ### Sales 💰 For sales, revenue enablement functions largely the same as sales enablement. They give the sales team training, coaching, content, and tech stack support. Additionally, the sales team benefits from revenue enablement being aligned with the rest of the customer-facing side of the business. This helps prospects and customers get a seamless experience as they progress through the funnel. ### Customer success 🤝 The job isn’t done when your sales team closes the deal. That’s where customer success comes in, supporting new customers across their lifetime. The goal of your product or service is to eliminate customer pain points, but that’s difficult without consistent support. Revenue enablement empowers customer success teams in the same way as it does other departments. This leads to increased revenue. That’s from recurring sales, upsell opportunities, and stronger customer loyalty. ### Buyers themselves 🤝 The best revenue enablement work is aimed at helping buyers make purchases. Taken to its logical conclusion, there's nothing stopping you from performing [dedicated **buyer enablement*](https://www.salesenablementcollective.com/buyer-enablement/)**.* That is, creating content that solves buyers' problems, earns their trust, and whisks them along the buyer journey. ### Partners 🤝 Many of the strongest revenue enablement strategies involve channel partners. [Partner enablement](https://www.salesenablementcollective.com/partner-enablement/), in part, involves enabling your channel partners to sell your solutions on your behalf effectively. ## How to implement a revenue enablement strategy Revenue enablement involves equipping revenue-related teams with the right knowledge, tools, and resources to engage customers, close deals, and contribute to revenue success. For this reason, a revenue enablement strategy looks much like a sales enablement strategy—but with a larger scope. Items to consider when building your revenue enablement strategy include: ### • Assess the landscape Understand the current situation that your revenue teams are in. Are they aligned? What needs addressing most urgently? [Involve stakeholders like RevOps](https://www.revenueoperationsalliance.com/partnering-revops-and-revenue-enablement/?ref=salesenablementcollective.com&%5F%5Fhstc=89198276.7069659ef985758ac6f3bfe99d4f3764.1721385429179.1733247486381.1733314442609.185&%5F%5Fhssc=89198276.2.1733314442609&%5F%5Fhsfp=2854873726) in this process to get a holistic view. ### • Be customer-centric As we mentioned above, the big advantage that revenue enablement holds is that it covers much more of the customer’s buying journey. That means your strategies need to keep the customer front and center, uniting revenue-generating functions in how they support prospects and customers. ### • Empower all teams Focus your energy on empowering not just the sales team, but marketing and customer success too. Consider what team members in each function need in order to be successful. Consider your tech stack, content, and training. ### • Metrics and reporting There are dozens of [enablement metrics](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) you could track to determine “success”, especially when dealing with multiple functions. It’s important to define what you'll use before starting any projects. As you’re planning, ask yourself what success will look like for that specific project or strategy. ### • Collaboration and alignment As a role that oversees and supports multiple key functions, it’s critical that any revenue enablement strategy you implement has alignment between sales, marketing, and customer success at its core. ### • Consider your organization's maturity Sometimes it can be easier to start your enablement journey in sales enablement. Then, evolve into revenue enablement as the organization's needs evolve and grow. You’ll often find more mature enablement functions dropping the “sales” label and going by revenue enablement as they grow, compared to smaller, less mature teams who keep a tighter scope. Focusing on these key pillars will ensure your team is heading in the right direction to support and enable these teams. --- [Launching revenue enablement for repeatable revenue | SECBryan Grobstein, Head of Revenue Strategy and Enablement at Lunchbox, discusses implementing revenue enablement teams sharing best practices from experience leading the charge.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveBryan Grobstein![](https://images.unsplash.com/photo-1622088967356-66a91550454c?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDQ3fHxicmlkZ2V8ZW58MHx8fHwxNjM0ODk0MDQ5&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/launching-revenue-enablement-for-repeatable-revenue/) --- ## Benefits of revenue enablement Okay, so we understand how revenue enablement and sales enablement differ. And we’ve made a case for it being *necessary*. But how does revenue enablement actually benefit *you?* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/12/SKO-speaker.png) **How does implementing revenue enablement benefit you and your org?* ### 1) Improves processes As a revenue enabler, you’re uniquely suited to fix and improve existing processes in a way sales enablers are not. You speak to a bunch of people around the business. You’re invested in solving their problems. As a result, you’ll hear where people’s pain points and frustrations lie. When processes are causing these issues, it’s your job to pull in the necessary stakeholders and work with them to improve and fix those processes. The result? Great efficiency, less wasted time, more revenue. ### 2) Aligns teams Businesses with aligned teams achieve more. Pipeline360’s recent [H2 2024 State of Pipeline Growth](https://www.pipeline-360.com/resources/reports/h2-2024-state-of-b2b-pipeline-growth) report found that **75%** of those with aligned sales and marketing teams reached their goals to a “great or very great extent”. And a revenue enablement approach helps you achieve that alignment. It stops teams from fighting against each other, pursuing conflicting short-term goals at the expense of the org’s longer-term strategic vision. What’s more, revenue enablement sets you, as the enabler, up to facilitate that alignment. This helps you demonstrate your own value. In turn, helping you grow your own career. ### 3) Allows you to focus on strategy When you understand the priorities of the wider business, and of all its revenue-generating teams, you’re better able to make sure your own work aligns with (and supports) those goals. When you work primarily with one department (sales), though? You risk becoming bogged down. If the department’s goals are at all divorced from those of the wider business, you might end up pursuing the wrong things. This also gives you, as the enabler, a position to amass strategic influence within your org. From there, you can prove your own ability and value to an extent that gives you unique career progression opportunities. ### 4) Creates a cohesive buyer journey Confused prospects don’t buy. So you want to give them the most cohesive experience possible. [Mapping the customer journey](https://www.gotomarketalliance.com/enhance-your-gtm-strategy-with-customer-journey-mapping/) is the first step towards creating a cohesive experience throughout that journey. One that offers consistent messaging at each touchpoint. But your buyer journey will always reflect the cohesion and alignment (or lack of it) you’ve achieved between teams internally. As we mentioned in point two above, you’re uniquely placed as a revenue enabler to bring these teams together. And you have a lot of influence over the buyer journey experience as a result. This nets your sales team prospects that: - Feel better about your brand and your business - Feel more confident about the value you offer - Can better vouch for your services to other decision makers This means warmer leads and higher conversion rates. ### 5) Maximizes repeat business Sales enablement cares about helping sales teams win more deals. But a won deal doesn’t necessarily constitute a win for the business. Imagine you land five new customers, but four of them churn within two weeks. Is this an achievement? If your salespeople are making promises that other teams are unable to fulfil, just to win deals, you’ve got a problem. Revenue enablement helps prevent this kind of thing. It extends the time horizon, and makes you interested in revenue *overall* rather than raw sales. As a revenue enabler, you’d be able to work with customer success to set up strong onboarding programs, for example, to help mitigate churn. When you’re enabling product and marketing teams, you’ll also find customers opting for upsells and cross-sells more frequently. This means higher overall customer lifetime value, and more revenue. --- [Building effective sales teams: driving yield and ramp | SECScott King, VP of Sales Strategy and Global Enablement at Delphix explains how to build effective sales teams, starting from the hiring process![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-127.png)Sales Enablement CollectiveScott King![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1535064216979-780b1105dc5a)](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/#smart-hiring) --- ## How to launch a revenue enablement program (5 handy tips) For the full run down, check out Bryan Grobstein’s excellent article on [launching revenue enablement](https://www.salesenablementcollective.com/launching-revenue-enablement-for-repeatable-revenue/). Here are some tips to help you build your own revenue enablement function. ### 1) Adapt an existing enablement function where possible The first step is to create the revenue enablement function. But if you’ve already got a sales enablement function, you should adapt it to make the shift from [sales enablement to revenue enablement](https://www.salesenablementcollective.com/moving-from-sales-enablement-to-revenue-enablement-2/) easier. You can do this slowly. Watch other teams’ interest build as you expand your remit. If you don’t have an existing enablement function, you’ll have to hire for the role or roll up your sleeves and start doing some of the work yourself. ### 2) Pick one: Breadth or depth With a new revenue enablement function in place, you have a choice to make. You can either: 1. Start small and grow outward 2. Start broad and grow downward The first option involves enabling just one more team to start with, along with sales. Customer Success is a sensible first choice. Get some momentum, prove some results, and then expand further. The benefit of this approach? You don’t bite off more than you can chew. You tackle and solve each team’s biggest problems before moving on. But if the biggest, quickest wins for company revenue lie in fixing issues with a different team, you’ll be leaving valuable revenue untapped until you move on. The second option involves tackling every team at once, and building competence and depth from there. This is arguably the more challenging approach, but some might prefer ripping off the band-aid. This also has the benefit of making sure you can scale any processes or materials you create across teams. Progress is likely to be slower in the beginning, but should quickly pick up momentum once you’ve taken care of the biggest blockers. ### 3) Understand each of your revenue drivers Make sure you understand all the ways in which you serve your customers. These are the things that make you money. It’s your job to make it easier for your business to sell them, and for prospects to buy them. Note down *all* the products or services that you offer right now. Do you understand them, and the value they offer to customers? Why do customers buy them already? What do they like or dislike about them? How do they compare to competitors’ products? You’ll need to be able to answer these questions if you’re to help others to the best of your ability. ### 4) Align with your stakeholders Now it’s time to meet your stakeholders. You should look to develop a relationship with at least one or two key members of all revenue teams. That includes product, customer success, marketing, and sales. Here are a few tips for achieving that alignment: **• Involve them from the start** Something we’ve heard from just about every professional we’ve ever spoken to (in every field): > *“Adoption, buy-in, and alignment are far easier when you involve affected parties right at the start.”* When people are involved in the decision-making process, they’ll always be at least minimally emotionally invested. **• Understand their influence** Gain an understanding of each stakeholder’s influence on the buyer journey. Learn about their processes, and the pain points they experience when handling these processes. **• Map processes to the customer journey** To make sure this “alignment” you’re putting effort into creating actually makes you more money, make sure to map these processes back to the buyer journey. Where are there gaps? Where do stakeholders already feel they could improve the impression they give customers at each touchpoint? **• Establish shared targets** Targets act as North Stars and incentives. There’s no faster way to get different teams pulling in the same direction than to establish a shared set of KPIs and OKRs. Ones that relate back to the business’ revenue targets, and that teams talk about in their own meetings. When teams really feel they own their ability to hit these targets, and share in the success of hitting them, they’ll spend time brainstorming better ways of achieving and exceeding those targets. That means all teams work harder to push towards a shared goal. And isn’t that what alignment is all about? ### 5) Admit when you’re coming from a deficiency Offering your help to others is a double-edged sword. There are those who interpret offers of help as insulting or condescending. Others see it as a nuisance. They already know what they’re doing. Or, their outperformance is a byproduct of some secret they’re guarding. Or, they just like their freedom, and don’t want you interfering with it. So first, you need to admit the truth: **You know nothing.** You can’t walk into the Customer Success department and start handing out lists of all the changes you expect them to make. Not when you don’t even know any of their names. You need to understand their pain points first. (They’re called your “internal customers” for a reason.) But importantly, they need to *know* you understand their pain points. This is a prerequisite. Before they know this, they won’t trust you or your enablement materials. Which means they won’t use them. Which means you’re wasting your time. So admit when you’re coming from a deficiency, and use your humility to kickstart a grassroots movement of trust in your abilities, your materials, and your ability to enact change that helps your internal customers. ## More resources Want to learn even more about revenue enablement and its many intricacies? - Our free [Slack community](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2A1pd46ff%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3NTI0MzMxNS40MjYuMS4xNjc1MjQzMzE2LjAuMC4w&ref=salesenablementcollective.com) allows you to ask questions to your peers, build out your network, and stay up-to-date with all the latest. - Our bank of [articles](https://salesenablementcollective.com/articles/?%5Fgl=1%2A1pd46ff%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3NTI0MzMxNS40MjYuMS4xNjc1MjQzMzE2LjAuMC4w&ref=salesenablementcollective.com), [podcasts](https://www.salesenablementcollective.com/sales-enablement-innovation-podcast-series/), and [reports](https://www.salesenablementcollective.com/all-sales-enablement-reports/) analyzes the latest trends and figures to help you stay on top of your game. Our suite of [worldwide in-person](https://world.salesenablementcollective.com/?%5Fgl=1%2A1pd46ff%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY3NTI0MzMxNS40MjYuMS4xNjc1MjQzMzE2LjAuMC4w&ref=salesenablementcollective.com) and virtual events provide you with the ultimate enablement experience, with expert presentations and talks that put you at the heart of the industry. --- ## Looking for next steps? Don't worry, our eBook isn't going anywhere. But a few clicks are all that separate you from discovering: - Exactly what sales enablement is (and what it’s not), so you can start doing it the right way. ✅ - The five core pillars of sales enablement (plus a special bonus pillar that’ll help you to work faster and more efficiently). 🔑 - A simple-to-understand mental model of the sales enablement function, giving you clarity and confidence as you navigate enablement challenges. 💡 Discover the pillars now. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Core_Pillars_Report_Cover--1--1.png) --- ### Why leadership enablement is the missing link to sales success URL: https://www.salesenablementcollective.com/why-leadership-enablement-is-the-missing-link-to-sales-success/ Last updated: 2024-12-13T16:30:26.000Z This article comes from Jeffrey Hatchell’s insightful talk at our **Las Vegas 2024 Sales Enablement Summit**. Check out his [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-las-vegas-2024-ondemand-2/?%5Fgl=1%2A1w4yg55%2A%5Fup%2AMQ..%2A%5Fga%2ANTAxNzg5NTAxLjE3MzM5MzQzMzE.%2A%5Fga%5F3EF659S2DL%2AMTczMzkzNDMzMC4xLjEuMTczMzkzNDM0MC4wLjAuMA..&wchannelid=ch6ua6t1rk&wmediaid=bt6o0b89zr) and our wealth of [**OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- What’s the biggest challenge when it comes to [enabling your sales team](https://www.salesenablementcollective.com/how-to-empower-your-sales-team/) to succeed? If you thought of effective leadership, you’re not alone. Leadership enablement is often the missing piece that bridges the gap between strategic vision and on-the-ground execution. As sales enablement professionals, we pour our energy into equipping teams with [tools and training](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/). But how often do we ensure the leaders guiding those teams are just as prepared? [Leadership](https://www.salesenablementcollective.com/tag/leadership/) enablement is a topic that has grown close to my heart over the years. It’s about empowering leaders with the skills they need to coach, guide, and reinforce the work we do in enablement. So today, I want to share my perspective on why exactly leadership enablement matters, how it differs from sales enablement, and some strategies I’ve found effective in driving adoption within organizations. Let’s dive in. ## **Why leadership enablement matters** When I stepped into my first leadership role, I quickly realized that being a great individual contributor doesn’t automatically translate to being a great leader. To be honest, I struggled. At first, I thought leading was simply about showing my team how I worked and expecting them to replicate my success. It didn’t take long to learn that leadership required a completely different set of skills—skills I hadn’t been trained for. The realization hit me hard: while most organizations invest in [training](https://www.salesenablementcollective.com/tag/training-and-coaching/) their individual contributors, leadership training often takes a back seat. Leaders are expected to figure it out as they go, relying on minimal foundational training or their own instincts. This lack of formalized training can lead to missed opportunities, misaligned teams, and ineffective coaching. Leadership enablement is about filling that gap. It’s about [empowering leaders](https://www.salesenablementcollective.com/empowering-frontline-sales-leaders-for-maximum-efficiency/) with the tools and skills they need to inspire, coach, and guide their teams effectively. When leaders are equipped to succeed, they become an extension of our enablement efforts, reinforcing training and driving accountability within their teams. [The 6 dimensions of tactical leadership enablementStruggling to turn star salespeople into effective leaders? Learn the 6 key dimensions of tactical enablement to drive true sales execution.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-120.png)Sales Enablement CollectiveCeline Grey![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/nick-fewings-EkyuhD7uwSM-unsplash.jpg)](https://www.salesenablementcollective.com/6-dimensions-of-tactical-leadership-enablement/) _This post is for paying subscribers only._ ### “The ROI of an SEC Pro+ membership is fantastic.” – Andrea Mulcahy, FreeWill URL: https://www.salesenablementcollective.com/case-study-andrea-mulcahy/ Last updated: 2024-12-11T16:25:58.000Z > *“All of the programs I've taken are incredibly valuable.”* We caught up with **Andrea Mulcahy**, Enablement Lead at FreeWill, to discuss her experience as a Sales Enablement Collective Pro+ member. Andrea is a sales enablement professional with a background in instructional design and training and has 20+ years of experience in the telecoms industry. [Become a Pro+ member](https://www.salesenablementcollective.com/signup/) She discussed: - [How she discovered Sales Enablement Collective](https://www.salesenablementcollective.com/case-study-andrea-mulcahy/#discovering-sec) - [Her journey from Pro member to Pro+member](https://www.salesenablementcollective.com/case-study-andrea-mulcahy/#becoming-a-pro-member) - [The value of a Pro+ membership](https://www.salesenablementcollective.com/case-study-andrea-mulcahy/#the-best-resources-of-pro+) - [The importance of community](https://www.salesenablementcollective.com/case-study-andrea-mulcahy/#the-value-of-community-in-sales-enablement) - [Her experience at the Sales Enablement Summit in Atlanta](https://www.salesenablementcollective.com/case-study-andrea-mulcahy/#andrea%E2%80%99s-experience-at-sales-enablement-summit,-atlanta) - [What she’d say to someone considering a Pro+ membership](https://www.salesenablementcollective.com/case-study-andrea-mulcahy/#considering-pro+?-here%E2%80%99s-andrea%E2%80%99s-perspective ) ## Discovering SEC When Andrea moved from an instructional design and training background to sales enablement, she started searching for resources to increase her knowledge in other areas of enablement. This is when she stumbled upon Sales Enablement Collective, and she hasn’t looked back! In her own words: “At my last company, I always worked in learning and development. I was first a trainer and then an instructional designer. “So, when I moved to my current company as an enablement person, I wanted to learn more about enablement. In particular, I wanted to learn what else there was to it, besides just the training component. “I started doing a lot of research to do some reading, and that's how I came across SEC.” ## Becoming a Pro member Andrea was drawn to the paid membership by two key things: the courses and additional resources. “The ability to take the courses was definitely very important to me, especially the [Sales Enablement: Core](https://learn.salesenablementcollective.com/course/sales-enablement-certified-core) certification. “Then the additional resources that are available to paid members, such as the templates were the main two items that got me wanting to become a member.” ## Leveling up from Pro to Pro+ After exploring SEC’s resources, Andrea “liked a lot of what I found, so I initially joined as a Pro member, because that's what my company covered.” “But then I wanted to attend a conference, and it made more sense to upgrade to Pro+. So, that's how I became a Pro+ member.” > “The [Sales Enablement Summit](https://world.salesenablementcollective.com/) I attended was **fantastic**!” ## The best resources of Pro+ Out of all the resources available to our Pro+ members, Andrea has made the most use of our courses – completing three just this year! 👏 Here’s what she had to say about them: > “All of the programs I've taken are **incredibly valuable**. “The Sales Enablement: Core certification was a great foundation for me. I learned things I hadn't known before. “I also completed the [Onboarding Masters](https://learn.salesenablementcollective.com/course/sales-onboarding-certified-masters) and the [Sales Kickoff Masters](https://learn.salesenablementcollective.com/course/sales-kickoff-certified-masters) programs because those are two huge projects I'm working on currently: revamping our sales onboarding for our account executives, and taking over our sales kickoff for next year. “Those were a huge help in providing me with resources and knowledge about what and how to do things. It's always good to have new resources and information available. “Even though onboarding was not new to me, I still picked up a lot of good tips and feedback on how to organize the sales onboarding process to make it most effective and ramp our reps quicker from the course. As well as ideas for onboarding resources and activities.” ## How Pro+ helped Andrea overcome an enablement challenge As Andrea mentioned, she convinced her boss to let her take over the SKO at her organization to improve its performance – which all enablers know is no easy feat. Here’s how Andrea’s Pro+ membership and SEC’s Sales Kickoff Masters certification helped her tackle this challenge: “I had an idea of what I wanted to do, but I've never done anything like that before, so SEC’s Sales Kickoff course was **such a huge help**. “It helped me to decide what workshops I should have, what speakers I should have, and how I should set the agenda. Plus, insights into which follow-up activities to run. “It really helped me **create a clear roadmap** of what I needed to do to build out this SKO.” ## The value of community in sales enablement Andrea admits she’s not as active in the Sales Enablement Collective [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) as she’d like to be but when she does check the community… “When I have gone to the Slack community it's been great to source information from others who are in the same situation professionally.” “Just before this call, I checked the Slack channels – something I do when I can – and a question caught my eye. As I read through the comments, I found myself thinking, ‘Wow, I hadn't thought about that before.’ “There's always something new and fresh to learn or a different perspective to consider. “I’m on a small team of three, so it's really valuable to have an outside community talk to, listen to, and learn from.” ## Andrea’s experience at Sales Enablement Summit, Atlanta But that’s not the only networking Andrea’s been part of, she also attended the Sales Enablement Summit in [Atlanta](https://world.salesenablementcollective.com/location/atlanta). Here’s how that experience benefited her career: > “Going to the summit was **amazing**! “My boss went to a different version of the conference; I attended one in Atlanta, and he went to one in [Seattle](https://world.salesenablementcollective.com/location/seattle). “Next year we’re planning to attend together, at the same location, because we both got so much out of the conference. “The sessions offered were fantastic. Despite both having long careers in training, development, and enablement, it's always so good to get **new perspectives and fresh ideas**. “In particular, AI has been a huge thing for my company this year, and that was one of the big things we both got out of our separate conferences: how to utilize AI. “This gave us better ideas for using AI to streamline some of the work for the salespeople and make things easier. > “Plus, the **networking was incredible**. I still reach out to the contacts I made, bouncing ideas off each other and sharing what we're working on.” [Find a Summit near you](https://world.salesenablementcollective.com/) ## Considering Pro+? Here’s Andrea’s perspective “The membership may seem expensive but it’s totally **worth the cost** – *especially* if you put in the time to utilize the resources. “My company’s L&D budget only covers half the cost of the Pro+ membership but I'm still renewing my Pro+ membership again next year because there is just ***so* much value**. “It's worth the out-of-pocket expense to attend the conferences, have access to sales enablement certifications, excellent resources, and the community. > “**The ROI is fantastic.** “If you have the time to take advantage of the resources, it’s definitely worth the investment. I like to block off half an hour every day for SEC coursework – I don't always get to it but it's always on my calendar, so I have the reminder. “This year, I've gone through three programs, which has been great.” > **Andrea’s takeaway?** “The Pro+ resources are fantastic, and the community is amazing.” ## Become a Pro+ member today Are you ready to launch your sales enablement career to new heights? Then look no further than Pro+ membership. 🚀 Gain access to: 🔖 10+ certifications. 🛠 60+ templates and frameworks. 🎟️ A free ticket to a Sales Enablement Summit of your choice. 🎬 450+ OnDemand presentations. ...and more! [Unlock the power of Pro+](https://www.salesenablementcollective.com/pro-plus-membership/) 👋 Psst... we offer team rates too! If you're looking to subscribe your team, speak to Kyle about team rates on [****kyle@salesenablementcollective.com**](mailto:kyle@salesenablementcollective.com). ### Sales Enablement Summit London 2024 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-london-2024/ Last updated: 2025-06-11T11:14:51.000Z _This post is for paying subscribers only._ ### Sales Enablement Salary Report 2024 URL: https://www.salesenablementcollective.com/sales-enablement-salary-report-2024/ Last updated: 2025-11-21T13:11:55.000Z The 2024 edition of the Sales Enablement Salary Report is ready to download! We surveyed 230+ of your sales enablement peers as part of our ongoing mission to increase salary transparency in the industry. 📈 The job market continues to prove turbulent for many professionals, and so it remains as important as ever for sales enablers to have a clear picture of their earning potential relative to their peers. Download your copy Inside, you’ll find a breakdown of salary stats by: - Gender - Experience in the industry - Geography - Team and company size - Workload - Leadership support And more, so that you can stay informed on your enablement earning potential. 💰 Read the stats ## Key findings: - Less than half (**48%**) of enablement professionals are happy with their current salary. - Revenue and GTM enablement professionals **earn more on average** than those in sales enablement. - Respondents who have an enablement certification earn **$5,646** a year more than their peers without a cert. - Male enablement professionals in senior positions out-earn their female peers by a shocking **$13,461**. Get the full breakdown by downloading your copy of the Sales Enablement Salary Report 2024\. 👇 ### Change enablement ≠ sales enablement: Key differences explained URL: https://www.salesenablementcollective.com/change-enablement-isnt-sales-enablement/ Last updated: 2026-02-04T11:25:18.000Z I made a mistake the other day. I reconnected with an ex-colleague from 18 years ago over a video chat. After we exchanged pleasantries and marveled at how long it had been since we had worked together at a small e-learning outfit a lifetime ago, he asked: > “So what are you focused on these days?” > Without thinking too much, I cheerfully answered, “Oh I work in enablement now.” > “Enablement – nice. That’s employee training, right?” he tried to clarify. His question gave me a pause. I should have said “*sales*enablement.” Yes, you could argue that sales enablement is technically employee training, but it’s not targeted at all employees. It’s aimed at the salesforce – the customer-facing roles. It’s more specialized than employee training and is more attuned to the evolving needs of the market and the growth of sellers. But having been a part of the sales enablement universe for over 15 years now, I guess I never consciously realized how often we sales enablers abbreviate what we do to just “enablement.” And that magically makes sense to those of us in the circle, but not to everybody else. The term "enablement" is often used too broadly, lacking the precision it deserves. While sales enablement stands out as a well-defined category, there exists another significant form that dominates the remaining landscape of enablement. Some refer to it as employee enablement, others as business or organizational enablement, and still, a few choose to be more specific, calling it **change enablement**—a term I prefer. In a past life, I had the privilege of being part of a change enablement team, one that specialized in sales enablement among other initiatives. It was a truly remarkable team (more on that later). But it can be confusing, isn’t it? What is change enablement? How is it different from sales enablement? Can they sometimes be the same? When does that happen? In this article, I will answer all of these questions and more. Let's start with the essentials. ## Change enablement vs. sales enablement **Change enablement** is an integral function within an organization that focuses on equipping the **workforce** with skills, knowledge, strategies, technology, and resources needed to be successful, with the overall objective of increasing **organizational effectiveness and efficiency**. [**Sales enablement**](https://www.salesenablementcollective.com/what-is-sales-enablement/) is also a critical function within an organization that focuses on equipping the **salesforce** with the skills, knowledge, and tools needed to be successful in their roles, with the objective of driving **revenue growth**. Both of these definitions sound incredibly similar. Let’s dissect this further. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Change-enablement-vs-sales-enablement.png) ### Primary objective The need for change enablement is triggered by specific change events. Change events can be caused by the following: **Organization-wide business transformation initiatives** Organization-wide business transformation initiatives are broader in scope, often requiring a fundamental restructuring of how employees are organized, and driving shifts in work priorities and core processes. These initiatives are typically driven by major shifts in a company’s strategic direction, growth trajectory, fiscal objectives, go-to-market strategies, technology infrastructure, or even mergers & acquisitions. They’re designed to realign the company with evolving business goals and market demands, and therefore have the potential of impacting every level of the organization. **Small-scale change initiatives** Small-scale change initiatives typically target specific areas within an organization, affecting distinct teams or roles rather than the entire company. These initiatives may involve updates to tools, systems, processes, operational procedures, roles and responsibilities, or even adjustments in team structures. While more focused in scope, these changes are essential for enhancing efficiency, streamlining workflows, and aligning specific functions with larger organizational objectives. Since the need for change enablement is tied to **specific triggers**, the main objective of change enablement is to help an organization **accomplish the inherent objectives behind those triggers** in an effective and efficient way. This is achieved by arming the employees affected by the change with the knowledge, tools, and information they need to understand, accept, adopt, and sustain the change and be productive in performing their job duties. Sales enablement, on the other hand, is directly **aligned to the revenue goals** of an organization and the needs of the workforce that is responsible for accomplishing these revenue goals, i.e., sales teams. Sales enablement is therefore targeted at equipping the sales roles within the organization with the appropriate skills, tools, information, coaching, and resources they need to be successful in their role as sellers. This success, in turn, is driven and measured through the following core criteria: - **Excellence & Performance:** This is indicated by consistent rep performance, increased sales productivity, strong forecasting and pipeline, and most importantly revenue growth. - **Customer Experience:** This is delivered through uniform buyer experiences that are powered by consistent sales messaging and result in conversion of prospects to customers. This moves the needle on new customer attainment thereby influencing revenue. - **Account Growth:** This is measured by sustained account growth and high customer retention, which support revenue targets. **Revenue increase** can therefore be considered the ultimate objective of sales enablement. So, as we can see, while both types of enablement are aimed at supporting distinct parts of the workforce, their inherent objectives are very different. Next, let’s review exactly which parts of the workforce each type of enablement serves. [“Helping sellers grow revenue is a shared responsibility”, Nitin KartikNitin Kartik joined us on the podcast to discuss all things sales enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-88.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Copy-of-SEC_SE_Innovation_Podcast_Youtube_Thumbnail_Template_-14.png)](https://www.salesenablementcollective.com/helping-sellers-grow-revenue-is-a-shared-responsibility-nitin-kartik/) ### Target audience The target audience that change enablement initiatives focus on depends on the type of change initiative being rolled out and the **groups impacted by that change**. Broad organizational changes, like shifting office productivity tools from one provider to another (for instance, transitioning from Google Suite to Microsoft 365 Enterprise), typically affect the entire workforce, making every employee who relies on these tools the focal point of the change enablement efforts. Conversely, smaller initiatives, like updates to hiring practices or the adoption of a new talent sourcing solution, will only involve specific roles within HR and recruitment departments. In contrast, sales enablement is laser-focused on those in **sales or customer-facing roles**. This includes AEs, Inside Sales, [SDRs, BDRs](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/), SEs, Sales Leaders, Customer Success team, partners, and sometimes even customers. In their role as enablers, sales enablement teams execute and maintain ongoing programs and initiatives that provide crucial, timely, and pertinent information to sales professionals on a regular basis. This information is structured around standard topics such as: - Product offerings, key product features, use cases, and differentiators. - [Value proposition](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/) of various products and supporting go-to-market motions. - Key competitors and their products. - [Sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/). - Sales processes. - Tools for managing deals, quoting/pricing, prospecting, account planning, sales intelligence, analytics, sales acceleration, marketing automation, and more. - Critical skills like negotiation, persuasion, value-based selling, persona-driven conversations, etc. > **This highlights a key difference:** while the target audience for sales enablement remains consistent, the audience for change enablement can shift with each new initiative, defined by who the change impacts. That, in turn, raises an important question: If the needs for change enablement vary with every initiative, what does the composition of the enablement team look like? And how does that compare to sales enablement teams? Let’s explore this further. [Sales methodology secrets: 7 key principles from industry expertsAn expert panel discusses the ins and outs of sales methodologies - how to select one, best practices, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-89.png)Sales Enablement CollectiveThomas Cheriyan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/lindsay-henwood-7_kRuX1hSXM-unsplash-2.jpg)](https://www.salesenablementcollective.com/sales-methodology-secrets-7-key-principles-from-industry-experts/) ### Team structure Since change enablement is needs-driven, it is a **cross-functional effort** often spanning various departments. The exact teams that are responsible for carrying out the change enablement initiative vary depending on the type of change being implemented. In a general sense, the core change enablement team will typically include members from different teams within the organization to support workstreams such as: - Subject matter expertise - Change impact assessment - Training development - Communications and awareness - Program/project management - Stakeholder management Change enablement teams are often **temporary** and are disbanded once all the activities on the change enablement charter have been completed. Most organizations either form a “tiger team” of sorts to meet their change enablement needs or hire an external agency to help them through the change. Some organizations may staff a dedicated change enablement team, especially if they are experiencing a period of long-term transformation. On the contrary, sales enablement is usually managed by a **dedicated sales enablement team**. This team is charged with developing the vision and strategy for sales enablement in direct alignment with the organization’s revenue objectives. Sales enablement teams collaborate closely with key stakeholders such as the sales organization to define a clear charter that is executed through a robust offering of programs. These programs include: - [Onboarding](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) - [Competency](https://www.salesenablementcollective.com/designing-a-sales-competency-program/) and skills development programs - [Coaching initiatives](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) - Sales methodology enablement - Product enablement - Launch enablement - Sales leader training - Just-in-time enablement - [Sales kick-offs](https://www.salesenablementcollective.com/the-keys-to-a-great-sales-kickoff-with-lisa-duncan/) Sales enablement initiatives are designed, deployed, and refined on a continual basis to address the ever-changing demands of the market, evolving customer preferences, updates to product offerings and sales strategies, and the ongoing need for development and upskilling of sales teams. Typical [roles](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/) on a sales enablement team include: Enablement Business Partner, Sales Enablement Manager, Enablement Coordinator, Trainer/Instructor, Instructional Designer, Content Specialist, Sales Coach, Enablement Operations Specialist, Program Manager, etc. Now, these enablement team structures are impressive, but they can also seem like a substantial undertaking. So, where do these enablement teams fit within the broader organizational hierarchy, and who is responsible for funding their efforts? Let’s delve into that next. [How to build and structure a high-performance enablement team | SECPhil Burrows gives the rundown on Verizon’s enablement team, including how it’s structured and how they operate cross-collaboratively.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-91.png)Sales Enablement CollectivePhil Burrows![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/andrik-langfield-ujx_KIIujRg-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-to-build-and-structure-a-high-performance-enablement-team/) ### Executive sponsorship Since change enablement needs vary by the business initiative that is causing the change, the executive sponsor for the resulting enablement is usually the **leader of the department responsible for executing that business initiative**. For example, if a company shifts their virtual conferencing platform from one software to another, the head of the IT team will serve as the main executive sponsor. On the other hand, if a company decides to change their CRM system, the executive sponsorship could be jointly owned by IT and sales leadership. Depending on the source of sponsorship, change enablement teams can be structured under **HR, IT, the CTO’s office, central operations function, respective departments, or business units**. In contrast, sales enablement teams often report to and are sponsored by the **Sales, Revenue, or** [**Product Marketing**](https://www.salesenablementcollective.com/sales-enablement-vs-product-marketing/) **function** of the organization. In some organizations, sales enablement teams may be a part of the HR or central People Development function. So, as evident here, both change enablement and sales enablement teams operate with distinct mandates and sponsor backing, each designed to address specific and unique needs within the organization. Given their differentiated missions, the value these teams deliver to an organization is also inherently different. Let’s focus on this aspect next. [Pros and cons of common enablement reporting structuresWho should enablement report to? It’s a debate as old as the function itself. Katie walks us through the pros and cons of each reporting structure.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-92.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text--3-.png)](https://www.salesenablementcollective.com/pros-and-cons-of-enablement-reporting-structures/) ### Value to the organization The role of change enablement function in an organization is to **take the change across the finish line and help it stick**. Change enablement helps employees navigate transitions, reduces resistance to change, and dispels feelings of uncertainty. It equips teams with the tools and support needed to understand, accept, and implement new processes or strategies, ensuring that changes are not only adopted but also sustained in the long-term. By guiding employees through change, change enablement initiatives help organizations **minimize disruption** and create a culture that is resilient and open to **continuous improvement**. > On the other hand, given its potential to influence the revenue growth of an organization, sales enablement serves as a **strategic partner for the business**. By supporting the continued learning needs of sales teams, sales enablement is instrumental in driving impactful and measurable improvements in productivity and performance of the salesforce. It helps nurture and strengthen the persona of sellers within an organization and sets them up for long-term success. Sales enablement initiatives help the salesforce stay agile and responsive to the needs of a dynamic market thereby supporting the organization’s efforts to **transform and evolve with agility and flexibility**. When sales teams consistently meet or exceed their quotas, it is an indicator of both high performance for the sales team members and growth for the organization. Sales enablement’s value is therefore reflected in its capacity to **boost sales performance, shorten sales cycles, and enhance customer engagement** by consistently providing the salesforce with targeted training, insights, and support. In summary, despite their unique contributions, we can safely conclude that both change enablement and sales enablement functions are instrumental to an organization’s success. However, while they are distinct functions with specific objectives and charter, there are times when they can be one and the same thing. (Yes, just like that time I mentioned earlier.) [Driving change in sales teams: What works and what doesn’tTjeerd Veninga explores his journey in enablement, and what he’s learned about changing behavior, sales coaching, and reinforcement over the years.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-93.png)Sales Enablement CollectiveTjeerd Veninga![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/joseph-hersh-1ZAduPYISHI-unsplash-2.jpg)](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/) ## So when does change enablement = sales enablement? When **large-scale transformations** within an organization directly impact the **roles, tools, technology, and processes of the salesforce**, the goals of change enablement and sales enablement functions often converge. In such instances, these two functions can seamlessly unite, operating as a single force dedicated to guiding the sales teams through periods of transition. This unified approach provides the necessary support to help sales teams understand, embrace, and adopt the change while maintaining their focus on achieving the organization’s revenue targets. This unification of [enablement charters](https://www.salesenablementcollective.com/what-is-a-sales-enablement-charter/) often occurs when an organization embarks on strategic growth initiatives, such as the introduction of a new line of business or the pursuit of vertical integration. Launching entirely new product offerings, especially those with a distinct go-to-market strategy, will require sales enablement to be delivered through the lens of change enablement, ensuring that the sales team is fully equipped to handle the shift in strategy. Significant changes in critical [technology](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) used by the sales teams, such as the CRM system or quoting tool, may also necessitate the fusion of change enablement and sales enablement efforts. In such cases, both functions may operate as one to ensure that the sales team not only adapts to the new tools but also continues to operate at peak performance. [Managing change with enablementKira Greer explains how she learned the importance of modern change management, from an enablement perspective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-94.png)Sales Enablement CollectiveKira Greer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1525433712192-ab7b4628bd52)](https://www.salesenablementcollective.com/managing-change-with-enablement/) ## Case study: Technology transformation In a previous role, I supported a similar change transformation initiative that blurred the boundaries of change enablement and sales enablement functions. The organization I worked at undertook the massive effort of shifting their underlying service contracts platform to an internally-developed system. This shift meant a complete change in the user interface, platform modules, key system processes, basic steps for performing essential functions, application of internal rules and policies, and therefore the overall user experience. It impacted several user groups, including the services sales teams (who helped their customers set up service contracts), customers (who used the platform to manage their contracts), and support teams (who helped troubleshoot customer issues). > Implemented over several years and executed in phases, this transformation required a dedicated change enablement team that could plan, assess, address, and communicate the impact of change with each major and minor release of the tool to various user types. Since the services sales teams were one of the primary users of the new platform, sales enablement experts (i.e., my team) were added to the change enablement team to provide exclusive support to sales teams in the form of timely information, relevant insights, and in-depth [training](https://www.salesenablementcollective.com/making-virtual-training-effective-with-neha-divakarla/) on the main user interface, modules, features, and process changes taking place in every release. Operating as a highly cross-functional team supporting several user groups and organization-wide stakeholders, this change enablement team worked as a unified function with distinct workstreams and deliverables – all with the singular objective of making the platform transformation a successful endeavor for the organization while ensuring a seamless and high-quality user experience for all users of the system. Like I said before, we made a pretty remarkable team! [13 practical tips to deliver interactive virtual training your sellers will loveKeeping sales reps’ attention during virtual training can be challenging. Here are 13 ways you can reengage your team and drive training success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-95.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---13-practical-tips-to-deliver-interactive-virtual-training-your-sellers-will-love-1.png)](https://www.salesenablementcollective.com/13-tips-to-deliver-interactive-virtual-training/) ## In conclusion Ultimately, **both change enablement and sales enablement are of strategic importance to an organization** and play a vital role in driving critical outcomes. While change enablement focuses on managing internal transitions and fostering adaptability, sales enablement targets the organization’s revenue growth by enhancing seller performance and productivity. Together, these functions support the overall organizational effectiveness and long-term success by aligning the respective workforce teams, providing essential knowledge and skills, and fostering agility across the board. 📖 Get [****Change Management Certified**](https://learn.salesenablementcollective.com/course/change-management-certified-masters) and lead with confidence through times of uncertainty. ### Nominate your enablement Ones to Watch in 2025! URL: https://www.salesenablementcollective.com/nominate-your-enablement-ones-to-watch/ Last updated: 2025-10-22T12:46:36.000Z **Nominations are now closed - thanks for voting and stay tuned for the winners!** --- SEC’s Ones to Watch report is BACK again for a new edition! Once more, we’re shining a spotlight on the enablement stars you need to know about going into the new year. Whether it’s because of their valuable insights, willingness to help others, the way they share resources and the latest trends with the community, or more - we’re selecting 20 enablers you need to have on your radar in 2025. But we need your help! It can’t happen without *you*, the enablement community nominating its brightest stars. Who do you think deserves to be highlighted, recognized, and appreciated? Let us know by nominating right here! 👇 Nominations close on the **17th of January 2025**, with the full list being revealed shortly afterwards, so be sure to nominate soon and share it with your network too! 👀 --- ### Sales Kickoffs: More than just a New Year's resolution [Video] URL: https://www.salesenablementcollective.com/stress-free-sales-kickoffs/ Last updated: 2024-12-06T14:32:23.000Z ### More like this... [6 key steps to planning an impactful sales kickoffLisa Duncan explores her key steps in executing a successful SKO event. From building the agenda to creating a memorable experience, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-117.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/6-key-steps-to-planning-an-impactful-SKO.png)](https://www.salesenablementcollective.com/6-key-steps-to-planning-an-impactful-sko/) [Your guide to Sales Kickoffs (SKOs) \[Video\]Sales Kickoffs (SKOs) are events sales and enablement teams use to prepare their sellers for the upcoming months. This video will guide you through. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-116.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Your-guide-to-Sales-Kickoffs--SKOs--1.png)](https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/) [7 qualities of an exceptional SKO speakerSelecting the right speakers for your sales kickoff can be challenging. We outline seven key qualities to look for in an exceptional speaker. Read more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-118.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---7-qualities-of-an-exceptional-SKO-speaker-.png)](https://www.salesenablementcollective.com/7-qualities-of-an-exeptional-sko-speaker/) ### Sales Enablement Collective Awards 2024: Your winners URL: https://www.salesenablementcollective.com/sales-enablement-collective-awards-2024-your-winners-2/ Last updated: 2024-12-03T20:01:18.000Z It's finally time to reveal 2024's Sales Enablement Award winners! Each and every [finalist](https://www.salesenablementcollective.com/2024-sales-enablement-finalists/) was deserving, which made it incredibly tough to narrow down the shortlist to pick a winner. Before the reveal, let us take a moment to celebrate *all* our nominees and finalists - thank you for making enablement an amazing, innovative place to be! 👏 And without further ado, our 2024 Sales Enablement Award winners: - **Sales Enablement Leader of the Year** - **Sales Enablement Rising Star** - **Sales Enablement Team of the Year** ### Sales Enablement Leader of the Year A massive congratulations to [**Ivy Peacock Holt**](https://www.linkedin.com/in/ivypeacockholt/), Sales Enablement Leader of the Year for 2024! Ivy is Head of Global Revenue Enablement at PagerDuty, and has done a fantastic job spearheading enablement initiatives and leading her team to success. 🎉 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Winner---Leader.png) ## Sales Enablement Rising Star Our Sales Enablement Rising Star for 2024 is [**Jack Mayes**](https://www.linkedin.com/in/jack-mayes-201729163/)! Jack is Revenue Enablement Business Partner at Showpad and has made huge waves in his early days as an enablement practitioner, and we're excited to see what's next! 🎉 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Winner---Rising-Star.png) ### Sales Enablement Team of the Year 2024's Sales Enablement Team of the Year is [**Amazon Web Services (AWS)**](https://www.linkedin.com/company/amazon-web-services/posts/?feedView=all)! The entire enablement team over at AWS have done a tremendous job, executing initiative after initiative at a high level on their mission to support the sales team. 🎉 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Winner---AWS.png) ## Want to stay up to date with our winners, and more? First thing’s first, be sure to connect with all our winners and finalists on LinkedIn to congratulate them on their awesome work. And if you want to stay up-to-date on all the latest in the enablement space, network with these fantastic finalists, and meet even more of your peers, then the **Sales Enablement Collective** Slack community is for you! Join and [start connecting](https://www.salesenablementcollective.com/join-the-sec-slack-community/) with **10,000+** enablers from across the world, **today**! ### Making the shift from reactive to proactive enablement URL: https://www.salesenablementcollective.com/shifting-from-reactive-to-proactive-enablement/ Last updated: 2024-12-03T15:00:03.000Z Many [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) teams find themselves stuck in a constant state of reactivity. They are faced with seemingly never-ending shifts in learning plans due to perpetual requests to do last-minute training or are asked to create resources for whatever is top of mind for their go-to-market teams that week. When an enablement function operates like this, it has a diminished ability to create structured, long-term enablement plans with a measurable impact on the business. This article covers: - Reactive vs proactive enablement - Benefits of proactive enablement - Moving from reactive to proactive enablement ## Reactive vs proactive enablement In organizations with **reactive** enablement functions, resources and training sessions are often developed in a rushed manner and the enablement team consistently has to "put out fires." Additionally, revenue team feedback is needed to initiate action, and while feedback is always valuable, this means that enablement may miss opportunities to address needs ***before*** they become pain points. > Scale is also not prioritized within these functions, which can make it challenging to keep up with needs as the organization grows. While reactive sales enablement has the potential to be more effective when an organization is new and less mature, a strictly reactive approach does not set enablement teams up to maximize their impact at any stage of an organization. This is why many teams choose to take a more proactive approach, which is based on long-term planning, aligning resources and timing with key moments for the business, and anticipating needs before they impact productivity. In organizations with **proactive** enablement functions, enablement teams build plans that are closely aligned with broader business goals and tend to have more time to develop content, tools, and resources in preparation for upcoming initiatives. These teams also use data to identify patterns and trends to predict what materials or training will be most beneficial, balance strategic programs and continuous learning opportunities, and adapt programs based on ongoing feedback loops and data insights. They also collaborate closely with departments like product, [marketing](https://www.salesenablementcollective.com/sales-enablement-vs-marketing/), and [revenue operations](https://www.salesenablementcollective.com/why-revenue-operations-is-vital-for-managing-business-growth/). [How strategic enablement increases sales effectivenessHighspot’s in-depth framework for strategic sales enablement success, leading you to consistent execution and positive business outcomes![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-80.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-plays-1-1.png)](https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness-3/) ## Benefits of proactive enablement Shifting from reactive to proactive enablement helps enablement teams transition from being a support function to being a key partner in a GTM organization’s growth strategy. ### Benefits to enablement Proactive enablement teams benefit from this transition by: - Making enablement initiatives more targeted and effective by allowing time to build programs based on the highest impact needs, backed by data. - Being able to tell stronger data-backed stories to articulate the impact of their enablement programs on the GTM organization. - Reduces the constant need to respond to last-minute requests, freeing up time to focus on creating high-quality resources. - Able to allocate their resources more strategically, focusing on high-impact areas. - Fostering alignment between sales, marketing, and product strategies through advance planning, ensuring enablement initiatives support larger organizational goals. - Minimizes duplicate effort and ensuring that all content aligns with the latest messaging. - Allows more structured feedback cadences to support updating and refining training content. [How to establish enablement as a strategic function \[Video\]Join expert four enablement leaders as they explain the keys to turning enablement into a strategic powerhouse within your org. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-81.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Establishing-enablement-as-a-strategic-function-1.png)](https://www.salesenablementcollective.com/how-to-establish-enablement-as-a-strategic-function-video/) ### Benefits to the organization Enablement teams are not the only group that benefit from a more proactive approach. Their organizations benefit as well, by: - Receiving higher quality enablement output that helps revenue teams stay ahead of trends, minimize disruptions, and remain competitive - Having a better understanding of how enablement programs are driving impact on the business and identifying what is/isn’t working to ensure revenue team time is used most effectively - Having a stronger culture of continuous learning and improvement within revenue teams - Ensuring enablement efforts and revenue team focuses are supporting company objectives - Minimizing “random acts of enablement” (*information shared with revenue teams by either enablement or other cross-functional teams that provide minimal return for the level of distraction they create in the field*) to keep revenue teams focused on selling and supporting customers [It’s time to make sales enablement your new competitive advantage | SECHighlights from our conversation with Tim Harris, where we discussed AI in sales, how product marketing can work with enablement, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-83.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/john-cameron-BmSm2R9-MY8-unsplash-2.jpg)](https://www.salesenablementcollective.com/its-time-to-make-sales-enablement-your-new-competitive-advantage/) ## How to move from reactive to proactive To start to make the move from reactive to proactive enablement, enablement teams must take deliberate action. Here are a few ways to get started: ### Be realistic about your business Even in the most proactive, strategic enablement teams, there still needs to be room for flexibility and adaptability to meet evolving needs of an organization. The right balance between proactive and reactive enablement will vary from organization to organization based on maturity and context. That said, an 80/20 split can be a great place to start, meaning that 80% of enablement is proactive within a given timeframe (e.g. year, quarter, month) and there is a 20% buffer to capture any reactive needs of the business and market. ### Understand company GTM objectives It’s great to have enablement play a role in company planning motions at the GTM cross-functional leadership level. If planning has already been completed within an organization, enablement can sit down with GTM leadership to understand the organization's current priorities and learn how often priorities are revisited to determine the frequency with which enablement plans will also need to be adjusted. [Why sales enablement demands a strategic approachDiscover why a proactive, strategic sales enablement approach is crucial for maximizing your team’s potential and driving sustainable growth.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-87.png)Sales Enablement CollectiveRitika Jain![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/luis-villasmil-jPpHpgWNCKs-unsplash--1-.jpg)](https://www.salesenablementcollective.com/sales-enablement-strategic-approach/) ### Get alignment across teams Understanding the timing of field-impacting programs coming from other GTM teams (e.g. marketing and RevOps) can help enablement get involved early, when needed, and be mindful of customer-facing team capacity for change and learning when building our enablement plans. ### Align goals with GTM objectives Define enablement goals and milestones and align them to company GTM objectives. Use your understanding of business priorities and the timing of planned programs to map out enablement efforts that support those needs, while flagging key dependencies and needs for alignment with other cross-functional teams up front. ### Prioritize the list of ideas There are countless ways enablement teams can lean into supporting GTM organization goals and the enablement teams want to find the most impactful way to engage. To rightsize the enablement team's effort and maximize impact, consider weighing the expected level of impact against the perceived effort for both the enablement team to build the program and the customer-facing teams to learn the information. Additionally, there is a limit to how much information customer-facing teams can consume in a given period of time, so flagging where the teams may feel overloaded can help the broader organization make tradeoffs and be thoughtful of program timing. [Aligning Purpose, People and PrioritiesLearn to align purpose, people, and priorities to drive success with strategies for creating a cohesive, motivated, and goal-oriented team![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-85.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/209.png)](https://www.salesenablementcollective.com/aligning-purpose-people-and-priorities-video-2/) ### Build an enablement roadmap Check out [this article](https://www.salesenablementcollective.com/creating-an-enablement-calendar-to-manage-the-gtm-team-learning-journey/) to learn how to create an enablement calendar to manage your learning journey. A calendar can help you synthesize your plans and outline a schedule for training, resources, and support materials that map to anticipated product releases, campaigns, and company initiatives. ### Measure and evaluate success Identify the key KPIs for planned enablement programs and the ways in which these ladder up to the company’s overall goals. Then establish a process to revisit and evaluate your enablement plans. This can be done through additional company planning motions, data review, and feedback loops with GTM leadership to gather insights into what’s working well and where adjustments are needed. [14 Sales Enablement KPIs You Must Measure in 2025Sales enablement KPIs are performance metrics that tie your enablement efforts to improved selling performance. Here are 14 to track in 2025.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-86.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Stock-Text-4.png)](https://www.salesenablementcollective.com/sales-enablement-kpis/) ## Final thoughts Switching from reactive to proactive enablement is an ongoing process and finding the right balance between the two within an organization requires a strong understanding of the organization’s level of maturity. > Even enablement teams who already have a proactive motion in place are at risk of slipping back into reactive mode. Therefore, it is important to revisit the level of proactive vs. reactive enablement within an organization regularly to ensure the approach is the most impactful for both the enablement teams and the organization as a whole. 💡 Connect with your peers and discuss proactive enablement further by joining our growing sales enablement community over on [Slack](https://www.salesenablementcollective.com/join-sec-slack/). ### Sales Enablement Summit, Toronto 2024 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-toronto-2024-ondemand/ Last updated: 2024-12-02T21:25:41.000Z Catch up on every session from Sales Enablement Summit, including sessions from Slack, TransUnion and Cisco. _This post is for paying subscribers only._ ### The power of intrinsic motivation in enablement, with Krystina Moustakis [Video] URL: https://www.salesenablementcollective.com/the-power-of-intrinsic-motivation-in-enablement-with-krystina-moustakis-video/ Last updated: 2025-06-17T16:10:22.000Z --- --- ## More resources: [Check out SEC’s Sales Enablement Innovation podcast!Discover new ideas, hear from your enablement peers, learn about the industry and much more with SEC’s Sales Enablement Innovation podcast![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-100.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Article-Image_-2.png)](https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/) ### GTM enablement strategy template URL: https://www.salesenablementcollective.com/gtm-enablement-strategy-template-framework/ Last updated: 2025-12-02T08:12:02.000Z ## **What is a GTM enablement strategy template?** A **GTM enablement strategy template** is a structured framework designed to help teams develop, implement, and optimize their [go-to-market](https://www.salesenablementcollective.com/go-to-market-template-framework/) efforts. It covers essential elements like market understanding, sales alignment, enablement needs, training plans, and [key performance metrics](https://www.salesenablementcollective.com/metrics-and-measurement/). By mapping out each component, this template ensures that every team involved in your GTM motion—sales, product, marketing, and customer success—is equipped with the knowledge, tools, and skills they need to drive revenue. ## **Who is it for?** This template is designed for **product marketers, sales enablement leaders, revenue teams, and GTM strategists** who need to streamline sales readiness and improve execution. If you’re responsible for ensuring that [sales teams](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/) have the knowledge, positioning, and [competitive insights](https://www.salesenablementcollective.com/competitive-analysis-porters-5-forces-template-framework/) to close deals effectively, this template will help you structure a scalable enablement plan. ## **How to use the template** 1. **Assess your current state** – Start by identifying where your [GTM efforts](https://www.salesenablementcollective.com/what-is-gtm-enablement/) stand today. Use the foundation section to analyze market understanding, value propositions, sales processes, and tech stack alignment. 2. **Define enablement needs** – Break down the challenges faced by different roles (SDRs, AEs, solutions engineers, customer success, etc.), and map out the knowledge, skills, and tools they require to be successful. 3. **Build a training plan** – Outline training modules, learning objectives, target audiences, formats, and delivery timelines. This ensures that every team receives the right training at the right time. 4. **Set performance metrics** – Track key GTM success indicators like win rates, sales efficiency, and competitive positioning. Identify areas for improvement and refine your approach over time. 5. **Develop an enablement roadmap** – Plan and prioritize initiatives like new sales playbooks, competitive battlecards, and onboarding improvements. Assign owners, set timelines, and keep track of progress. By following this structure, you’ll create a **scalable, data-driven enablement strategy** that empowers your teams and drives GTM success. ## **Download your GTM enablement strategy template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![GTM enablement strategy template go-to-market](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/GTM-enablement-strategy-template.png) [GTM enablement strategy template GTM enablement strategy template .pdf84 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/02/GTM-enablement-strategy-template-.pdf "Download") [GTM enablement strategy templateGTM enablement strategy template.xlsx128 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/02/GTM-enablement-strategy-template.xlsx "Download") [GTM enablement strategy template![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/spreadsheets_2023q4-1.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyLOnvaFX117aWgVOuWw3wkNRusajk3z0szbagRNbDlJ99zBsiUGm2ewbtt7vSBnkhVIZyQUG3KSUvat6cx3u3eMD_bx49hh-_R_cA22ozHFUY61Dh3x-w1200-h630-p)](https://docs.google.com/spreadsheets/d/12oJeySRcn9DrtiAJGh9qd%5Fz7-tu6tNN8Jm9XjWUZdKY/edit?usp=sharing) _This post is for paying subscribers only._ ### From startup to scale-up: Sales enablement strategies that drive growth URL: https://www.salesenablementcollective.com/from-startup-to-scale-up-sales-enablement-strategies-that-drive-growth/ Last updated: 2025-06-05T16:38:26.000Z This article comes from **Chuck Marcouiller**’s insightful talk at our **Las Vegas 2024 Sales Enablement Summit**. Check out his [full presentation](https://www.salesenablementcollective.com/sales-enablement-summit-las-vegas-2024-ondemand-2/?%5Fgl=1%2Aw797do%2A%5Fup%2AMQ..%2A%5Fga%2AMjEwOTcxNzcwOC4xNzMyODExNzM5%2A%5Fga%5F3EF659S2DL%2AMTczMjgxMTczOC4xLjEuMTczMjgxMTc0MS4wLjAuMA..&wchannelid=ch6ua6t1rk&wmediaid=1iephtzdz0) and our wealth of [OnDemand resources](https://www.salesenablementcollective.com/sales-enablement-ondemand/?%5Fgl=1%2A175gbkr%2A%5Fup%2AMQ..%2A%5Fga%2AMjEwOTcxNzcwOC4xNzMyODExNzM5%2A%5Fga%5F3EF659S2DL%2AMTczMjgxMTczOC4xLjAuMTczMjgxMTczOC4wLjAuMA..). --- Let me start with a confession: I’ve built my career by tumbling backward. Most people start small and work their way up to bigger companies. I did the opposite. I spent 20 years at ADP, working in sales and [sales leadership](https://www.salesenablementcollective.com/3-key-focuses-for-effective-frontline-sales-leadership/). Then, I discovered this thing called sales enablement, and my career took a turn. Working at a massive organization like ADP has its perks. You get to dive deep into processes and learn how things work at scale. But at the 20-year mark, one of my mentors gave me a nudge: “Chuck, you’ve already proven yourself here. If you’re ever going to try your hand at a pre-IPO company, now’s the time.” So I made the leap. I joined Avalara, a startup aiming to bring sexy back to sales tax (yes, sexy sales tax—it’s possible!). We grew from 40 to 500 salespeople, went public, and kept scaling. From there, I moved to other [startups](https://www.salesenablementcollective.com/sales-enablement-scaled-down-problems-facing-small-start-ups/), taking on the challenge of being the first enablement leader through the door. Let me tell you, that first-person-in role? It’s no joke. Another enablement leader once called it a “woodchipper” job, and she wasn’t wrong. Today, I work as a fractional enablement leader, helping startups navigate the transition to scale-up. If you’re considering taking the plunge into a startup, buckle up—it’s a rocky ride but it’s also incredibly rewarding if you know how to tackle the challenges head-on. Here’s what I’ve learned along the way. ## **The startup reality check** Let me paint you a picture of what typically happens when you join a startup. The founders will tell you, "Hey, join the rocket ship! We're taking off! This is phenomenal! We've got the next big thing!" They'll probably even compare themselves to Elon Musk. But when you get there, reality hits – often in the form of unrealistic growth targets (anyone else been handed that casual 97% year-over-year growth expectation?) and minimal infrastructure. So, why do it? Because the chaos is also an opportunity. You get to build something from scratch, define how things should work, and make an impact that would be impossible in a more structured, established organization. If you’re the kind of person who thrives in that environment, it can be a career-defining experience. This is where the Revenue Triangle Framework comes in – an approach I've developed through years of hands-on experience in building [revenue engines](https://www.salesenablementcollective.com/insiders-guide-building-a-world-class-revenue-engine/) from scratch. [How strategic enablement increases sales effectivenessHighspot’s in-depth framework for strategic sales enablement success, leading you to consistent execution and positive business outcomes![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-101.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-plays-1-2.png)](https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness-3/) ## **The Revenue Triangle Framework: Raw materials, operators, and the machine** Think of building a revenue engine like constructing a factory. Everyone wants to build the Tesla Gigafactory, but you need to start with the basics. I break this down into three critical components: **Raw Materials**, **Operators**, and **The Machine**. Each plays a crucial role in creating a sustainable revenue engine. ### **1\. Raw Materials: The foundation of success** The first thing I always assess when entering a startup is the raw materials – what does the team actually have to work with? Here are the key questions I ask: - How baked is the product? Is it truly ready for implementation, or are we selling vapor? - Is there a clear Ideal Customer Profile (ICP)? - Do we have clean data to work with? - Is there documented evidence of pain points and impact? Let me share a real example. When I joined FreightWaves, they were pivoting from a media company to selling data as a service. They had brokers who were great at selling truckloads of [SaaS](https://www.salesenablementcollective.com/ama-what-i-learned-in-my-first-year-at-a-post-ipo-saas-company-with-tim-peterson-director-of-sales-enablement-at-pagerduty/) solutions. The product was new, the target market was undefined, and the sales team had zero experience in the new space. Classic startup scenario. 💡 ****Pro tip:** One of the best investments I've made across multiple employers is hiring a market research assistant to clean data. This allows our sales team to focus on selling rather than data mining. ### **2\. Operators: Building your dream team** When it comes to talent in startups, I've learned to look beyond the obvious. Most startups hire for [industry experience](https://www.salesenablementcollective.com/do-you-need-sales-experience-to-engage-reps-and-more-with-richard-bond/) rather than sales skills – a classic mistake that leaves you with operators who know the market but "couldn't sell their way out of a paper bag." Here's how to fix this: 1. Assess whether current [team skills](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/) match future needs 2. Rewrite job descriptions (HR will love you for this) 3. Help leaders develop talent assessment and coaching skills 4. Have frank conversations with the CEO about talent investment One of the biggest challenges is getting founders to understand they either need to invest in experienced (expensive) talent or build a robust development program. Both are costly, but not doing either is a recipe for disaster. ### **3\. The Machine: Creating scalable processes** This is where the rubber meets the road. The machine is your operating system, and it needs several key components to function effectively: **🗣️ A common language** It doesn't matter which sales methodology you choose – what matters is that everyone from marketing to customer success speaks it fluently. **📋 Clear processes** I once walked into a situation with 400 deals sitting in the MQL stage for over 300 days. Why? Because reps were treating it as their personal lead parking lot "just in case" prospects responded later. You need clear processes and ownership guidelines. **📊 Meaningful metrics** As a wise CFO once told me, "A number has no meaning unless it's compared to another number." Focus on comparing metrics across teams, stages, and periods to identify patterns and problems. **🎯 Leadership alignment** Work with your CRO to identify one key metric to move each quarter. Don't try to boil the ocean – focus on specific, measurable improvements that align with leadership objectives. [This Sales Enablement Team Structure Maximizes ROIChris Grebowiec, Global Head of Sales Productivity & Enablement at Square US, explains how to structure your enablement team for maximum impact and ROI![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-102.png)Sales Enablement CollectiveChris Grebowiec![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-enablement-vs-sales-training-1-1.png)](https://www.salesenablementcollective.com/sales-enablement-team-structure/) ## **Your role as the architect** As an enablement professional, your job is to be the architect of the revenue engine. That means having an opinion, creating a blueprint, and driving the organization toward scalable success. After years of being the "first enablement person in," here are my key takeaways: 1. **Have an opinion**: You were hired to draw the blueprint. It doesn't have to be perfect – any structured approach is better than chaos. 2. **Focus on numbers**: Learn to speak the language of metrics. It's your most powerful tool for diagnosis and improvement. 3. **Think sustainable**: Don't just focus on immediate wins. Build systems that can scale. 4. **Document everything**: Create clear processes, playbooks, and measurement frameworks. 5. **Get early wins**: Build credibility before tackling the major tasks. 6. **Know your real team**: This was a hard lesson for me – while you serve the sales team, your true stakeholders are the CRO and VPs. Make them successful, and you'll be successful. Remember, our job is to pave the road so others can travel it repeatedly, efficiently, and successfully. ## **Final thoughts** Starting as an enablement leader in a startup can feel like being handed a cardboard rocket and asked to fly to Mars. But with the right framework, sustainable processes, and a clear understanding of what success looks like, you can build something truly remarkable. Just remember to pack plenty of coffee – you're going to need it. So roll up your sleeves, embrace the chaos, and start building. ### What is sales onboarding? [Video] URL: https://www.salesenablementcollective.com/what-is-sales-onboarding-video/ Last updated: 2024-12-06T14:32:42.000Z ### More like this... [Designing a sales onboarding program from scratchDiscover how to create a successful sales onboarding program from scratch with the help of Neha Divakarla of VMWare.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-114.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social--Designing-a-sales-onboarding-program-from-scratch--1--1.png)](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) [What is sales onboarding? Everything you need to knowLearn how to build a sales onboarding plan that will effectively set up new sales reps for success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-113.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_onboarding-1.jpg)](https://www.salesenablementcollective.com/what-is-sales-onboarding/) [What’s a sales enablement charter? \[Video\]Sales enablement is often misunderstood, learn how a sales enablement charter can help your stakeholders understand your role and responsibilities in your organization. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-115.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/What-s-a-sales-enablement-charter--2-.png)](https://www.salesenablementcollective.com/whats-a-sales-enablement-charter-video-2/) ### How to structure your sales enablement team for maximum ROI URL: https://www.salesenablementcollective.com/sales-enablement-team-structure/ Last updated: 2025-01-28T08:20:29.000Z In sales enablement, and training and development more broadly, it’s challenging to win the resources and investment you. It can feel like an uphill battle. The problem is that enablement is a historically under-resourced team, for a few different reasons: 1. It's hard to show ROI 2. Impact is often dispersed across multiple people and multiple teams 3. It's hard to isolate variables (like sales training, or sales tools) and say they’re responsible for sales’ success 4. We're often considered a support or administrative resource But there are ways to structure your enablement team itself, from the very beginning, that make winning investment easy. In this article, we’ll show you how. --- --- ## How do you structure a sales enablement team? How should you structure your enablement team? Here’s an answer you probably hadn’t considered: structure it to mimic a product dev team. Huh? That’s right. The aim is to build your sales enablement organization in a way that: - Maximizes your impact - Makes it easy to prove that impact and ROI - In turn, makes getting investment easy Modelling your team after product dev makes all this possible. Shortly, we’ll get into why. Here’s what we’ll discuss: - Forming your enablement team - Modelling after product development best practices for impact and prove ROI ## The solution: Modelling after product teams? There are two key questions: - How do we develop our teams in ways that support achieving measurable business impact? - How do we report our impact back to the business? The goal is to measure, objectively and quantifiably, the impact of all our enablement programs. It’s to make sure our teams and initiatives grow and improve in ways we can measure. > Ideally, we’ll be able to say, “By speeding up 10%, we saved you 90% in some key metric over the last three months”. To do that? We have to develop solutions that both train and enable salespeople in ways that will drive ROI for your business. And we want to set our enablement team up in a way that makes it easy to deliver things that make that happen. #### So why product management? Before I worked in enablement, I spent some time as a product manager. I learned a ton. Mostly, that there are best practices. Repeatable processes that help any team develop and deliver products with real ROI to the customers you serve. Serving your sales reps as an enabler is no different. They’re your internal customers. And the enablement materials and training sessions you produce for them are the products and services you provide. When you mimic a product team’s structure with your sales enablement team, you’ll start providing real ROI for your business. From there, it’s that much easier to get investment, and grow and develop the programs you know have impact. ## The structure of a product team There are four or five different roles that make up every product team. As a collective, they aim to answer the question: What products do customers want to buy? ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/AD_4nXf_9O_ExE1hMX33BM4coWxG1mWigg6ve6yoZQvJsZsRXZwvK15jqojj3ecDjop35A90n9GVY6Pr0CWWVeCky978x0TvId_MneygqZhQZTgn5q65VkrtbSYfqQqn73NcO532qQ8t-Q.png) Let’s start with the product manager: ### **1) Product Manager** The product manager is the person who sets the vision and strategy, plans and delivers releases, and curates new ideas. They [build product and sprint backlogs](https://www.gotomarketalliance.com/sprint-product-backlog/) of tweaks for existing products, and ideas for the development of brand-new products. ### **2) Development (software and UX)** The product manager typically works hand-in-hand with both software developers and UX designers. These are the builders who act out the product manager’s vision. They’re the people who create the products. ### **3) Technical product manager** You might also have a Technical Product Manager or a Technical Programs Manager who sits between the product manager and the developers. They’ll help ensure both sides are aligned. (This is actually, in a lot of ways, where I see leadership sitting in our organizations.) ### **4) Product Analytics** Product analytics is the data role. This person analyzes sales’ and product’s success. They look at adoption rates, and other metrics, to link your inputs to data-derived outcomes. 🔨 **Example: If someone adopts a Square POS, it’s easy for us to link their amount of credit card processing to the POS systems, and figure out their product margins. We can then say how much they can expect to make based on a new product launch.* ### **5) Product Marketing** The last group is product marketing. You’ve probably worked with them. They develop personas, craft positioning and messaging, and do competitive intelligence work. ## How to apply this to enablement teams There are resources out there that vouch for large enablement teams. They propose structures with multiple highly paid enablement leaders. In reality, enablement teams are often small and under-resourced. It’s often not possible to build a team that fills all the following sales enablement roles: - Chief enablement officer - VP of sales enablement - Director of sales enablement - Sales enablement manager - Program manager - Content specialist - Sales coach - Instructional designer - Sales enablement coordinator Now, these roles *do* make sense. They’re modelled after all the things enablers have to do. 🔨 **For example, a content specialist creates content that helps their sales reps close deals. They’ll also create customer-facing content that moves people through the sales funnel.* **A program manager manages and oversees the entire enablement program. Instructional designers create learning resources specific to the org’s industry, products and services, and competitive space.* But not all these roles are necessary. And if the goal is to win more resources for your sales enablement efforts, and prove ROI, there’s a way to do it. We can adapt the lean product team structure we described above for enablement. This gives us a lean but effective team of as few as four or five people. And it’s designed to make proving ROI a breeze. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/AD_4nXeiZswDXtLTYGyueiXmyHnaFYX6b2F1ICQ0wFo_7B90UJuHlijHf-Gnou6wgNqSf_eXUo_KVanLwkA3Rpl4lIiJpuC0KF1IBXY2ZBuwa1ns5UTTHOZOvC9qBI9NKqjdR9DDx2Ithg.png) **For the enablement team, you'll see very little has changed, except for some titles (that should look very familiar).* ### **1) Enablement Program Manager** First off, build your team around an enablement program manager. (This shadows the position a product manager holds in a product team.) Do this, and your most important programs will have a specific manager. Someone who sets the vision and the sales enablement strategy. They’ll create new ideas, and plan and deliver releases. Here’s how your program manager should think: They should think of each learning integration they're developing as a product. Something they have to sell to the sales team. The sales team has to adopt it, buy it, and then expand it so we can prove ROI. Your program manager will work with people analytics to identify gaps in performance. I'm sure you have KPI measurements you look at and wonder: - What impact can I have on these KPIs? - Is there a learning intervention I can prove actually has impact? When you develop the analytical frameworks, and work with your instructional designers to develop solutions, you're building a whole case. Then, you're able to document and prove, “If we are at X, here's our bet, we’ll get to Y, and it'll take us six months to get there”. Now you can measure the impact and show it directly to your leadership teams. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/AD_4nXdUqCFA3c8Q8XHuzhph1yaxdZADlboZMoQAlDVNZ6DneDa-g4uDLLU13mdgxcDb73YTKJNHgWlTckz284Sy9sqeE6I_TrHk9mhb1wFX_lV4KKjdYOmPYs5BrlP25GKaLgZXYLD9.png) ### **2) Learning experience and instructional design (LXD and ID)** Instructional design’s goal is to work with program managers to figure out what resources your reps need to get better, and to make sure you understand the problems you’re trying to solve. Here are some of their responsibilities: - Develop training and educational materials - Do user research - Run usability testing on content - Own the learning management system - Report on program adoption rates and other metrics to help prove ROI They’ll also work with field enablement (who mirror the product marketing function) to figure out personas you can use to better develop those learning materials. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/AD_4nXcRSGkkKQxqVLNZqkVZgcCURIHU37cSwCg7PZG-4G-OT9WRVEBTaOPy5-t0uJ5rohQWEgl6Pr1zeHmkm9U3GLunEaqo4jXpxFxJ7IlvhLyNbaLjSov0oz3YhTJTd7tCx-n2Cib7dw.png) ### **3) People Analytics** Just as the product analytics person is the product team’s data cruncher, your people analytics person is yours. Think about this: If you could tell me your onboarding programs saved your business $1.6 million by shortening Time to Ramp by two weeks over the last year, would that help you get investment? I think so. Your people analytics lead helps you do that. They help you dive into the data and help you understand the levers you can pull to make your business the most money. Here are some of their responsibilities: - Measure enablement content adoption - Link enablement materials back to outcomes - Create strategies for improvement with the operations team and program manager - Monitor content adoption - Alert stakeholders to concerning data trends They’ll also report outcomes and identify gaps in performance. That might mean a Tableau dashboard for everything you're doing, or a way to link ROI to the stuff you're creating. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/AD_4nXcq6pWqXSNlvWxuBeMezjPz_0yPbSkWszMmqQk3iDRFINx5t_GcrAn0p1qAAbJbhb_qIPX0UIK0zuWMSoY9I6YnxMUukbHBLZ4hGVEOKc-2LNxFGGoQV38gqmV8qMYbjCYRaPT1.png) ### **4) Field Enablement** Field enablement mirrors the product team’s product marketing function. This person: - Helps develop strong pitch decks - Builds testimonial loops with product marketing managers - Creates customer-facing content - Works with people analytics to optimize content in a data-driven way - Develops personas, crafts positioning and messaging, and does competitive research Field Enablement might own your knowledge catalog, too. The field enablement manager will make sure your knowledge pieces are: - Verified - Current - Reviewed periodically Remember how a product team collaborates to get ready for launch? Your enablement team can do the same thing. The difference? They’ll create, launch, and “sell” your enablement “products” to reps. This helps you prove ROI for the business. They’ll also usually own a content management system (CMS). This will show them what content salespeople are using. It will also show them the content that actually moves people through the funnel faster. Again, this builds a stronger case for ROI. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/AD_4nXcdB9vA7FRtq8Y1RvOd9sqV4wijCOgcaLnurKHF3uwNe4LjecCB184OWNQaJh9XyuegwSQTGXaVXuMBHLaSQBhLMe_vW3T1RLWIS2O9xMec8zorWL5DlW7cy1M9VVSkFsz3XmB9.png) ## **Who should sales enablement teams report to?** By now, we understand how to structure the enablement team itself. We also understand the responsibilities of each role. So it’s time to answer a question: Where does sales enablement sit in an organization? Where *should* it sit? There are a number of possible [enablement reporting structures](https://www.salesenablementcollective.com/pros-and-cons-of-enablement-reporting-structures/), all with their pros and cons. And the best for your organization depends on your org’s vision, priorities, and goals. As well as the resources available to you, and the size of your enablement team. For example: - [Revenue and sales leaders](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) - Revenue operations - The C-Suite - Marketing In 2024’s Sales Enablement Landscape Report, we found that 27% of enablers report to RevOps. 24% report to Sales, and 17% report to the C-Suite. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdawutV4mWmRua-7fWECcz0kJ5Pc3jXKrOBAKAAqUXVji1x9Xm0NnOx7Cpzvu4nZB-Kfb0gl6UJoa2nEyUUacKLeNlibkkikUY6vezyr9T34efQEWNpY4T3-SSvSuiblGdJJY2V?key=8IdwHv9TQmo2st9opRzM-FXT) Of those that report to the C-Suite, almost half (48%) report to the CRO (Chief Revenue Officer). ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdF4Z4yzNdEemccRB24aht89LMH79tUoMMowFE4cIJ20z2j3Bz3N2oSOd9UJNFrBNd2-mV5Fajs3uoBMqFGl1PkYo277Y7cY7mQZGtEaYkQZBxQXB0wL8GXkPzdSjDny-r0PuZOrQ?key=8IdwHv9TQmo2st9opRzM-FXT) There are other options too, like HR. But from our data, just 2% of enablers report to Human Resources. ## **Want more on how enablement pros perform the function today?** Our biggest report is back. Compare your enablement situation to 200+ of your peers. Learn the challenges your fellow enablers are facing, the opportunities they’re pursuing, the skills they desire, and more. 👇 [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/SEC_Sales_Enablement_Landscape_Report_CTA_Banner.jpg)](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) ### Sales Enablement, Sydney 2024 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-sydney-2024-ondemand-2/ Last updated: 2024-11-21T16:47:50.000Z Check out every session from Sales Enablement Summit Sydney, including sessions from IBM, Uber, Stripe and more. _This post is for paying subscribers only._ ### Sales Enablement Summit Chicago 2024 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-chicago-2024-ondemand/ Last updated: 2024-11-21T15:48:11.000Z _This post is for paying subscribers only._ ### What's a sales enablement charter? [Video] URL: https://www.salesenablementcollective.com/whats-a-sales-enablement-charter-video-2/ Last updated: 2024-11-20T15:58:10.000Z ### More like this... [BDR vs SDR vs Account Executive: What’s the difference? \[Video\]Ever get your BDRs, SDRs, and AEs mixed up? This video breaks down these three sales roles and helps to identify the differences in these reps’ responsibilities.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-96.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/BDRs-vs-SDRs-vs-AEs-What-s-the-difference.png)](https://www.salesenablementcollective.com/bdr-vs-sdr-vs-ae-video/) [What is a sales enablement charter?Have you been wondering what a sales enablement charter is? Or how to build a formal enablement charter in your org? This article highlights what you need to know.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-97.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_vision_statements.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-enablement-charter/) [Sales enablement charter templateA structured approach to empower sales teams with the tools, content, and processes necessary for effective buyer engagement![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-98.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement-1.png)](https://www.salesenablementcollective.com/sales-enablement-charter-template-framework/) ### Leveraging AI to boost customer experience and sales enablement success URL: https://www.salesenablementcollective.com/leveraging-ai-to-boost-customer-experience-and-sales-enablement/ Last updated: 2025-07-01T10:51:22.000Z This article comes from **Lara Shackelford**’s insightful talk at our **Las Vegas 2024 Sales Enablement Summit**. Check out her [**full presentation**](https://www.salesenablementcollective.com/sales-enablement-summit-las-vegas-2024-ondemand-2/?%5Fgl=1%2A17vj95e%2A%5Fup%2AMQ..%2A%5Fga%2ANDk0MDAyMDYxLjE3MzE2MDQxMTg.%2A%5Fga%5F3EF659S2DL%2AMTczMTYwNDExNy4xLjEuMTczMTYwNDEyMC4wLjAuMA..&wchannelid=ch6ua6t1rk&wmediaid=tq3xwaf9w3) and our wealth of [**OnDemand resources**](https://www.salesenablementcollective.com/sales-enablement-ondemand/). --- Have you ever wondered how much smoother your day-to-day would be if [AI](https://www.salesenablementcollective.com/tag/artificial-intelligence/) could handle the repetitive tasks, leaving you to focus on the work that truly moves the needle? For those of us in sales enablement, it’s a game-changing thought. I’ve spent years managing complex marketing and sales enablement roles at companies like Intel, Microsoft, and Oracle, where the challenge often came down to bridging the gap between what [marketing teams](https://www.salesenablementcollective.com/sales-enablement-vs-marketing/) created and what [sales teams](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/) actually needed. Imagine trying to oversee hundreds of pieces of content for a single product launch—and realizing later that only a fraction of it is even used. That experience taught me a powerful lesson: **efficiency matters**, and if I had the AI tools we do today, things would’ve been very different. AI isn’t just another tech buzzword—it’s a practical solution that can transform customer experiences and sales enablement by streamlining tasks, personalizing interactions, and freeing us up to tackle strategic challenges. So in this article, I’ll share my insights on what it takes to create a successful AI-driven strategy, from assessing readiness to identifying real-world use cases, and how we can work toward a future where AI enhances every aspect of customer engagement. Let’s dive in! ## **My path to embracing AI in revenue enablement** When I first took on a sales enablement role at a major tech company, I was handed a massive workload—about 350 pieces of content to support an upcoming product launch. Now, I love a [good content strategy](https://www.salesenablementcollective.com/what-is-sales-enablement-content-video/), but 350 pieces? That’s overkill, and there was no AI to help streamline it back then. What struck me in that role was how much could have been simplified with the right tools. If I had access to AI back then, I would’ve created a digital twin of the team member who was organizing everything. This virtual assistant could’ve taken over routine processes, freeing me to focus on more impactful, creative tasks. It’s moments like these that drive my passion for AI, and today, I’m pursuing a master’s degree in AI at Oxford University to deepen my understanding of the technology. Through this journey, I’ve realized that embracing AI isn’t just about having the tools —it’s about developing a framework for your team and organization to be truly “AI-ready.” [AI and Sales: A winning combinationAccess your Sales Enablement Forecast Report 2022, ungated, here.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-75.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Meta_Images_Text--1--1-1.jpg)](https://www.salesenablementcollective.com/ai-and-sales-a-winning-combination-download/) ## **The 6 C’s of AI readiness** When talking to sales enablement professionals and organizational leaders about adopting AI, I like to frame it with what I call the “6 C’s of AI readiness.” Here’s how I break it down: 1. **Culture**: Does the company have a [culture](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) that’s open to learning and innovation? 2. **Capability**: Do we have the right [skills and technology](https://www.salesenablementcollective.com/tag/tools-and-technology/) to implement AI effectively? 3. **Commitment**: Is leadership committed to investing in AI and making it a priority? 4. **Compliance**: Are we prepared to meet data privacy and ethical AI standards? 5. **Collaboration**: Are [departments aligned](https://www.salesenablementcollective.com/tag/cross-functional-alignment/) and ready to work together to drive AI initiatives? 6. **Continuity**: Do we have processes in place to sustain AI projects over time? Assessing AI readiness across these six areas provides a roadmap for growth. I often begin by sitting down with department heads and executives to gauge where they believe they stand in each area. This exercise can be surprisingly eye-opening. In a recent project, I spoke with an executive team where some members believed they were well-prepared for AI, while newer team members felt they were just getting started. This helped identify areas for growth and alignment, a critical step before diving into AI initiatives. [Applying AI to your enablement strategy, with Jonathan Kvarfordt \[Video\]Jonathan Kvarfordt joins us on the podcast to discuss all things AI and enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-74.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_-5.png)](https://www.salesenablementcollective.com/applying-ai-to-your-enablement-strategy-with-jonathan-kvarfordt-video/) _This post is for paying subscribers only._ ### 5 Key Shifts: Your workbook to drive sales team performance URL: https://www.salesenablementcollective.com/5-key-shifts-your-workbook-to-drive-sales-team-performance/ Last updated: 2024-11-13T08:00:06.000Z At SEC, we partnered with the experienced Jeff Jaworski to bring you a workbook forged in the fires of Google's successful sales coaching program. The goal? To guide sellers, sales teams, and sales organizations around the world to drive better outcomes for all sides of the table by sharing Jeff's **5 Key Shifts** that you can implement today to make an impact tomorrow. Get your free workbook ## Inside: - Why you need to shift your approach to sales meetings - Preparing your team make the shift to more effective meetings - Detailed explanations of Jeff's 5 Key Shifts to help you maximize meeting potential - How to implement each shift into your organization Each **shift** is purposeful and explained in depth, with supporting references from the time that Jeff used this method to significantly improve meeting effectiveness and customer CSAT during his time at Google. ## It's time to shift: ![On avg. there will be 15 million ineffective meetings in the US alone, costing companies up to $283B.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Screenshot-2024-11-11-at-14.02.28.png) With millions of ineffective meetings happening worldwide, it's never been more clear that something needs to change. Jeff's **5 Key Shifts** are specifically crafted to enable you to evolve your team's approach to meetings and start truly serving the customer's needs - only by doing that can you achieve your goals. Change starts today. Download your free copy of the **5 Key Shifts** workbook and shift your sales team into gear. 👇 ### Sales Enablement Collective Awards 2024: Your finalists URL: https://www.salesenablementcollective.com/2024-sales-enablement-finalists/ Last updated: 2025-11-03T10:21:27.000Z ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Meta---Finalists-1.png) Awards season is once again upon us, and here at SEC, we're excited to announce the shortlist for our 2024 edition of the Sales Enablement Awards! As always, while there can only be one winner in each category, every single nominee listed here is worthy of recognition for their dedication, hard work, and ability to stand out in a really talented enablement field. **The winners will be announced December 3, 2024\.** In the meantime, let’s find out who’s in with a chance of winning! 👇 ## Sales Enablement Leader of the Year ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Leader-of-the-Year.png) First category up is our Sales Enablement Leader of the Year - this award is about putting a spotlight on the most talented and successful sales enablement leaders! Awarding our “Most Valuable Player” prize is always difficult, and selections this year were as tough as ever to narrow down. **Our shortlist in this category is:** - [Ivy Peacock Holt](https://www.linkedin.com/in/ivypeacockholt/), Head of Global Revenue Enablement at PagerDuty - [Nicole Ward](https://www.linkedin.com/in/nicole-ward-enablement/), Senior Director of Revenue Enablement at OneSource Virtual - [Johnny McDonald](https://www.linkedin.com/in/johnasmcdonald/), VP, Head of Sales Enablement at RGA - [Nate Vogel](https://www.linkedin.com/in/nate-vogel-712224a/), VP, Global Sales & Partner Enablement at Databricks - [Alex Ferreyrolles](https://www.linkedin.com/in/axel-ferreyrolles-6856b81/), Head of Innovation & Transformation at SAP ## Sales Enablement Rising Star ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Rising-Star--1-.png) This award is for the breakthrough enablement star, someone new to the enablement scene who’s making waves. Our finalists in this category have taken their first steps into enablement without skipping a beat, and that deserves some serious credit and recognition! **Our shortlist in this category is:** - [Jack Mayes](https://www.linkedin.com/in/jack-mayes-201729163/), Revenue Enablement, Business Partner at Showpad - [Ellie Salicetti](https://www.linkedin.com/in/ellie-s-33842029/), Commercial Enablement at FYLD - [Jonas Taylor](https://www.linkedin.com/in/jdavidtaylor/), Sr. Manager, Global Sales Enablement at Sigma Computing - [Joana Vasconcelos Borges](https://www.linkedin.com/in/joana-vasconcelos-borges/), Head of GTM Enablement at GoodData - [Kat Murphy](https://www.linkedin.com/in/kathleenvincenzamurphy/), Senior GTM Enablement Manager at Iterable ## Sales Enablement Team of the Year ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/Team-of-the-Year.png) This award’s all about highlighting the most talented and successful enablement teams out there! **Our shortlist in this category is:** - [Amazon Web Services](https://www.linkedin.com/company/amazon-web-services/posts/?feedView=all) - [MongoDB](https://www.linkedin.com/company/mongodbinc/) - [Zoominfo](https://www.linkedin.com/company/zoominfo/) - [Sigma Computing](https://www.linkedin.com/company/sigmacomputing/) - [Databricks](https://www.linkedin.com/company/databricks/) All our finalists are packed with talent and do everything to maximize enablement’s potential in their respective organizations - choosing a winner is a near-impossible task! ## Winners will be announced soon! Before going any further, take a moment to acknowledge our nominees - it was extremely difficult to narrow the shortlist to just five shortlisted finalists. The enablement community continues to grow and attract kind, passionate, and talented individuals from all over. The winners of each category will be **announced on** December 3, 2024\. Be sure to mark the date on your calendar and join us for the celebration! ### Moving from sales enablement to revenue enablement URL: https://www.salesenablementcollective.com/moving-from-sales-enablement-to-revenue-enablement-2/ Last updated: 2025-04-04T12:32:58.000Z Enablement has evolved massively over the last few years. From one-off in-person lectures, to Zoom breakout sessions during the pandemic, to gamification and reinforcement – we’ve seen it all. The latest shift however isn’t about how you enable, but *who*. Let’s face it. The economy isn’t what it was before the pandemic. With this change, many companies are transforming their teams to win in this environment. The customer success (CS) function can no longer survive without thinking commercially. [Selling with the help of partners](https://www.salesenablementcollective.com/partner-enablement/) is increasingly common to break through the noise. And marketing departments are having to work harder to bring in leads. We have to enable more GTM teams to drive results. This is where **revenue enablement** comes into play. ## Why should you switch? Where [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) focuses on the sales funnel, [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) supports the full customer lifecycle. It’s a strategic shift that can have a huge impact on the team’s ability to find, close, retain and grow customers. By enabling all customer facing teams, ie: marketing, business development, sales, [customer success enablement](https://www.salesenablementcollective.com/what-is-customer-success-enablement/), professional services and even partnerships, they all speak the same language and are aligned throughout the buyer’s journey. Ultimately, this increases the likelihood of bringing in deals in the first place and keeping customers happy post launch. ## When should you switch? For those wondering if this is the right approach for your business – I truly believe that every organisation with a sales, marketing and CS function can benefit from increasing their scope to revenue enablement. Most traditional enablement teams are already working on bridging the gap between sales and marketing. Now we extend that bridge over to CS as well. So the question isn’t why you should do it, it’s *when* \- and **the time is now!** ## How to move from sales to revenue enablement This can feel like a daunting move at first. Similar to how we think of enablement maturity as a sliding scale, you don’t need to go all in at first. Instead, start with the basics and slowly build a ground swell of interest. In a world where CS are increasingly expected to be [more commercial](https://www.revenueoperationsalliance.com/a-strategic-guide-to-monetizing-customer-success/), many of the programs you run for sales would be beneficial to them too. A great example of this is discovery or demo training. > It’s a similar amount of effort, with potentially **double the impact.** This works especially well if you’re a [solo enabler](https://www.salesenablementcollective.com/solo-enablement-unleashed-4-key-insights-and-best-practices-for-success/) looking to expand your support to new roles, or for small teams with a specialist solely focused on CS. Enablement tools like Showpad, Highspot, and Mindtickle can help you scale your efforts, without hiring. As you start to prove success and have the ability to grow your enablement team, you can then think about hiring a person dedicated to the org, but don’t feel like this has to happen right from the start. Many CS teams don’t have the luxury of having enablement like their sales counterparts. You need to gain their trust that when they show up to an enablement-sponsored event or training, it’s going to be valuable for them. It's also okay as an enabler to admit you might not have the expertise or knowledge to enable a team you're not used to, like CS! > The best place to start is to simply ask. Interview senior stakeholders, as well as top- and bottom-performing employees. Then, rather than deciding which sessions you will start with, pick a few you think would have a high impact and use a Slack poll or survey to have them decide the order of sessions. This helps to convert some of the holidaymakers and prisoners into active participants. [Your guide to creating an unstoppable revenue enablement ecosystemDebbi Varela explores a 7-step framework that’ll help you create a thriving, efficient, revenue enablement function.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDebbi Varela![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/06/ben-vaughn-_VQJAf7hXqQ-unsplash-2.jpg)](https://www.salesenablementcollective.com/your-guide-to-creating-an-unstoppable-revenue-enablement-ecosystem/) ## My story: A Sedna case study To bring this to life, I was a one woman show at Sedna and started the journey towards revenue enablement last year. I didn’t really have any experience enabling CS. Given the economic situation, we made a strategic call that our CSM team should start becoming more commercial and as most of them didn’t have experience in this, I was asked to step in. > I thought it would be easy at first, but boy was I wrong! > I was met with a lot of resistance. So, I had to think outside the box. One of my biggest wins was when first starting out revenue enablement was launching a new methodology for discovery, [Sandler](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/). When we initially rolled it out, we knew that we wanted all of GTM to have the training as our first real test of “revenue enablement”. But the [CS](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) team didn’t think they needed it. So we took a phased approach over about 8 months. We started with the [BDRs](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) who are hungry for any training they can get their hands on. The sales team heard them using Sandler tactics and started begging for the training themselves. We went with sales next and threw a CS person into the training. It wasn’t long before the majority of people in CS, PS and even the CEO were knocking at the door for the training as well! ## Final thoughts Revenue enablement is the way forward. Not only does it allow enablement teams to have more impact across the business, but it also breaks down silos and creates a unified language and strategy across the customer lifecycle. Over time, this change will increase your pipeline and ultimately your revenue, as well as drive happy customers. [“Sales enablement is the competitive advantage for revenue teams”, Tim Harris, Uniphore | SECTim Harris, Director of Product Marketing at Uniphore joins us on the podcast to discuss all things enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/01/SEC_Podcast_Innovation_Uniphore.jpg)](https://www.salesenablementcollective.com/sales-enablement-is-the-competitive-advantage-for-revenue-teams-tim-harris-uniphore/) ### Sales Enablement Summit, Singapore 2024 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-singapore-2024-ondemand/ Last updated: 2024-11-21T15:47:37.000Z Catch up on every session from Sales Enablement Summit Singapore, including sessions from LinkedIn, Google, Grab and more. _This post is for subscribers only._ ### Applying AI to your enablement strategy, with Jonathan Kvarfordt [Video] URL: https://www.salesenablementcollective.com/applying-ai-to-your-enablement-strategy-with-jonathan-kvarfordt-video/ Last updated: 2025-07-23T11:55:50.000Z --- --- ## More resources: [Check out SEC’s Sales Enablement Innovation podcast!Discover new ideas, hear from your enablement peers, learn about the industry and much more with SEC’s Sales Enablement Innovation podcast![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-65.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Article-Image_-1.png)](https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/) ### BDR vs SDR vs Account Executive: What’s the difference? [Video] URL: https://www.salesenablementcollective.com/bdr-vs-sdr-vs-ae-video/ Last updated: 2024-11-07T12:17:38.000Z ### More like this... [The lifecycle of sales knowledge \[Video\]Katelyn Cox, of ZenGRC, explains what the sales knowledge cycle is and how it impacts your enablement programs. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-61.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/The-lifecycle-of-sales-knowledge-2.png)](https://www.salesenablementcollective.com/the-lifecycle-of-sales-knowledge-video/) [BDRs, SDRs, and account executives - what sets them apart?BDRs, SDRs, and AEs all work with leads to move them along the sales funnel. But if you asked ten organizations for a definition, you’ll get ten answers![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-62.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Article_Meta_DEC23_Test_Just-Doodles-3-1.png)](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) [Designing a sales methodology that works \[Video\]72% of sales professionals don’t expect to hit their annual quota. Michel Tornabene, shares his advice for designing a sales methodology that actually works. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-63.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Designing-a-sales-methodology-that-works-1.png)](https://www.salesenablementcollective.com/designing-a-sales-methodology-that-works-video/) ### 14 Sales enablement KPIs you must measure in 2025 URL: https://www.salesenablementcollective.com/sales-enablement-kpis/ Last updated: 2024-11-06T11:52:19.000Z In the Sales Enablement Landscape Report 2024, we found that sales enablers and their leadership teams are usually *not* on the same page. A whole **49%** of our survey respondents said they were in **disagreement** with their leadership team on the metrics they should be assessed on as enablers. So, as an enabler, how *do* you know what you should measure? Which sales enablement KPIs should you prioritize? Which should you watch as key, topline figures that describe the state of your enablement success? By the end of this article, you’ll know the answers. **We’ll discuss:** - What sales enablement KPIs actually are. (And why they’re not at all the same as sales enablement metrics). - 4 Reasons sales enablement KPIs are important. (And how tracking them will turn you into an enablement superstar). - 14 Shrewd sales enablement KPIs you have to track in 2025 and beyond. (If you want to make maximum impact in the new year). - A simple, 4-step method for tracking, analyzing, and implementing sales enablement KPIs that’ll have your bosses begging you to let them pay you more! --- ## What are sales enablement KPIs? Sales enablement KPIs are performance metrics that tie your enablement efforts to a specific business goal. In enablement, this goal is usually improved selling performance. Sales enablement KPIs, tracked across time, make it clear whether your enablement initiatives are working to improve that goal. Either in specific selling scenarios (for example, when going up against a particular competitor), or in general (meaning an improvement in topline sales performance). ### The difference between sales enablement metrics and sales enablement KPIs Metrics are just measurements, and [sales enablement metrics](https://www.salesenablementcollective.com/sales-metrics/) are unit economics that relate to your enablement efforts. Any business metric you could influence as a sales enabler can be a sales enablement metric. KPIs, though, are specific metrics that tie into key business or departmental goals. Sales enablement KPIs, then, are metrics you handpick to show, in black-and-white, whether your enablement efforts are helping the sales team be more successful. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/data.webp) **KPIs tie raw data back to business goals, giving you an objective sense of what's working* ## Why are sales enablement KPIs important? (4 reasons) Okay, so sales enablement KPIs are metrics that show how effective you’re being at helping your sales team close more deals. But how do they benefit *you* and the business you’re a part of? Here are four things they help you do as an enabler: ### 1) Optimize sales training and coaching Choosing the right set of KPIs gives you an objective measure of your sales team’s performance, whilst telling you how much your enablement efforts are playing into that success. And when things go wrong? Those KPIs direct your attention to what needs *fixing*. This allows you to optimize your training sessions and [sales coaching programs](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/). You can create new modules targeted at fixing rep weaknesses and improving confidence. ### 2) Make data-driven decisions If you’re not having the impact you’d like, what’s the right approach to fix things? Is it to flail around wildly? Guessing where to put your efforts and attention? **Of course not.** Having data on your side gives you the confidence to see through your decisions, and to justify them to stakeholders and superiors when you have to. And from there? You can monitor performance and track your efforts as they begin to pay off, making you more agile in your strategic decision-making. --- --- ### 3) Efficiently deploy resources Just as data helps drive more effective decision-making, that smarter decision-making helps you more efficiently deploy resources. This means having a stronger impact sooner. And in turn? You’ll create a reputation as someone whose initiatives pay off. ### 4) Cross-departmental Alignment Struggle to get buy-in from other departments? With data on your side, it’s *way* easier to bring people around to your line of thinking. It’s hard to argue with cold, hard facts. With the numbers there in black-and-white, you’ll find it easier to persuade, and tell a story about what’s working and why. Since you’ll also achieve more early success when you follow the data, you’ll have a stronger track record of success on your side when you finally request something from another department. And when you have a track record of success? Others will have more trust in your judgement, and you’ll have an easier time getting the go-ahead to execute on your ideas. --- --- ## 14 Sales enablement KPIs you absolutely must be measuring For the fullest picture of the impact you’re having as an enabler, you need to know how your sales team is performing. And you need to know *in detail*. For that reason, many sales metrics make good sales enablement KPIs. You need to see that you’re driving performance improvements for sales. And you can only do that if you’re closely measuring sales performance. The first handful of the KPIs on the list you’re about to read are all about sales success. Track these to paint a picture of sales performance over time. Then use the metrics discussed in the second half to tie that sales success back to your enablement efforts. ### 1) Win rate / conversion rate First up? The rate at which your sales reps manage to convert leads into paying customers. This is a big, obvious top-line sales metric, but it makes sense as an enablement KPI, too. The better a job you do of helping your reps succeed and win deals, the higher this number will go. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/win.webp) **The best enablers keep it simple. They help their salespeople win.* ### 2) Average deal size Here’s another sales metric you can use as an enablement KPI. Often, the KPIs you choose to prioritize will depend on your business’ goals. If your CEO decides they want to make it a key goal for the next year or so to break into the enterprise market, then you’ll want to see average deal size increase accordingly. This’ll show you that your reps are winning more of those big, valuable, enterprise deals. Often, you’ll track multiple KPIs together, and use your analysis to tell a story. For example, an increasing average deal size combined with high adoption rates for a new type of content, specifically geared towards converting enterprise customers. Together, these two improving KPIs demonstrate your probable involvement in the sales team’s success. ### 3) Opportunities created The number of opportunities your reps manage to secure should increase with good enablement. The more you’re able to **provide sales reps with:** - Personalized coaching - Effective training - Relevant, useful content …The more effective they’ll be in any given conversation at persuading those on the fence to raise their hands in favor of your product. ### 4) Meetings set Similar to “opportunities created,” the number of meetings your reps manage to set is a concrete indicator of their performance in the early-to-middle stages of the sales pipeline. Like the other metrics we’ve discussed already in this list, your effectiveness as an enabler ties directly into the number of meetings and opportunities your reps manage to create. Solving the problems and challenges they face in trying to do this is, after all, one of your most important jobs as a sales enabler. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/meeting.webp) **Well-enabled reps set more meetings, meaning this key milestone in the sales pipeline is achieved more often.* ### 5) Sales cycle length A shorter sales cycle means greater sales efficiency. The sooner a rep closes a deal, the sooner they can get onto working on the next deal in the pipeline. Plus, greater sales efficiency means more profit per customer. So not only do you make more on each deal you close (thanks to lower costs), but your team also starts to close more deals each month, each quarter, and each year. Since sales cycle length is all to do with rep efficiency and effectiveness, and you can influence both of these as the enablement rep, sales cycle length is a crucial KPI to track. ### 6) Quota attainment Continuing the theme of sales performance, quota attainment rate is super important. When your reps are hitting quota, they’ll feel motivated, capable, and confident. But when an individual misses their quota? **This reveals a problem.** Perhaps they’re under-skilled in an area, and need more training. Perhaps they need coaching to overcome a mental block. Or, perhaps they don’t have enough specific knowledge about a particular competitor, and could do with a competitive battle card to help them overcome specific objections on the fly. Whatever the answer, it’s your job as the sales enablement pro to help. And the better a job you do, the more reps you’ll find hitting quota for the month, the quarter, and the year. ### 7) Sales content adoption, usage, and engagement Now we’re getting into the KPIs that really tie back to the work *you* do. The [enablement content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) you produce for your sales reps needs using. If adoption and usage are low, the answer’s simple: Reps *aren’t* using it. And if they’re not using it, it can’t have an impact. Reps are going to use quality content that works. When it helps them close more deals, attain quota, and earn more commission, it’s a no-brainer. So if content adoption is low, either the content isn’t helpful enough, or your reps aren’t convinced of its value. Fix these things and watch adoption rates soar. --- --- ### 8) Tool adoption It’s not just the *content* you produce for your reps that matters. The tools you push them towards matter, too. If you use a content delivery platform, for example, that centralizes and makes searchable all the content you use, it’ll often be quicker and easier to track reps’ adoption of the *platform*, rather than any individual piece of content. ### 9) User satisfaction Do you know how happy your reps are with the work you do for them? This includes everything you deliver: - Training sessions - Coaching conversations - Topic-specific workshops - Battle cards - Customer-facing content And this is just a partial list of the enablement deliverables you work on each day. Knowing how happy your reps are with each deliverable gives you a clear indication of where you’re falling short. --- [Coaching For Busy Sales Leaders: Revitalize PerformancesRevitalize your team’s performance with Global Senior Sales Enablement Manager, Lidia Arshavsky’s tactics for making coaching more impactful.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-55.png)Sales Enablement CollectiveLidia Arshavsky![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/coaching-for-busy-sales-leaders-leapsome.png)](https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/) --- ### 10) Time to productivity (time to first sale) Time to productivity is an onboarding-related KPI. As an enabler, you therefore have the power to impact it directly. Part of enabling sales success means taking newly hired sales reps and getting them sales-ready as soon as possible. A shorter, more efficient onboarding ramp means new sales team members start making the business money (rather than costing it money) as soon as possible after they’ve been hired. Great training during the onboarding process, and a solid understanding of the most common pain points your reps experience, is essential for improving this enablement KPI. ### 11) Sales confidence score A [sales confidence score](https://www.salesenablementcollective.com/shortening-salespeoples-time-to-confidence/) is a measure of how confident your sales team is in its ability to sell particular products and services while going head-to-head with various competitors. Sales confidence scores can be specific, or they can be non-specific. In other words, your reps can be confident *in general* in their ability to generate opportunities and sales for the company, no matter what they’re selling, or who they’re up against. *Or*, they can be confident in their ability to sell *particular* products or services in *specific* scenarios. Of course, as their sales enablement professional, you’ll want to improve both. The team’s overall sales confidence score matters as a high-level indicator. But drilling down into where your team *lacks* confidence will be incredibly useful for improving your other sales enablement KPIs. --- [Shortening salespeople’s time-to-confidenceRussell Zack explains some of the key factors involved in lower salespeople’s time to confidence - whether they’re brand-new or experienced.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-56.png)Sales Enablement CollectiveRussell Zack![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/zakaria-zayane-rZ-qeB1UWPI-unsplash-2.jpg)](https://www.salesenablementcollective.com/shortening-salespeoples-time-to-confidence/) --- ### 12) Sales team churn rate If your reps don’t feel supported, they’ll fail to reach targets, underperform, and lose confidence. While your sales confidence score KPI ties into this, the ultimate indicator is staff churn. If you’ve got a lot of reps leaving, there are things you can do as their enablement rep to better support them. Help your reps win, and they’ll feel happier and more content. Remember that hiring is expensive, and involves onboarding new reps. Reducing staff churn directly saves the business money, and the best way to get there is to help your reps win. Do this, and you’ll have proven yourself hugely valuable to the business. ### 13) Buyer content adoption Not all the content you produce will be for your sales reps themselves. Sometimes, you’ll work with other departments to produce public-facing content that helps communicate a product’s value, get a point across, or make the sale. If your sellers present buyers with this material, but they don’t use it, it won’t do any good. Just like internal content adoption rates, it’s useful to track how (and how often) buyers use your public-facing content, too. Where adoption is low, you know there’s an issue. Where this KPI is weak, use it as a trigger to dig deeper into what could be wrong with your buyer content. ### 14) Time spent selling Reps that are burned out or poorly motivated will procrastinate and spend less time selling. Similarly, inefficient deal logging processes and bad tool selection will slow your reps down. It’s down to you to: - Develop effective sales coaching programs for reps - Work with reps to uncover inefficiencies in processes, and work with your salesoperations team to make improvements - Work with your RevOps team to create effective sales compensation plans that motivate and incentivize your reps to push themselves to maximum productivity without burnout Do all these things effectively, and your *time spent selling* KPI will improve. --- ## Looking for next steps? So you know how to perform sales enablement in principle, but do you have a strong enough mental model of the function to navigate its challenges with confidence? Our eBook guides you through the core pillars of sales enablement. Check it out. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/SEC_Core_Pillars_Report_Cover--1--1.png) #### The Core Pillars of Sales Enablement Our free eBook lets you dip your toes into an ocean of enablement knowledge, examining the core pillars of the function. Discover: - Exactly what sales enablement is (and what it’s not), so you can start doing it the right way. ✅ - The five core pillars of sales enablement (plus a special bonus pillar that’ll help you to work faster and more efficiently). 🔑 - A simple-to-understand mental model of the sales enablement function, giving you clarity and confidence as you navigate enablement challenges. 💡 [Show me the pillars!](https://www.salesenablementcollective.com/the-core-pillars-of-sales-enablement-ebook/) --- ## Qualitative vs. quantitative sales enablement KPIs All the KPIs we discussed in the above list are *quantitative* metrics. They’re countable. This makes them objective and easy to measure. But you can’t count every useful sales enablement KPI there is. And you might want to incorporate some *qualitative* KPIs into your sales enablement reporting. Qualitative metrics tend to be more subjective. While this might seem like a downside, qualitative feedback is essential for filling in the emotional gaps and questions the numbers leave you with. For this reason, it’s worth conducting check-in surveys with your reps. You can tie these in with quantitative KPIs, like sales confidence scores, to uncover the stories and reasons behind those scores. **Consider this example:** Sales confidence scores for going head-to-head with a competitor are low. Why? **One possibility:** The competitor is new. Your reps lack the information they need to speak authoritatively about their product. **Another:** Prospects come up with unique objections your reps don’t have good stock answers for. Digging deeper into the qualitative, subjective aspects of sales reps’ performance will make you a more effective enabler. It’ll give you a more holistic view of your sales team’s performance, and the improvements you could help them make. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/11/toa-heftiba-4xe-yVFJCvw-unsplash-1.jpg) **Sitting down with your sales reps and engaging them in conversation with check-in surveys and interviews gives you invaluable qualitative information. Use it to understand what's behind your numeric data.* ## How to track, measure, and analyze sales enablement KPIs (Simple 4-step method) Now you know: - What sales enablement KPIs are - And which ones you should track But how exactly do you start using these KPIs to help you direct your enablement efforts? And how do you do so in a systematic way? Here’s a simple, four-step process for tracking, measuring, analyzing, and implementing KPIs into your enablement program: ### 1) Set up KPI tracking Once you’ve decided on a shortlist of KPIs you want to measure, it’s time to create a system. This system needs to *efficiently* track each KPI. That efficiency is important. If you’re manually rifling through seven different platforms to report on five different figures, you don’t have an efficient process. The point is to free up mental bandwidth so you can spend time thinking strategically. This could involve setting up reminders in your project management software to hold regular check-in surveys and sit-down interviews with your reps to check on sales confidence. Or automatically pulling close-rate and content adoption data from your CRM and CMS. Most likely, you’ll have to combine measures and set up integrations with all the relevant tools in your sales enablement tech stack. ### 2) Define KPI benchmarks Setting up efficient KPI tracking is the first, and most important, step. Once you’ve done this, you can largely forget about tracking and just focus on the numbers themselves, and your strategy to improve them. But in order to improve them, you have to know what good looks like. That means defining KPI benchmarks and targets to work towards. This gives you fast feedback on how well your approach is working. But know this: You won’t always get your targets or benchmarks right. Sometimes, they’ll be far too ambitious. Other times, you’ll nail them effortlessly. There’s a careful balance to strike between setting KPI stretch targets that push your team, and setting targets you’ll never hit. Missing targets month after month is demotivating and counterproductive. Use industry standards and past performance to set targets that are sensible, achievable, and motivating. ### 3) Analyze the data to draw actionable conclusions Once you’ve got data coming in, and you have benchmarks against which you can measure performance, it’s time to start teasing out conclusions. These conclusions will inform your strategic decision-making, and orient your enablement efforts. All it takes is a glance to see which targets you’ve hit and which you’ve missed each month. But when you dig a little deeper into the stories *behind* the numbers, you’ll start to get a very good idea of what’s working and what’s not. Remember to lean on qualitative info to fill those stories in. 💡 ****Note:** Where you don’t have such qualitative data, but think you need it, don’t hesitate to collect it. Even at this late stage. Because if you don’t get an accurate view of the data, you risk poor conclusions. Exactly the opposite of what we’re trying to achieve by setting and monitoring enablement KPIs. Your analysis should give you a good idea which of your enablement efforts are paying off. For example, if your user satisfaction score and content adoption rate are high, you know that reps are using your content and they like it. That’s half the battle. But if there’s no correlation between reps using your content and their ability to close deals (e.g. by tracking which deals reps use particular content pieces for in your CRM), then it might not *really* be having the impact you’d like. Diving deeper into what it is about your content that reps find useful *and* their specific pain points while selling, might uncover a disconnect. For example, they might use your content because they enjoy the format and presentation, and it gives them confidence to have content to rely on. But your content might not effectively convey the emotional benefit of your product to your prospects. Analyzing the numbers is the first step in fixing what’s broken and gaining the confidence to double down on what’s already working. ### 4) Turn conclusions into action points Ready for the final step? Once you’re clear on what the data means for you and the business, it’s time to put your conclusions into action. This is exactly what it sounds like. You’ll break down the steps required to get from where you are now to where you want to be. Put each of those small steps into your project management tool. Each small task needs a deadline and an assignee. You’ll also need to write up all the information these people will need to complete the tasks you’ve assigned to them. This might sound laborious, but you’re really building your project piece-by-piece. 💡 ****Tip:** Make sure you hold a kickoff meeting to align with stakeholders early and sound out objections and possible challenges. Once you’ve done this, the cycle continues. Your new projects and initiatives, informed by the data you’re tracking, should start to pay off and influence those numbers. You continue tracking them, monitoring performance, and periodically make new conclusions. This directs your efforts over time, putting you on track to become a superstar enabler in no time. --- ## Still looking for next steps? Don't worry, our eBook isn't going anywhere. But a few clicks are all that separate you from discovering: - Exactly what sales enablement is (and what it’s not), so you can start doing it the right way. ✅ - The five core pillars of sales enablement (plus a special bonus pillar that’ll help you to work faster and more efficiently). 🔑 - A simple-to-understand mental model of the sales enablement function, giving you clarity and confidence as you navigate enablement challenges. 💡 Discover the pillars now. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Core_Pillars_Report_Cover--1--1.png) --- ### Why AI integration is the future of sales enablement URL: https://www.salesenablementcollective.com/why-ai-integration-is-the-future-of-sales-enablement/ Last updated: 2025-07-01T10:43:56.000Z This article comes from **Bana Kawar**’s insightful talk at our **London 2023 Sales Enablement Summit**. Check out her full presentation [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-london-2023-ondemand/?%5Fgl=1%2A1rrvm0r%2A%5Fup%2AMQ..%2A%5Fga%2AMTkwMzM4Mjg2MS4xNzMwNDczNjcw%2A%5Fga%5F3EF659S2DL%2AMTczMDQ3MzY3MC4xLjEuMTczMDQ3MzY3My4wLjAuMA..&wchannelid=8zeqina8dg&wmediaid=zt54b5uic7). --- Who here hasn’t wished for a faster, more efficient way to create [sales enablement content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/)? Or how about a virtual assistant capable of predicting what your customers need – without the hassle of going through [the hiring process](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/)? You’re not alone. Today, we’re diving into why integrating [artificial intelligence](https://www.salesenablementcollective.com/tag/artificial-intelligence/) (AI) into your sales enablement function can transform your approach to sales, productivity, and customer experience. In this article, I’ll share the power of AI and how I’ve used it in sales enablement at Amazon Web Services (AWS) to make daily tasks smarter and more strategic. With practical examples and a few demos, I hope to show you why the future of sales enablement is brighter with AI. So, let’s dive in! ## **The need for AI in sales enablement** AI integration is no longer just for tech giants or developers – it’s essential for today’s sales enablement teams. Imagine being able to generate insights faster, anticipate customer needs, and [enhance your team’s productivity](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/). With AI, sales enablement professionals can produce content, analyze data, and even predict customer preferences more effectively. AI essentially acts as an intelligent, fast-learning assistant that can take on repetitive tasks, freeing us to focus on strategic work. With tools that automatically create content or forecast market trends, sales enablement professionals can elevate their impact significantly. [Embracing AI as a partner, not a replacementDiscover Director of Global Sales Enablement Jennifer Ryan’s key insights for striking the all-important balance between AI and human connection![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveJennifer Ryan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/pexels-thisisengineering-3861969.jpg)](https://www.salesenablementcollective.com/embracing-ai-partner-not-a-replacement/) _This post is for paying subscribers only._ ### Sales enablement metrics worksheet URL: https://www.salesenablementcollective.com/sales-enablement-metrics-worksheet-framework/ Last updated: 2025-12-02T08:12:51.000Z ## **What is a sales enablement metrics worksheet?** A [sales enablement metrics](https://www.salesenablementcollective.com/sales-metrics/) worksheet is a structured tool to help you track and measure the impact of your sales enablement initiatives. It allows you to set clear goals, determine the right metrics to focus on, and track your performance over time. With this worksheet, you can easily assess the effectiveness of your [sales training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/), content, tools, and processes in driving revenue. ## **Who is it for?** This worksheet is perfect for sales enablement professionals, sales leaders, and anyone involved in [driving sales performance](https://www.salesenablementcollective.com/sales-performance-improvement-plan-pip-sales-performance-enabler-or-destroyer/). If you’re responsible for aligning sales strategies with your organization’s goals, this template will help you organize, track, and report on key metrics to show the impact of your efforts. Whether you're part of a small team or a large enterprise, this resource is designed to keep you on track. ## **How to use the template** Using the sales enablement metrics worksheet is simple and straightforward. Here’s how to make the most of it: 1. **Define your objectives**: Start by identifying what you want to measure. This could be anything from training effectiveness to sales productivity. 2. **Select meaningful metrics**: Choose metrics that are tied to your goals. These could include [survey results](https://www.salesenablementcollective.com/customer-retention-survey-framework/), sales data, or performance insights from other teams. 3. **Set clear measurement tactics**: Determine how you will gather the necessary data, whether through surveys, databases, or sales operations information. 4. **Report and share**: Use the worksheet to track your results and communicate them to stakeholders. The template helps you format and organize data in a way that’s easy to share with leadership and teams. ## **Download your sales enablement metrics worksheet** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/08/Sales-enablement-metrics-worksheet-.png) [Sales enablement metrics worksheetSales enablement metrics worksheet.pdf81 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/08/Sales-enablement-metrics-worksheet.pdf "Download") [Sales enablement metrics worksheetSales enablement metrics worksheet.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/08/Sales-enablement-metrics-worksheet.docx "Download") [Sales enablement metrics worksheetWhy we measure To distribute resources efficiently To ensure goal and vision alignment To course-correct To show the value of our people and our team To know when we’ve accomplished something - we celebrate! What are your key reasons for measuring? Add your thoughts to the box bel…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-7.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyJwNtSGzUKdgjVjrrf4KFkUcqy5nEjMU_ItiF4mEqmsBURNBT7au05mR9EdTnXnRMlumXMbBoBYycgULkPRCT9zSVWLzu983eTmzaqaia33wmO63tK5-w1200-h630-p)](https://docs.google.com/document/d/1lAFxEl6z3t2bJEgCrLIdYNMeXXLKQ9cV7TUJKkOKHcQ/edit?usp=sharing) _This post is for paying subscribers only._ ### Sales play template URL: https://www.salesenablementcollective.com/sales-play-template-framework/ Last updated: 2025-12-02T08:13:36.000Z ## **What is a sales play template?** A [sales play](https://www.salesenablementcollective.com/end-to-end-sales-plays-that-drive-real-revenue-growth-with-nicholas-hill-video/) template is a structured guide that outlines how to engage prospects and move them through the sales pipeline. It helps sales teams stay aligned and follow a clear, repeatable process, ensuring no critical steps are missed. This template includes everything from defining target customer profiles to providing talking points and [objection handling](https://www.salesenablementcollective.com/objection-handling-script-framework/) for sales reps. It's your go-to tool for turning sales strategy into action. ## **Who is it for?** This template is perfect for sales leaders, account executives, sales development reps, and anyone involved in prospecting or managing customer relationships. Whether you're leading an outbound sales initiative or following up on inbound leads, the sales play template is designed to help you and your team optimize each stage of the [sales cycle](https://www.salesenablementcollective.com/five-actions-to-shorten-the-sales-cycle/). If you're looking to improve sales efficiency and win more deals, this template is for you. ## **How to use the template** 1. **Define your target customer profile**: Identify the [personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), industries, and regions that align with your sales goals. This will guide your outreach efforts. 2. **Identify roles and responsibilities**: The template provides clear guidance on which team members should be involved at each step, from SDRs to AEs, ensuring smooth handoffs and collaboration. 3. **Leverage provided materials**: Use the talking points, discovery questions, and email sequences to engage prospects. The template also includes objection handling tactics to keep conversations on track. 4. **Incorporate supporting assets**: Reference internal and external assets like battlecards, case studies, and promotional offers to back up your sales pitch and provide additional value to your prospects. 5. **Monitor related marketing activities**: Align your sales efforts with current marketing campaigns, webinars, and events to capitalize on marketing momentum. ## **Download your sales play template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/08/sales-play-template.png) [Sales play templateSales play template.pdf117 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/08/Sales-play-template.pdf "Download") [Sales play templateSales play template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/08/Sales-play-template.docx "Download") [Sales play templateSales play template You’ve identified an opportunity to improve the development and management of your enablement programs. As you look to build a business case to get the budget required, you’ll need to consider a series of your own discovery questions to choose the tool. From initial evaluatio…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-6.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyLS2KpS0gDCqXGBuX2nb-BWH3nNQib13jqSAqZIh4XRnQVxf2yIYgydAnZKqWZ4edxgiugrhNgowQpGv4tI5yLg9eq6oM-thKcv5dJjPPlUN7aLJaQ-w1200-h630-p)](https://docs.google.com/document/d/1XIkAH%5FzF4ercbJN8l47p3BCunBg-gDQ9ienDGHW1xLM/edit?usp=sharing) _This post is for paying subscribers only._ ### AIDA sales model template URL: https://www.salesenablementcollective.com/aida-sales-model-template-framework/ Last updated: 2025-12-02T08:15:12.000Z ## **What is an AIDA sales model template?** An AIDA template is a structured tool that helps you plan and track how prospects engage with your brand across the four core stages of the [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping/): - **Attention** – capturing your audience’s awareness with [eye-catching content ](https://www.salesenablementcollective.com/tag/content-strategy/)and messaging. - **Interest** – showing them how your product or service fits their needs. - **Desire** – creating urgency and highlighting unique benefits to build demand. - **Action** – encouraging the final step, whether it’s a purchase, subscription, or sign-up. Instead of starting from scratch, this template lays out the framework so you can quickly apply it to your own sales or marketing initiatives. ## **Who is it for?** The AIDA sales model template is designed for: - **Marketers** looking to craft campaigns that guide customers smoothly from awareness to conversion. - **Sales teams** who want a clear way to communicate value and drive decisions. - **Business owners and entrepreneurs** seeking a simple, proven framework to structure their [go-to-market efforts](https://www.salesenablementcollective.com/everything-you-need-to-know-about-go-to-market-strategy/). - **Students and professionals** who want to learn or demonstrate a classic marketing model in action. If you’re responsible for generating leads, closing deals, or simply improving how your brand engages prospects, this template will help you stay organized and effective. ## **How to use the template** Using the AIDA sales model template is simple. Here’s how to get started: 1. **Map your funnel** – Use the template to define how your audience will progress from attention to action. 2. **Fill in examples** – Add the campaigns, messages, or assets you’ll use at each stage (e.g., social posts for attention, webinars for interest, limited-time offers for desire, and calls-to-action for purchase). 3. **Set objectives and metrics** – [Track performance](https://www.salesenablementcollective.com/boosting-sales-performance-3-key-ways-to-measure-training-impact-business-success/), such as engagement, leads generated, or conversion rates, to see where prospects drop off. 4. **Refine and optimize** – Test different tactics at each stage and adjust based on results. With this template, you’ll have a clear visual overview of your customer journey and a repeatable structure to improve acquisition and conversion strategies. ## **Download your AIDA sales model template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/Screenshot-2025-10-08-at-18.08.17.png) [AIDA sales modelAIDA sales model.pdf298 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/10/AIDA-sales-model.pdf "Download") [AIDA sales modelAIDA sales model.pptx2 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/10/AIDA-sales-model.pptx "Download") [AIDA sales modelAIDA sales model AIDA is a sales model which outlines the four individual stages – Attention, Interest, Desire, and Action - a customer goes through in the process of purchasing a product or service. Name of course here![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/favicon-2023q4-1.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyLtKsRUmWAl0tPz8dwfpRzHh-Cr62gmJxhfgVA0m1Y5yzPf4fs38TZpjHrdQSs4g2HYS5aWhTIBS_sDer4-QiVfl_17cdFBE7cttWyCCW4BSeVprGo9-w1200-h630-p)](https://docs.google.com/presentation/d/1FKOj2gfYlZMStFiaN-cc04W5MtJvGoUeQJzD9Xl2hcc/edit?usp=sharing) _This post is for paying subscribers only._ ### Executive-ready enablement brief template URL: https://www.salesenablementcollective.com/executive-ready-enablement-brief-template/ Last updated: 2025-12-02T08:15:56.000Z ## **What is an executive-ready enablement brief template?** The executive-ready enablement brief template is a structured framework designed to help enablement leaders communicate their initiatives in a way that resonates with senior stakeholders. It guides you through presenting your initiative’s purpose, business impact, alignment with [revenue goals](https://www.salesenablementcollective.com/revenue-goals-worksheet-framework/), progress to date, and any resource needs — all within a few polished pages. Think of it as your blueprint for telling a [strategic story](https://www.salesenablementcollective.com/how-to-master-sales-messaging/): why your initiative matters, how it supports growth, and what you need from leadership to make it successful. ## **Who is it for?** This template is built for [enablement leaders](https://www.salesenablementcollective.com/behind-the-report-with-spekit/), program managers, and revenue operations professionals who need to secure executive support for new initiatives or demonstrate ongoing impact. It’s especially useful for: - Enablement teams preparing for quarterly business reviews or board meetings. - Leaders introducing new sales, [customer success](https://www.salesenablementcollective.com/what-is-customer-success-enablement/), or product training programs. - Anyone who needs to translate enablement efforts into measurable business results. If you’ve ever struggled to “speak the exec’s language,” this template will be your new favorite tool. ## **How to use the template** 1. **Start with the header and executive summary.** Capture the essentials — what your [initiative](https://www.salesenablementcollective.com/supporting-business-initiatives-in-the-new-age-of-enablement-webinar/) is, why it matters, and its high-level impact. 2. **Define the business impact.** Outline objectives and measurable outcomes. Keep it data-driven but easy to skim. 3. **Tie everything to revenue goals.** Executives care about alignment. Show how your initiative supports company OKRs or board-level priorities. 4. **Share your progress snapshot.** Provide a quick view of your stage, milestones, and early wins. 5. **Frame your resource needs as investments.** Help [leadership](https://www.salesenablementcollective.com/leadership-development-why-quick-fixes-dont-work-and-what-to-do-instead/) see the leverage, not just the cost. 6. **Close with a clear executive ask.** End with a direct call to action — what decision or endorsement you need next. ## **Download your executive-ready enablement brief template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* [Executive-ready enablement brief templateExecutive-ready enablement brief template.pdf87 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/10/Executive-ready-enablement-brief-template.pdf "Download") [Executive-ready enablement brief templateExecutive-ready enablement brief template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/10/Executive-ready-enablement-brief-template.docx "Download") [Executive-ready enablement brief templateExecutive-ready enablement brief template Bistiaspicit providus, volorum es dendi odis modiandendae mo te labo. Ut faces am ulpa cum sum velit, te rem. Nam rerit et, officiatur, velenti restio idus minvendam ellor aut auditius aut omni cus quam estia voluptatur, qui debis dolupit atiorepera volu…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-9.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyJMjZaSUrPEVzh8-HW_csP0rKQMGZJIGl0_nUWoct-lsiOGdQUBF4XOS7dJDfG-rtury9XQjlTcWNn2gihVnP4MWl-FSGB1ySvcH2q2eKi4T2BueTT4-w1200-h630-p)](https://docs.google.com/document/d/19edIIUob5lORr3Aiee%5FZ1IQm3yE9aY0xY2McVT4G1TI/edit?usp=sharing) _This post is for paying subscribers only._ ### Churn rate prediction framework URL: https://www.salesenablementcollective.com/churn-rate-prediction-framework/ Last updated: 2025-12-02T08:30:07.000Z ## **What is a churn rate prediction framework?** A [churn rate](https://www.salesenablementcollective.com/churn-rate-reduction-framework/) prediction framework is a data-driven model that leverages [machine learning](https://www.salesenablementcollective.com/leveraging-ai-in-the-sales-enablement-job-market-video/) to predict which customers are likely to stop using your service. By analyzing past behaviors and patterns in your customer data, this framework helps identify risk factors for churn. The result? You get a predictive tool that helps focus your efforts on the customers who need the most attention, [boosting retention](https://www.salesenablementcollective.com/customer-retention-survey-framework/) and ultimately reducing churn. ## **Who is it for?** This template is perfect for businesses of all sizes, especially those looking to improve customer retention and reduce churn rates. It’s ideal for [customer success teams](https://www.salesenablementcollective.com/what-is-customer-success-enablement/), product managers, data analysts, and anyone in charge of maintaining strong customer relationships. If you’re looking for a systematic, data-backed way to identify at-risk customers, this framework is for you. ## **How to use the template** Using this churn rate prediction framework is simple and straightforward: 1. **Collect your data** – Start by gathering customer-related data (such as usage, support interactions, and customer features) into a CSV file. This data will form the foundation for your predictive model. 2. **Create a predictive model** – Use a machine learning service like Google Cloud ML Engine or BigML to process your data. Upload your CSV file and let the model identify patterns that predict customer churn. 3. **Generate predictions** – Once the model is trained, use it to predict which of your current customers are most likely to churn. Upload fresh data about your existing customers and generate predictions to take targeted retention action. ## **Download your churn rate prediction framework** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in*[ *our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Churn rate prediction framework](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/Churn-rate-prediction-framework.png) [Churn rate prediction frameworkChurn rate prediction framework.pdf112 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/06/Churn-rate-prediction-framework.pdf "Download") [Churn rate prediction frameworkChurn rate prediction framework.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/06/Churn-rate-prediction-framework.docx "Download") [Churn rate prediction frameworkChurn rate prediction framework You can predict how likely a customer is to churn based on how recently they’ve used your service. But unless you have a very small number of customers, spending a huge amount of time manually drilling down into the data and activity of each customer just isn’t vi…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-4.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyKHZ7_MdY6jpU5FwoxCJ3juexlARV-wXWlaHUP8Fiz3O6F7OFcLFBfgJBUcOwxwJ4kaky691c54Vk4NEK06wZqINubLN1C-G0FBmP-HCpqQP2nHlkcY-w1200-h630-p)](https://docs.google.com/document/d/1XpvZDlabwcREKnk0n6Wcd0iCBkerQbPSiXr8RF--O%5Fc/edit) _This post is for paying subscribers only._ ### Revenue leakage identification worksheet URL: https://www.salesenablementcollective.com/revenue-leakage-identification-worksheet-framework/ Last updated: 2025-12-02T08:31:15.000Z ## **What is a revenue leakage identification worksheet?** The revenue leakage identification worksheet is a hands-on tool that walks you through seven steps to uncover, understand, and prevent lost revenue. It starts by helping you map out your revenue streams and ends with practical guidance for long-term monitoring. Each step includes helpful prompts and exercises, like identifying billing gaps, spotting system disconnects, and digging into root causes. You’ll also gather key data, analyze where things break down, and define clear actions to plug the leaks – before they get bigger. ## **Who is it for?** This worksheet is designed for [revenue leaders](https://www.salesenablementcollective.com/how-to-speak-cro-an-enablers-guide/), RevOps professionals, finance teams, and anyone who plays a part in managing your company’s revenue cycle. If you're responsible for billing, reporting, or optimizing revenue processes – this one’s for you. It’s especially helpful for businesses that rely on [multiple tools](https://www.salesenablementcollective.com/tag/tools-and-technology/), teams, or sales channels. Whether you're scaling fast or trying to tighten up your operations, the worksheet helps bring clarity to a complex picture. ## **How to use the template** Using the worksheet is straightforward: 1. **Download the PDF** and work through each step in order. 2. **Start broad** by listing your revenue streams and forecasting expectations. 3. **Zoom in** on problem areas like manual billing, data sync issues, or discounts gone rogue. 4. **Collect and analyze data** from your systems, team feedback, and historical reports. 5. **Investigate the root causes** and map out the full revenue flow. 6. **Assign fixes and ownership** for each leak you’ve found. 7. **Set up monitoring** so you can stay ahead of issues instead of reacting to them. ## **Download your revenue leakage identification worksheet** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Revenue leakage identification worksheet](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/revenue-leakage-identification-worksheet.png) [Revenue leakage identification worksheetRevenue leakage identification worksheet.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/07/Revenue-leakage-identification-worksheet.docx "Download") [Revenue leakage identification worksheetRevenue leakage identification worksheet.pdf129 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/07/Revenue-leakage-identification-worksheet.pdf "Download") [Revenue leakage identification worksheetRevenue leakage identification worksheet Revenue leakage is like a slow drip that quietly drains your business’s income — and it’s more common than you might think. It happens when your company doesn’t collect all the revenue it’s entitled to, often due to billing errors, missed payments, or pr…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-5.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyLLlaRPvnceGvOXAaa2zQMc2069mJJ70DOgXpFNu0ZMjIsH0-KHY_fQCny-dUgS0P63U8gmqc-LQWOYRIarnpLSGD1DPDeWKHeYTJhDDXmwjkz-Ozw-w1200-h630-p)](https://docs.google.com/document/d/1h-UpDOqB2OFoIsSVvZDrkRSH9mz6%5Fuw0oNpX%5Fv9-8A8/edit?usp=sharing) _This post is for paying subscribers only._ ### Partner enablement plan template URL: https://www.salesenablementcollective.com/partner-enablement-plan-template-framework/ Last updated: 2025-12-02T08:32:05.000Z ## **What is a partner enablement plan template?** A [partner enablement plan](https://www.salesenablementcollective.com/partner-enablement/) template is a strategic framework that helps you onboard, train, and support your business partners in a way that ensures mutual success. This template provides a clear structure to equip your partners with the knowledge, tools, and resources they need to sell and support your products effectively. Whether your [partners](https://www.salesenablementcollective.com/strategic-tactical-partnerships-that-drive-the-enablement-success/) are resellers, system integrators, or referral partners, this plan aligns their goals with yours, helping everyone grow together. ## **Who is it for?** This template is ideal for anyone responsible for managing or enabling [business partnerships](https://www.salesenablementcollective.com/aligning-kpis-to-create-successful-partnerships/). Whether you’re a partner enablement manager, sales leader, or marketing professional, this template will help you provide your partners with the guidance they need to excel. It’s especially useful for organizations looking to create structured, long-term relationships with their partners and ensure they have the right support to succeed. ## **How to use the template** 1. **Set clear objectives**: Start by defining the key goals for your partnership, such as increasing sales, improving training completion, or expanding product knowledge. Use the goal-setting framework to track progress and ensure accountability. 2. **Profile your partner**: Understand the strengths and capabilities of your partner. Identify the areas where they need enablement support and tailor the plan to their business model, whether they’re new, growing, or a strategic partner. 3. **Provide essential training**: Use the training section to ensure your partners have access to all the necessary product knowledge and [sales training](https://www.salesenablementcollective.com/sales-enablement-vs-sales-training/). This includes mandatory and optional training modules that cover product overviews, sales methodologies, and industry-specific applications. 4. **Curate key resources**: The template includes a section for linking key resources like sales playbooks, pitch decks, and other tools that your partner needs to succeed. Make sure these are easily accessible and up-to-date. 5. **Set up communication and check-ins**: Regular communication is key to staying aligned with your partners. Schedule sync meetings, quarterly business reviews, and ongoing check-ins to ensure your partner is on track and get feedback to adjust the plan if needed. 6. **Establish incentivization strategies**: To motivate your partners, set up a rewards system based on sales performance. Include bonuses, recognition programs, or [gamification](https://www.salesenablementcollective.com/using-gamification-to-create-engaging-enablement-with-molly-sestak-video/) strategies to encourage top performers. 7. **Identify risks and blockers**: Use the risks checklist to identify any potential obstacles to your partner’s success. Whether it’s limited access to data, team turnover, or other issues, this section will help you proactively address them before they impact the partnership. ## **Download your partner enablement plan template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in*[ *our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Partner enablement plan template sales enablement](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/Partner-enablement-plan-template-1.png) [Partner enablement plan template Partner enablement plan template .pdf147 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/06/Partner-enablement-plan-template-.pdf "Download") [Partner enablement plan template Partner enablement plan template .docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/06/Partner-enablement-plan-template-.docx "Download") [Partner enablement plan templatePartner enablement plan template Bringing on new partners and ensuring their success is a pivotal part of any business strategy. Partners play a crucial role in extending the reach of your products, driving sales, and enhancing customer satisfaction. Engaging these partners effectively means eq…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-3.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyJkuYvBi_DL1pNZGNO9MH0xvfMWXC2oyux-DxXGd3wDlV4FCXInPZM7WhToJVz4yYjF6mF9AMerAfm8qWSG4tk7aziYA1uvddMoBGH2Lo19kW_DeWw-w1200-h630-p)](https://docs.google.com/document/d/1YaM60XiTYHTYnhax4Ne0oPWdWPVy2ybStx4t9vfbtvU/edit?usp=sharing) _This post is for paying subscribers only._ ### Buyer enablement template URL: https://www.salesenablementcollective.com/buyer-enablement-template-framework/ Last updated: 2025-12-02T08:32:58.000Z ## **What is a buyer enablement template?** A [buyer enablement](https://www.salesenablementcollective.com/buyer-enablement/) template is a practical tool that helps sales reps track where their buyers are in the often messy buying process. Because buying rarely happens in a straight line, this template lets you log key buyer roles, monitor objections, and recommend the right content at just the right time. It acts as your go-to playbook to understand the [buyer’s journey](https://www.salesenablementcollective.com/buyer-journey-stages-and-tactics-template-framework/), the people involved, and the hurdles you need to clear. ## **Who is it for?** This template is perfect for sales teams, sales enablement professionals, and revenue leaders who want a clear, organized way to support buyers throughout their journey. Whether you’re managing complex [B2B sales](https://www.salesenablementcollective.com/b2b-sales-enablement/) with multiple stakeholders or want to improve how your team handles objections and friction points, this template keeps everything in one place for easy collaboration and action. ## **How to use the template** Start by tracking each [buyer account](https://www.salesenablementcollective.com/buyer-journey-content-map-framework/) and the key contacts involved, noting their stage in the buying process – even if they move back and forth between stages. Use the buyer roles tracker to identify influencers and decision-makers, along with their concerns and preferred content formats. Then, log any friction points or objections to tackle them proactively using recommended enablement tools. Finally, refer to the recommended assets section to quickly find the best resources to share at every stage, making sure you deliver exactly what your buyers need to move forward. ## **Download your buyer enablement template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in*[ *our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/05/Buyer-enablement-template.png) [Buyer enablement templateBuyer enablement template.pdf235 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/05/Buyer-enablement-template.pdf "Download") [Buyer enablement templateBuyer enablement template.xlsx123 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/05/Buyer-enablement-template.xlsx "Download") [Buyer enablement template![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/spreadsheets_2023q4-3.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyKoPXd2qX6mWCNoV-JflDGvlKJiTrc3C67DJqCqYYjFE-dA9KtK1ZQ9GpXu-OclNvCnjNRPTcwiqU22WK2GiGH4IkS6eHApTPuDXhvZoJgFA7cd-6SS-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1fe5FTCCfzPekbz3OoeujAlRTxuY-m4pPWkaF5Dul-hg/edit?usp=sharing) _This post is for paying subscribers only._ ### AI ethics and governance framework URL: https://www.salesenablementcollective.com/ai-ethics-and-governance-framework/ Last updated: 2025-12-02T08:37:51.000Z ## **What is an AI ethics and governance framework template?** The [AI ethics and governance](https://www.salesenablementcollective.com/navigating-ethical-ai-in-sales-enablement-challenges-and-opportunities/) framework template is a ready-to-use guide for establishing clear policies, roles, and processes around how AI is designed, deployed, and monitored in your organization. It covers everything from defining the purpose and scope of AI use, to creating an ethics committee, assessing potential impacts, and setting up [employee training](https://www.salesenablementcollective.com/tag/training-and-coaching/). Think of it as your blueprint for making sure AI innovation goes hand-in-hand with accountability and fairness. ## **Who is it for?** This template is designed for anyone tasked with overseeing AI initiatives or ensuring compliance with ethical standards. That includes: - Chief people officers and HR leaders introducing AI tools in the workplace - [Product](https://www.salesenablementcollective.com/how-to-align-product-marketing-and-sales-enablement-for-unparalleled-success/), data, and technology leaders responsible for AI systems - Compliance and risk teams that need to ensure safe, transparent use - Business leaders who want to [build stakeholder trust](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) while innovating responsibly If your role touches AI strategy, deployment, or governance—even indirectly—this framework will give you the foundation you need. ## **How to use the template** Using the AI ethics and governance framework template is simple: 1. **Start with purpose and scope** – Define why your organization is using AI and what projects fall under this framework. 2. **Outline key principles and policies** – Establish your ethical guidelines, such as fairness, accountability, and transparency. 3. **Assign roles and responsibilities** – Identify who will sit on your AI ethics committee and who is responsible for monitoring and reporting. 4. **Set deployment criteria and impact assessments** – Make sure every project is reviewed for risks like bias, privacy concerns, or misuse before launch. 5. **Create reporting and training processes** – Provide clear channels for raising concerns and ensure employees are trained in responsible AI practices. ## **Download your AI ethics and governance framework** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/09/AI-ethics-and-governance-framework-1.png) [AI ethics and governance frameworkAI ethics and governance framework.pdf119 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/09/AI-ethics-and-governance-framework.pdf "Download") [AI ethics and governance frameworkAI ethics and governance framework.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/09/AI-ethics-and-governance-framework.docx "Download") [AI ethics and governance frameworkAI ethics and governance framework Establishing an ethics and governance framework is crucial to ensure that AI technologies are developed and utilized in responsible and legally compliant ways. By setting clear guidelines and principles for ethical AI, organizations can build trust with users…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-8.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyIMj_mQNSIKCzNm8SnHHJbuX6e6ueyOINJBbvrtg85603n5mNKQ1sOYa6XQSARZWpjsRlqDU6xIer_2NQju4SOlrNybRT25pFz7jv1HwPOQlxxE37yI-w1200-h630-p)](https://docs.google.com/document/d/16J-5RAB0mK8uen0DfyT3xVJ8FxNvTRURWE24oHYbYoI/edit?usp=sharing) _This post is for paying subscribers only._ ### Stakeholder feedback and improvement log URL: https://www.salesenablementcollective.com/stakeholder-feedback-and-improvement-log-framework/ Last updated: 2025-12-02T08:38:47.000Z ## **What is a stakeholder feedback and improvement log template?** This template is a structured framework for capturing, tracking, and managing [feedback from stakeholders](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) on your revenue initiatives. It gives you a clear format to log comments, categorize feedback, suggest improvements, assign ownership, and follow up with a concrete action plan. Think of it as your team’s shared source of truth for stakeholder input, helping you spot patterns, prioritize action, and maintain transparency across the board. ## **Who is it for?** If you’re part of a [revenue marketing](https://www.salesenablementcollective.com/unlocking-revenue-how-enablement-and-marketing-drive-success-together-2/) team – or work closely with stakeholders across sales, product, or leadership – this template is for you. It’s ideal for: - Marketing teams running strategic initiatives or campaigns - Project managers overseeing [cross-functional collaboration](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) - Revenue leaders looking to stay aligned with stakeholder expectations - Anyone who wants to ensure stakeholder feedback doesn’t disappear into the ether ## **How to use the template** Getting started is easy. For each piece of [feedback](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) you receive: 1. **Log the details**: Capture the stakeholder’s name, role, and the marketing initiative the feedback relates to. 2. **Categorize the feedback**: Is it about strategy, execution, results, or communication? This helps you prioritize and identify recurring themes. 3. **Propose improvements**: Use the “Suggested improvements” section to brainstorm solutions—either from the stakeholder’s perspective or your own analysis. 4. **Assign ownership**: Clearly define who’s responsible for following up and implementing changes. 5. **Create an action plan**: Lay out the steps needed to address the feedback, complete with deadlines and milestones. 6. **Track status and follow-ups**: Keep tabs on progress, schedule follow-up conversations, and add any additional notes to keep context front and center. ## **Download your stakeholder feedback and improvement log template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in*[ *our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Stakeholder feedback and improvement log](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/07/stakeholder-feedback-and-improvement-log.png) [Stakeholder feedback and improvement logStakeholder feedback and improvement log.xlsx110 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/07/Stakeholder-feedback-and-improvement-log.xlsx "Download") [Stakeholder feedback and improvement logStakeholder feedback and improvement log.pdf80 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/07/Stakeholder-feedback-and-improvement-log.pdf "Download") [Stakeholder feedback and improvement log![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/spreadsheets_2023q4-5.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyKFAw1mdGW4D-FLaYLjn2xAVS7egly7DmaFBOwNd3m7dUWilOYj8e3lOEmv1et0MzkpDrrbIPcMRB3-y3vEPNPVd4XL67WPOlUJQXNcmT7YnOiPKYwd-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1A4Cvti-dRpSATwaCd3o87Wlyvy7s3XcZAU8GafTvwzs/edit?usp=sharing) _This post is for paying subscribers only._ ### Win/loss: Collecting input from stakeholders URL: https://www.salesenablementcollective.com/win-loss-collecting-input-from-stakeholders-framework/ Last updated: 2025-12-02T08:40:13.000Z ## **What is a win/loss collecting input from stakeholders template?** This template is a ready-made framework to help you gather hypotheses, examples, and [feedback](https://www.salesenablementcollective.com/stakeholder-feedback-and-improvement-log-framework/) from the people closest to your [sales process](https://www.salesenablementcollective.com/stand-out-in-the-sales-enablement-interview-process-video/). It provides a simple set of questions you can use to uncover how colleagues see competitive dynamics, why deals are won or lost, and what customers value when evaluating your offering versus the competition Think of it as a facilitation guide for a [stakeholder meeting](https://www.salesenablementcollective.com/enablement-charters-as-a-stakeholder-management-and-roi-demonstration-tool/) or an easy survey you can share across teams to capture diverse insights before your research even begins. ## **Who is it for?** This template is perfect for product marketers, [competitive intelligence](https://www.salesenablementcollective.com/how-the-standard-built-a-competitive-intelligence-program-to-empower-sales-teams/) professionals, and anyone running win/loss research. It’s also a useful tool for sales leaders and customer success managers who want to feed frontline insights into strategy. Because it’s designed to be simple and adaptable, you don’t need to be an expert researcher to use it. If you’re looking to align stakeholders early, avoid blind spots, and make sure your win/loss study drives change, this template is for you. ## **How to use the template** 1. **Kick off with a small group or survey** Use the questions in this template to facilitate a [cross-functional meeting](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) or send them out in a survey to capture broader input. 2. **Ask the right questions** Prompt stakeholders with focused questions, like: - “From what you know, why do we win against our competition?” - “From what you know, why do we lose against our competition?” - “What questions would you ask a customer who recently evaluated us vs. our competition?” 3. **Identify potential interviewees** Optionally, ask stakeholders to suggest recent customers who evaluated your solution versus competitors. This can give you a head start on sourcing interviewees for your research. 4. **Synthesize and share** Collect responses, look for common themes, and use these insights to shape your customer interviews and final analysis. The more aligned your stakeholders are upfront, the more impact your win/loss research will have. ## **Download your win/loss: Collecting input from stakeholders template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/10/winloss-Collecting-input-from-stakeholders-template.png) [Win\_loss\_ Collecting input from stakeholdersWin\_loss\_ Collecting input from stakeholders.pdf72 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/10/Win%5Floss%5F-Collecting-input-from-stakeholders.pdf "Download") [Win\_loss\_ Collecting input from stakeholdersWin\_loss\_ Collecting input from stakeholders.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/10/Win%5Floss%5F-Collecting-input-from-stakeholders.docx "Download") [Win/loss: Collecting input from stakeholdersWin/loss: Collecting input from stakeholders What determines why some win/loss or research insights sit on the shelf and others drive real change? It all depends on how well you scope and socialize your study before it even begins. Over-index on spending time with your stakeholders upfront. K…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-10.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyIKsJz72N5giKlct8jfpArRPmYHpyXdpSjKCa6eNrLRW141RLiBQ7WqXMz9mx8j7dV06kQnoFAomvS9Ui_6ANf1U5jPN457SCWwIt9YnsygCEvf2OPP-w1200-h630-p)](https://docs.google.com/document/d/14D1XUOCKHc2Gt4Q4joUX3jwEb1taOS8Jom8lzJsyq-o/edit?usp=sharing) _This post is for paying subscribers only._ ### Account expansion plan template URL: https://www.salesenablementcollective.com/account-expansion-plan-template-framework/ Last updated: 2025-12-02T08:41:13.000Z ## **What is an account expansion plan template?** An [account expansion plan](https://www.salesenablementcollective.com/bdr-vs-sdr-vs-ae-video/) template is a structured tool that helps [customer success](https://www.salesenablementcollective.com/what-is-customer-success-enablement/), sales, and account teams plan how to grow a high-value account over time. It lays out a framework to understand the customer’s business, align with their priorities, and identify ways to deepen the partnership. It includes sections for documenting key stakeholders, product usage, revenue breakdowns, upsell/cross-sell opportunities, and [competitive insights](https://www.salesenablementcollective.com/growth-hacking-with-real-time-ci/) – all to help you become a more valuable partner, not just a vendor. ## **Who is it for?** This template is perfect for: - Customer success managers working to retain and grow strategic accounts - Account executives managing long-term relationships - Sales teams building expansion pipelines - Revenue leaders tracking account health and growth plans If you’re responsible for maintaining and growing key customer relationships, this one’s for you. ## **How to use the template** Start by creating a new plan for each account you want to expand. Begin with an overview of the customer’s business, including their goals, challenges, and industry. From there, dig into their priorities, your current relationship, the value your products are delivering, and what future growth could look like. Update the plan regularly, especially after customer meetings or major updates. Use it during internal reviews and strategic check-ins with your customer. It’s more than a doc – it’s your game plan for turning renewals into revenue. ## **Download your account expansion plan template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Account expansion plan template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/05/account-expansion-template.png) [Account expansion plan templateAccount expansion plan template.pdf93 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/05/Account-expansion-plan-template.pdf "Download") [Account expansion plan templateAccount expansion plan template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/05/Account-expansion-plan-template.docx "Download") [Account expansion plan templateAccount expansion plan template To ensure your high-value accounts continue to renew and expand, an account plan may be needed. This will help you to keep all your account information and actions in one place - hopefully keeping your high-value accounts happy. After making sure your account need…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-2.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyKacnko3yL6XSBi9pzwF4_PEWDPXwhI2ryBH765KLSffh4gnuOZuYXoHy1X_BlHdUiEgO_-XXxHy_Too3VEjIp7ar0Wvk5Voq3zuYdIDN3PjTucS_WO-w1200-h630-p)](https://docs.google.com/document/d/1xtiVOfEdN4moGVuALddvfuLBYYDvM0VuDKkJSuFPWq8/edit?usp=sharing) _This post is for paying subscribers only._ ### Compensation plan template URL: https://www.salesenablementcollective.com/compensation-plan-template-framework/ Last updated: 2025-12-02T08:41:53.000Z ## **What is a compensation plan template?** A [compensation plan](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/) template is a structured framework designed to help businesses clearly outline and manage the salary, incentives, and [performance-based rewards](https://www.salesenablementcollective.com/using-gamification-to-create-engaging-enablement-with-molly-sestak-video/) for their employees. This template helps define base salaries, incentive percentages, and key performance indicators (KPIs) that guide employee compensation, ensuring fairness and alignment with organizational goals. With this template, you can quickly set up a comprehensive plan that tracks employee performance and calculates incentives based on predefined metrics. ## **Who is it for?** This compensation plan template is ideal for people managers and [sales team](https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/) leaders who want to streamline their compensation strategy and ensure transparency in pay structures. It's particularly useful for those involved in employee performance management, such as RevOps and sales teams, where performance metrics directly influence compensation. Whether you’re a startup or an established company, this template will help you set clear expectations and reward your team based on measurable achievements. ## **How to use the template** Using this compensation plan template is simple and straightforward. Here's how you can make the most of it: 1. **Team & roles**: Start by listing all the employees who are covered by the plan, along with their role, level, base salary, incentive percentage, and start date. You’ll also want to identify their direct manager. 2. **KPI targets & weights**: Define the [KPIs](https://www.salesenablementcollective.com/sales-enablement-kpis/) that will be used to assess performance. This could include metrics like forecast accuracy, CRM data quality, and sales cycle time. Each KPI should have a target value and an associated weighting, reflecting its importance to the overall compensation. 3. **Performance input**: Track employee performance against the KPIs each period. Input the percentage scores for each KPI to calculate how well employees are meeting their targets. 4. **Calculations & incentives**: Finally, use the weighted scores to determine the employee’s incentive for that period. Multiply their base salary by the incentive percentage, and adjust based on their performance. The result is their earned incentive. ## **Download your compensation plan template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in*[ *our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/06/Screenshot-2025-06-17-at-12.15.37.png) [Compensation plan templateCompensation plan template.pdf371 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/06/Compensation-plan-template.pdf "Download") [Compensation plan templateCompensation plan template.xlsx123 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/06/Compensation-plan-template.xlsx "Download") [Compensation plan template![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/spreadsheets_2023q4-4.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyIJ6252bvTTBqCbabmghgetofIQh5fkC5T1LvftELIXDb9D0lcy3RO1j1ZfKgruQvTJdLHyNqirv8hg_Z-XQ1WrPMi9typUFurtJht_drINM1bowJ4-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1bw4WxcIq5mW4zQyZFT2dSEtFFB8bihl9vH4y7qKnDdU/edit?usp=sharing) _This post is for paying subscribers only._ ### Sales enablement strategy framework URL: https://www.salesenablementcollective.com/sales-enablement-strategy-framework/ Last updated: 2025-12-02T08:42:40.000Z ## **What is a sales enablement strategy framework?** A [sales enablement strategy](https://www.salesenablementcollective.com/sales-enablement-strategy/) framework is a structured approach to equipping your sales team with the tools, content, and training they need to close more deals effectively. It outlines key objectives, initiatives, stakeholders, and [success metrics ](https://www.salesenablementcollective.com/sales-metrics/)to ensure your sales enablement efforts align with broader business goals. This framework helps you define your overarching sales enablement goals, establish SMART objectives, develop targeted [buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), map out content strategies, and track success with clear performance metrics. With this structured plan, your sales reps can operate more efficiently, engage prospects more effectively, and drive higher revenue. ## **Who is it for?** This framework is designed for [sales enablement leaders](https://www.salesenablementcollective.com/why-leadership-enablement-is-the-missing-link-to-sales-success/), sales managers, [revenue operations teams](https://www.salesenablementcollective.com/revenue-enablement-vs-revenue-operations-revops-whats-the-difference/), and marketing professionals responsible for supporting sales teams. If your role involves improving sales productivity, enhancing rep training, or ensuring alignment between sales and marketing, this template will help you create a strategy that delivers measurable impact. It’s particularly useful for: - **Sales enablement managers** looking to build or refine a structured enablement plan. - **Revenue and sales operations teams** needing clear objectives and KPIs to measure sales efficiency. - **Marketing leaders** aligning content strategies with sales initiatives. - **Sales managers** optimizing training, onboarding, and rep performance. ## **How to use the template** 1. **Define your goal** – Start by outlining your primary sales enablement objective, whether it’s increasing sales productivity, shortening the sales cycle, or improving CRM adoption. 2. **Map out key initiatives** – Identify the strategic projects that will drive your goal, such as launching new training programs or implementing AI-powered sales tools. 3. **Clarify your audience and stakeholders** – Specify the sales roles you’re enabling (SDRs, AEs, enterprise reps) and list key stakeholders who should be involved. 4. **Create buyer persona profiles** – Use the framework to develop detailed personas so your reps can engage the right buyers at the right time. 5. **Build your content plan** – Map out what content is needed at each stage of the buyer’s journey to maximize engagement and conversions. 6. **Establish a tech stack** – Identify the essential tools your team needs, from CRMs to AI-powered sales automation platforms. 7. **Set up training schedules** – Plan regular coaching sessions, product updates, and skills development to keep your team sharp. 8. **Track your success** – Use the built-in reporting template to monitor KPIs like conversion rates, sales efficiency, and content engagement. With this framework, you’ll have a clear, repeatable process to strengthen your sales enablement efforts and drive real business results. Ready to get started? ## **Download your sales enablement strategy framework template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Download sales enablement strategy framework template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/03/Sales-enablement-strategy-framework.png) [Sales enablement strategy frameworkSales enablement strategy framework.xlsx75 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/03/Sales-enablement-strategy-framework.xlsx "Download") [Sales enablement strategy frameworkSales enablement strategy framework.pdf99 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/03/Sales-enablement-strategy-framework.pdf "Download") [Sales enablement strategy framework![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/spreadsheets_2023q4-2.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyJoJQFUZr3jhDudLwPjsQ2tOjTZxsbuDwvvkMt3szoT4D3bIpQ8vGvOnedHJbtu7ns7UfwCibSgsId2jXYP2fl6NU1KHIHVscYE0W_Rb4Ax38YfxIE-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1KPLFbAPCfxc8ujBLv58PoPKegkbwMOa%5F90gPe5UArl8/edit?usp=sharing) _This post is for paying subscribers only._ ### 5 sales enablement statistics you need to know URL: https://www.salesenablementcollective.com/5-sales-enablement-statistics-you-need-to-know/ Last updated: 2025-11-21T13:30:32.000Z It’s a cliché to say, but [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) is a rapidly changing industry and with the recent boom in artificial intelligence this has never been more true. Our latest edition of the Sales Enablement Landscape Report once again took a look behind the curtain and highlighted the most fascinating stats and facts about enablement. You can get the free, 55-page report containing every data point [here](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) \- but if you’re short on time we’re running through some of the most eye-catching numbers below. 👀 1. [Sales enablement job titles are lying to you](https://www.salesenablementcollective.com/5-sales-enablement-statistics-you-need-to-know/#sales-enablement-job-titles-are-lying-to-you) 2. [The key to being valued in enablement? Reporting to C-suite](https://www.salesenablementcollective.com/5-sales-enablement-statistics-you-need-to-know/#the-key-to-being-valued-in-enablement?-reporting-to-c-suite) 3. [You and your leadership team are probably not on the same page](https://www.salesenablementcollective.com/5-sales-enablement-statistics-you-need-to-know/#you-and-your-leadership-team-are-probably-not-on-the-same-page) 4. [Enablement professionals are embracing artificial intelligence](https://www.salesenablementcollective.com/5-sales-enablement-statistics-you-need-to-know/#enablement-professionals-are-embracing-artificial-intelligence) 5. [Enablers could improve their relationship with… everyone](https://www.salesenablementcollective.com/5-sales-enablement-statistics-you-need-to-know/#enablers-could-improve-their-relationship-with%E2%80%A6-everyone) ## Sales enablement job titles are lying to you Does your official job title say ***sales*** enablement, yet you find yourself enabling more than just the sales team on a day-to-day basis? You’re not alone. While **60%** of our survey respondents said that ***sales*** enablement best described their job title, only **37%** believe that term best encompasses their actual day-to-day role. Enablement’s purview has expanded massively in recent years, with teams all over beginning to enable marketing, [customer success](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/), and beyond - evolving into [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) or a similar, expanded term. Among our respondents, **50%** described their role as being a ***revenue*** or ***GTM*** enablement role, while only **33%** had those terms in their actual job title. That’s a stark contrast, and begs the question: Are enablement job titles inaccurate? Do organizations need to stop advertising for sales enablement roles, if a [successful hire](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/) will in fact be a revenue or GTM enabler instead? ![Statistic from the Sales Enablement Landscape Report 2024, highlighting the difference in responses to "which of the following best describes your job title?" and "which of the following best describes your day-to-day role?"](https://lh7-rt.googleusercontent.com/docsz/AD_4nXeTUqkHvuGBqtkznENObyjrCBNzj9YnmpJ28NjaX9OihNpaJ3e5vA3Dc6-c4uxqUoxuVqh5aPbgpX9QIKeQCYsgoV1YJEU3ROICicdqmlNlE2Wdc--SAD-iKcvDWYA7GShLunGypd7teClTFLwqFe00V3Va?key=ygjOXUfHQcDgs3PwwfPEIg) ## The key to being valued in enablement? Reporting to C-suite It can be difficult to get a seat at the table as an enablement team. Being seen as a cost center, not having [buy-in](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) from stakeholders - these are common complaints that echo around the community. We asked our survey respondents to rate how valued enablement was within their organization on a scale of 1-10, and organized the results based on two primary factors: - Reporting structure - Use of an [enablement charter](https://www.salesenablementcollective.com/what-is-a-sales-enablement-charter/) The group which had the **highest average answer** for value placed on enablement? Those whose enablement team reported *directly* to a member of the C-suite, with an average score of 6.85 out of 10. This was higher than that of our respondents who reported to their sales or RevOps departments. The other key differentiator? The use (or lack thereof) of enablement charters. Only **42%** of respondents told us they believed charters to be effective, but respondents with a charter had a noticeably **higher average answer** for the value placed on enablement compared to those who didn’t (**6.72** vs **6.33**). This seems to indicate that there are two ways to positively influence stakeholders’ opinion on enablement’s value: 1. Have a direct line of communication to the C-suite 2. Overcommunicate your purpose internally using a charter or similar tool The overall average score came in at **6.56**, but enablement is often a game of fine margins, and small changes to processes can have big effects on your perceived value. ![Statistic from the Sales Enablement Landscape Report 2024, showing on a scale from 1-10, how much value respondents think is placed on enablement in their organizations, divided by reporting structure and charter. ](https://lh7-rt.googleusercontent.com/docsz/AD_4nXeHDM34n7sAiykCTVMB3an_Gg1f6d2rPG8VOZ8RzYUzArJIgahWbRaoTQcATKGOe94D-G-dfzAFU18MuWVKTmrDTU4qfjsxs9eqI33QrzcCpFY5Au-1DfYawPe6qyGcSIA1GZAReZs8SNOz5JPCAf4VSUk?key=ygjOXUfHQcDgs3PwwfPEIg) ## You and your leadership team are probably not on the same page It goes without saying that [metrics](https://www.salesenablementcollective.com/sales-metrics/) are a big part of enablement. How do you [measure the right things](https://www.salesenablementcollective.com/the-metrics-businesses-must-track-to-prove-the-impact-of-sales-enablement/) in order to prove that you positively influenced the audience’s work? As a team, you might be keen to improve something like employee NPS - a metric which doesn’t drive revenue (at least directly), and your leadership team wants to see revenue-related metrics like win rate improve. Among our respondents, only about half (**51%**) said that they were in agreement and alignment with their leadership teams on the types of metrics that enablement should be assessed on. That means the other half feel that their leadership team is interested in the wrong metrics when it comes to analyzing enablement results. ![Statistic from the Sales Enablement Landscape Report 2024, showing the results of the question "are you and your organisation's leadership team aligned on the type of metrics that enablement should be assessed on?"](https://lh7-rt.googleusercontent.com/docsz/AD_4nXd4amBSUged-SPNvOJKHyO-sTXpY7ZDLwm4IMALgMoGYBQ0h9FxjAlxA83ZSGuTZa2b4dFs2SV8ApPJzsqOKBbNCV7jnbpknUXxd5tm_1_vpLaaxiG3BHYlBSA3LHFGpkaRT6-4wiFnVJCaFR_SsfmHh9Fy?key=ygjOXUfHQcDgs3PwwfPEIg) Diving a little deeper, we can see that enablement teams are using different metrics to measure their own performance as a team, and to highlight enablement’s ROI to leadership. **52%** of our respondents use content adoption metrics to measure their own performance, but only **37%** think it’s worth using to highlight ROI to leadership. Similarly, **31%** use employee NPS to measure enablement’s performance, but only **23%** use this metric to prove ROI higher up the chain. We can see the same thing in reverse in some cases. **48%** of survey respondents use revenue generated as a metric to measure enablement’s own performance, but **57%** take this metric to leadership to reflect their team’s [ROI](https://www.salesenablementcollective.com/4-ways-to-prove-the-value-of-sales-enablement-in-a-hybrid-world/). There’s no easy answer, but one thing is clear - enablement is still growing and earning its seat at the table, and we’re seeing the growing pains reflected in these statistics. ![Statistic from the Sales Enablement Landscape Report 2024, showing the difference in responses between the question "what metrics do you use to measure your enablement team's own performance?" an "what metrics do you use to highlight enablement's ROI to leadership teams?"](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcWoWtdPR9dvSbvWb5JbySmDkang35IWPhSJRIUKrz63MkAHPH7xkbY0IC0_1LroiqK6CYv2JnnHiQXROJRD8327rdOK-HPC5N2xKNSeNhxvyAdyqi-reb7X36sFuSPvWI9paCndyBfstOkihmBNY39U8JC?key=ygjOXUfHQcDgs3PwwfPEIg) --- [14 Sales Enablement KPIs You Must Measure in 2025Sales enablement KPIs are performance metrics that tie your enablement efforts to improved selling performance. Here are 14 to track in 2025.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-57.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Stock-Text.png)](https://www.salesenablementcollective.com/sales-enablement-kpis/) --- ## Enablement professionals are embracing artificial intelligence When [AI](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) leaped into public consciousness, it brought with it a lot of nervousness and tension, with many feeling their jobs were at risk. Now, sometime later, it appears that enablement professionals are largely past that fear. **85%** of respondents are at *least* somewhat optimistic about [AI in the sales and enablement space](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/), up **7%** from our 2023 figures. That’s reflected in the number of respondents hesitant or unsure about AI, down from **19%** in 2023 to only **13%** in 2024\. Enablement is a multifaceted role, and it’s often left to enablement to pick up the many time-consuming tasks around the business. It’s easy to see why the potential to speed up repetitive tasks using AI and free up more time to make an impact on the sales team has enablers optimistic for the future of this technology. ![Statistic from the Sales Enablement Landscape Report 2024, showing the answers to "what is your general sentiment about the growth of AI in the sales and enablement space?", comparing 2024's answers to 2023's. ](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcGVOS7ezBzh0LkzFKgwpNND2fffJ6xryt_TprLQ6XRN4UmssJ2DLbF1CAdgPSYdQnadShCXOwlTKdofnLBAqsuxqmWpkN78Ay4fqZAD2pdGUzLXsBtoTXohQVtU7POC4h1LsjXxt80VS7uohv46X993VOT?key=ygjOXUfHQcDgs3PwwfPEIg) ## Enablers could improve their relationship with… everyone Enablement is a deeply [cross-collaborative](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) function, often being a key driver in breaking down silos and reaching across departmental divides. With that said, enablement also relies on buy-in and alignment from a host of different [stakeholders](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/), and sometimes that necessary buy-in never comes. We asked our respondents which department they most wished they had a better relationship with, and there was far from a consensus! **21%** wished to have a better relationship with sales management, with **5%** more saying they most wanted to improve their dynamic with the sales teams. A further **14%** chose product, followed by C-suite and marketing at **13%** each, and product marketing at **10%**. In short? It’s not one department that enablers struggle to reach across the divide to. It’s a wide variety, differing between organizations based on the unique dynamics in place. And while a relationship that could be improved isn’t always enablement’s fault, it’s clear that teams could make big strides in efficiency if these gaps could be bridged. ![Statistic from the Sales Enablement Landscape Report 2024, showing the answers to the question "which department do you most wish you had a better relationship with?"](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdTP55BczCQb_VXCPOyl3GIHy4SHcWMWbvw7X1pXxmVhUQcY6eiMbT_ihU_tSdO84Ryh78LQ6HXtGqlzo76L2aEl5rv4TpZG01w2ISf5pKn-hVLEJvahluNJecZpUcWifj66UQU26_66D89FLsmztSIoeoj?key=ygjOXUfHQcDgs3PwwfPEIg) ## Get even more enablement stats and facts Hopefully, you found this data as fascinating and insightful as we did! SEC’s Sales Enablement Landscape Report 2024 is packed with dozens more statistics like these, allowing you to take a peek behind the curtain of your peers’ organizations and situations and weigh up how your team compares to theirs. 👇 [Sales Enablement Landscape Report (2024)Dive into hundreds of the latest enablement stats and facts in SEC’s Sales Enablement Landscape Report 2024.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/09/SEC_Sales_Enablement_Landscape_Report_Blog-2.jpg)](https://www.salesenablementcollective.com/sales-enablement-landscape-report-2024/) ### Check out SEC's Sales Enablement Innovation podcast! URL: https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/ Last updated: 2024-10-25T17:20:57.000Z ## 🎧 Why tune in? 🎧 Looking to shake off those Monday morning blues? Or maybe you want to kickstart your weekend with some enablement insights from your peers? However you're feeling, our Sales Enablement Innovation podcast is here to feed the best enablement insights from your peers straight to your ears. Tune in to: - Get a peek behind the curtains of **top companies' enablement teams** - Hear your peers' thoughts on the **hottest enablement topics** - Discover **new ideas and new ways to solve challenges** that you can bring back to your business And much, much more. Eager to jump into an episode now? Listen in on your platform of choice, right here. 👇 ## [Spotify](https://open.spotify.com/show/4lNLM83ICYISZuMHfrCgoL?si=486deeefbf8d47d3) ## [Apple Podcasts](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214) ## [TuneIn]() ## [iHeartRadio](https://iheart.com/podcast/101325711/) ## [The Alliance's podcast hub](https://media.thealliance.io/podcast/sec-sales-enablement-innovation/) [Listen to all our episodes!](https://media.thealliance.io/podcast/sec-sales-enablement-innovation/) ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! Just reach out to [daniel@salesenablementcollective.com](mailto:daniel@salesenablementcollective.com) or [hello@salesenablementcollective.com](mailto:hello@salesenablementcollective.com) and we'll take care of the rest! --- ### 5 must-know sales enablement statistics for 2025 [Video] URL: https://www.salesenablementcollective.com/5-sales-enablement-statistics-for-2025-video/ Last updated: 2024-10-25T07:35:44.000Z ### Download the full report... [Sales Enablement Landscape ReportDive into hundreds of the latest enablement stats and facts in SEC’s Sales Enablement Landscape Report 2024.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/09/SEC_Sales_Enablement_Landscape_Report_Blog.jpg)](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) ### Empowering frontline sales leaders for maximum efficiency URL: https://www.salesenablementcollective.com/empowering-frontline-sales-leaders-for-maximum-efficiency/ Last updated: 2024-10-25T07:41:26.000Z Have you ever felt both inspired *and* frustrated by your frontline sales leaders at the same time? As a Director of Sales Enablement with nearly a decade of experience under my belt, I can tell you – you're not alone. I love [frontline sales leaders](https://www.salesenablementcollective.com/3-key-focuses-for-effective-frontline-sales-leadership/). Their enthusiasm, passion, and expertise are unmatched. They truly are the lifeblood of our company. But let's be honest – they can also be the most difficult group to work with. They're often not bought into our programs, skip training sessions, and sometimes don't participate in onboarding as much as we'd like. Sound familiar? Here's the thing – selling in 2024 is tougher than ever, and being a sales leader? That's a whole new level of challenging. But I firmly believe that this has to be the year of the sales leader. *Why?* Because if we can get this right, if we can get sales leaders thinking and acting the way we need them to, the payoff is massive. In this article, we're going to dive deep into the world of [sales leadership](https://www.salesenablementcollective.com/6-dimensions-of-tactical-leadership-enablement/). We'll explore the challenges they face, the opportunities they present, and most importantly, how we as sales enablement professionals can support them effectively. We'll cover everything from defining [effective coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) to practical strategies for developing coaching skills. So are you ready to make this the year of the sales leader? Great! Let's dive in. _This post is for paying subscribers only._ ### Your comprehensive sales enablement framework [Video] URL: https://www.salesenablementcollective.com/sales-enablement-framework-video/ Last updated: 2024-10-21T07:24:07.000Z ### Check out the full framework 👇 [Sales Enablement FrameworkSales Enablement is an enthralling yet complicated area, with a whole host of different concepts you need to master inside and out to support your sales teams. Enter our Sales Enablement Framework.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/08/SEC_Meta_Images_Framework--1--1.jpg)](https://www.salesenablementcollective.com/sales-enablement-framework/) ### Or take the Sales Enablement IQ test 👇 [Sales enablement IQ | Take the testWant to know your sales enablement IQ? Let us know your experience in key sales enablement pillars, and we’ll give you your figure.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Insider_Membership_Dashboard_Assets_Tools-2.png)](https://www.salesenablementcollective.com/sales-enablement-iq/) ### What is the command of the message sales methodology? URL: https://www.salesenablementcollective.com/command-of-the-message-sales-methodology/ Last updated: 2025-12-06T06:46:09.000Z Sales methodologies are crucial for sales teams and [sales enablers](https://www.salesenablementcollective.com/what-is-sales-enablement/) alike, as they offer much-needed structure and guidance to the sales process – without being overbearing. But with so many methodologies available, it can be difficult to select the right one for your organization. This article covers the **command of the message** framework including: - [What the method is](https://www.salesenablementcollective.com/command-of-the-message-sales-methodology/#what-is-the-command-of-the-message?) - [Key components](https://www.salesenablementcollective.com/command-of-the-message-sales-methodology/#key-components-of-the-methodology) - [Benefits of command of the message ](https://www.salesenablementcollective.com/command-of-the-message-sales-methodology/#benefits-of-the-command-of-the-message-method) - [How to implement it](https://www.salesenablementcollective.com/command-of-the-message-sales-methodology/#how-to-implement-the-command-of-the-message-methodology) - [Sales skills required](https://www.salesenablementcollective.com/command-of-the-message-sales-methodology/#skills-sales-reps-need-to-know) - [Command of the message vs other methodologies](https://www.salesenablementcollective.com/command-of-the-message-sales-methodology/#command-of-the-message-vs-other-sales-methodologies) --- ## What is the command of the message? The command of the message sales methodology is an outcome-focused method of connecting with your customers and closing deals created by [Force Management](https://www.forcemanagement.com/). Command of the message provides a framework of consistent messaging for your sales team while allowing for the flexibility to react to customer needs. Instead of a generic pitch discussing your product’s features, command of the message focuses on how your product can solve the specific problems your customer is facing. In this approach, the seller positions themself as a trusted expert and offers product advice based on their customers' responses. --- --- The methodology aims to build trust between your customers and sales reps through active listening and situational awareness, which can be a mindset shift for some sellers. Another aim of command of the message is to set your product or service apart from competitors by providing tailored advice and backing up claims with testimonials. We asked **Katie Van Hoomissen**, GTM Enablement Manager at **Contentful**, why her organization chose to implement the command of the message sales method: > “We wanted to give our teams a framework to collect customers' requirements and articulate why we meet the customers' needs better than our competitors.” ## Key components of the methodology With definitions out of the way, let’s break down some of the key components of this sales methodology in more detail. ### Target-specific buyer personas The first aspect of the command of the message methodology is understanding your customers. By creating detailed [buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), your sales reps can start to understand your customer’s pain points and needs before they dive into calls. Having quick and easy access to common job titles, challenges they face, decision-making criteria, and where customers go for information can improve the relevancy of sellers’ messaging. > Plus, [56%](https://marketinginsidergroup.com/demand-generation/what-to-include-in-a-buyer-persona-infographic/) of companies have generated higher-quality leads by utilizing buyer personas in their outreach. ### Simple value proposition The next component of the command of the message methodology is a clear and simple [value proposition](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/). This is the core of your organization’s messaging and is likely already used by your marketing team. Essentially, this statement answers the question: *“Why should a prospect choose your offering over everyone else’s?”* The key here is to break your value proposition into mini-elevator pitches of a few sentences that sales reps can use to advocate for your brand quickly and clearly. [What is the Miller Heiman sales methodology? | SECThe Miller Heiman sales methodology is considered one of the most proven frameworks for closing a sale. Here’s a quick guide to making it work for you.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-51.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1521790797524-b2497295b8a0)](https://www.salesenablementcollective.com/what-is-the-miller-heiman-sales-methodology/) ### 3 messaging pillars The command of the message method emphasizes the importance of aligning your messaging across the entire organization. This consists of utilizing the three messaging pillars: - **Value comprehension –** Identifying and responding to trends in the market to refine your messaging to reach the wider target market. This is your marketing team’s role. - **Value offering –** Translating market knowledge into steller product and service offerings, that target customer pain points. Your product team works on this. - **Value engagement –** Articulating the value and differentiation of your offering to customers – this is where sales reps come in. Part of value engagement is **value messaging**, and this is the element command of the method seeks to make simpler. Essentially, this framework allows sellers to have strategic and consistent conversations with prospects that persuasively conveys the value and differentiation of your product. Getting this cross-functional alignment right, means your buyers always receive a consistent message (preventing confusion and misunderstandings down the sales pipeline). [The key to a stellar product launch: Sticking to the same storyCross-functional alignment is crucial when launching a product. Dave Chase shares his top tips for aligning your teams on product messaging.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-50.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Doodles-Text_.png)](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/) ### Differentiate from competitors The command of the message framework also allows reps to confidently differentiate your offerings from [competitors](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/), without bad-mouthing their offerings. It does this by asking: *“What sets your offering apart from the rest?”* This allows your sellers to critically assess the benefit to a customer of buying from your organization. Does your product solve their pain point better? Is your offering easier to implement? Do you offer more comprehensive customer support? Highlight why your offering beats competitors in aspects your prospects have said are important to them, and back it up with relevant case studies. ### Outcomes over features When using the command of the message method, your sales team should focus on prospect outcomes, rather than product features. This means [actively listening](https://www.salesenablementcollective.com/why-a-listening-tour-can-elevate-your-enablement/) to your customers, to uncover the underlying pain points and challenges they’re facing. Your reps can then show empathy and communicate how your offering can provide them with their desired outcome. If you have multiple offerings, this might involve recommending the product that’s most suited to your client’s needs (rather than trying to push the most expensive option). This approach positions your sales reps as trusted experts, as they’ve moved the conversation away from tactical features toward a strategic outlook on the buying journey. [Snooze-proof your product training | SECDave Chace explores the advantages of snazzing up your demos and training by using new, virtual tools.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-52.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/kate-stone-matheson-uy5t-CJuIK4-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) ### Build trust Finally, a staple of this methodology is building trust with your customers. The last component touched on this, but this approach to selling is about supporting your customers to make the right decision while persuading them your solution will provide the outcome they’re looking for. Being open, honest, and empathetic with your customers will help to build a long-term relationship of trust and respect that’ll allow them to consider your input more seriously. **Only** [**3%**](https://blog.hubspot.com/sales/salespeople-perception-problem/) **of people trust sales reps,** so it’s important to break past that barrier and build a trusting relationship, so your messaging can land on its feet, rather than being tossed aside. But don’t just rely on your own messaging, present clients with compelling and relevant evidence through case studies, testimonials, and reviews. ## Benefits of the command of the message method There are many benefits of using the command of the message sales methodology in your organization, but here are a few common perks companies see from this approach: - **Increased close rates.** By zeroing in on your prospect’s problems and how your solution solves them you can have more effective conversions that convert. - **Larger average deal sizes.** Focusing on the value you provide helps to justify the cost of your service, meaning customers will pay a premium to receive a better result. - **Boosted profit margins.** Continuing in this vein, value-focused selling prevents the need for discounts, keeping your profit margins intact. - **Stronger customer relationships.** Through building trust with your clients, and recognizing their leads your team will form strong relationships with their customers. - [**Bolstered sales team confidence.**](https://www.salesenablementcollective.com/sales-confidence-sales-readiness-and-sales-enablement-whats-the-difference/)This methodology will provide reps with messaging and frameworks to have focused conversations with customers with ease. - **More efficient** [**sales cycle**](https://www.salesenablementcollective.com/five-actions-to-shorten-the-sales-cycle/)**.** Narrowing in on your target persona allows your reps to quickly identify unqualified leads and focus their time on deals most likely to close. We also asked **Katie** what benefits she saw at her organization: > “The approach helped us build out sales decks in a way that provided a structured framework for capturing key information and articulating our value in partnership with the [PMM](https://www.salesenablementcollective.com/sales-enablement-vs-product-marketing/) team. > “It also equipped my teams to communicate the distinct advantages of our solution compared to our competitors. > “And drove consistency in the way our teams approached conversations, giving us a common language to align on throughout the sales process.” ## How to implement the command of the message methodology Want to get started with the command of the message sales approach? Here are the six steps to smoothly implement this methodology in your organization. Watch the [video](https://www.salesenablementcollective.com/designing-a-sales-methodology-that-works-video/). ### Executive buy-in The first step in implementing a new methodology is gaining [buy-in](https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/) from the sales leadership team. This will provide you with additional support when rolling this change out across the sales organization. When seeking buy-in from leaders, it’s important to focus on what matters most to them. In most organizations, this means emphasizing the impact implementing the command of the message methodology would have on revenue growth. It’s also useful to back up your claims with data, this can be done by sharing examples from other similar organizations or utilizing internal data on your sales team’s weak points (and expanding on how this method resolves them). Having a solid plan in place for how you’ll roll out the change, [manage resistance](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/), and train sales reps will further bolster confidence in your executive team. [What is change management in sales enablement?Change is at the core of sales enablement, which means it’s critical for sales enablers to understand the key pillars of change management.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-53.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_change_management.jpg)](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) ### Training and alignment Once you have the go-ahead it’s time to start [training](https://www.salesenablementcollective.com/making-virtual-training-effective-with-neha-divakarla/) your sales team and aligning them around this new sales methodology. Creating a structured training program to take your team through this change is key to ensuring they are well-informed during the transition. For best results, make these sessions interactive and practical, to allow reps to gain experience using this method. Your enablement team should also create internal [sales content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) for easy reference during conversations. This may contain a reminder of the structure, and a few examples of messaging tailored to your organization. The command of the message methodology has some terminology your reps might not know right away, so it’s important to create a shared understanding of these terms to minimize confusion. **Katie** shares more about this: > “The framework uses a lot of vocabulary that the teams have to learn and get comfortable with. The storytelling process can be a bit complex and not straightforward, which can frustrate teams. > “Start implementation by ensuring the teams are comfortable with the terminology (required capabilities, positive business outcomes, negative consequence, etc.)” [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-54.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-2-1-2.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) ### Implement the value messaging framework As we mentioned previously, the value messaging framework is a key component of the command of the message approach. That’s why defining your messaging strategy and conveying it to sellers is important. This involves: - Defining your buyer personas and ICPs. - Mapping key problems and pain points faced by your target audience. - Crafting your value proposition and messaging pillars. - Compiling evidence to back up your messaging. ### Adapt sales processes Ensure you update previous sales playbooks and guides to focus on the new methodology. Your sellers should have all the information they need to hand quickly, otherwise, they’ll be wasting time looking for updated resources. It’s also crucial to update your CRM fields to match the command of the message methodology. Consider working with your [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) team to determine the best ways to implement these changes. Don’t forget to train your sales reps on this new sales process too! 💡 Join our [growing community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) of sales enablement professionals, and chat about all things sales methodology, process, training and more! ### Monitor success To measure the success of your new methodology it’s important to set goals and track your sales organization’s progress towards achieving these targets. Here are some [metrics](https://www.salesenablementcollective.com/sales-metrics/) to track: - **Adoption rate —** How many sellers are using the command of the message approach? - **Win rate —** Has the number of closed/won deals increased? - **Average deal size —** Has the average value of deals won increased? - **Time to conversion —** Have deals been closing faster than previous periods? - **Sales rep confidence —** Do your sellers feel more confident in their abilities to close deals? You can also monitor qualitative insights such as analyzing sales conversations with a conversation intelligence tool or by asking your sales team for feedback on the methodology. ### Reinforce adoption At most organizations, you won’t immediately get 100% adoption from your reps. It may take a few reinforcement sessions for the information to sink in. That’s okay! It’s important to be patient and accept that everyone learns at their own pace. Here are a few ways you can reinforce adoption to your sales team: - Celebrate wins and highlight success stories. - Gamify the experience or provide a non-monetary incentive. - Provide personalized coaching. - Run follow-up sessions covering common challenges. - Create additional sales collateral to fill gaps. [Avoiding common pitfalls to enablement adoptionNeha Divakarla breaks down the common challenges when trying to increase sales enablement program adoption and how to solve them.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-49.png)Sales Enablement CollectiveNeha Divakarla![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/social---Avoiding-common-pitfalls-to-enablement-adoption.png)](https://www.salesenablementcollective.com/avoiding-pitfalls-to-enablement-adoption/) ## Skills sales reps need to know If you’re weighing up implementing the command of the message sales method into your organization, you might want to consider any pre-requisite skills your sellers need to make the most of this approach. While you can use this method anyway, it might be useful to run some training sessions on these skills before trialing a new methodology to see best results. These skills are: - **Product knowledge.** Your sellers need to know the ins and outs of your product to convincingly articulate its value and make accurate recommendations. - **Customer-centric approach.** Reps need to understand your customers and be able to tailor their messaging to specific prospect needs. - **Active listening.** This is essential for identifying customer needs, empathizing with them, and providing solutions. - **Flexibility.** Your customers aren’t robots, sellers need to be able to go ‘off-script’ and adapt to prospective customers’ responses. [The 4 Rs of successful leadership: Essential sales executive skillsVMWare’s Pattie Grimm explains how to be a successful sales leader while implementing new sales processes and adapting to change.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-48.png)Sales Enablement CollectivePattie Grimm![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1641584511182-094468c129ed)](https://www.salesenablementcollective.com/the-4-rs-of-successful-sales-leadership/) ## Command of the message vs other sales methodologies Many sales methodologies are available to organizations, which can be a tad confusing. Here’s how the command of the message approach differs from a few common methodologies. ### Command of the message vs MEDDIC [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) is a qualification framework that assists your sales team in deciding which prospects to spend more time with. This approach runs through a range of characteristics to identify which leads are sales-qualified and a decision-maker at their org. On the other hand, command of the message focuses on creating effective messaging used to convince those qualified leads to buy. ### Command of the message vs BANT [BANT](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) is similar to MEDDIC, as it’s another methodology focused on qualifying leads before continuing to the next stages of the sales process. Again, this differs from command of the message, which zooms in on seller messaging. ### Command of the message vs SPICED The [SPICED methodology](https://www.salesenablementcollective.com/spiced-sales-methodology/) is designed to help salespeople identify customer needs, and position their product or service as the solution to those needs. It does this by investigating these five areas: situation, pain, impact, critical event, and decision. The main difference between SPICED and command of the message is SPICED focuses on customer problems and creating urgency, whereas command of the message emphasizes showcasing product value and differentiating your offering from competitors. **In short:** these are both effective ways to structure sales conversations, so it’s up to your organization to choose the right one for your sales cycle. --- Learn more about sales methodologies in our helpful guide: [What is a sales methodology?Learn what a sales methodology is, and why Sandler, Miller Heiman, MEDDIC, Challenger, SPIN, and more remain popular sales methodologies across the world.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-47.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_methodology-1.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) ### The keys to a great sales kickoff, with Lisa Duncan URL: https://www.salesenablementcollective.com/the-keys-to-a-great-sales-kickoff-with-lisa-duncan/ Last updated: 2025-11-21T13:30:46.000Z ## More resources: [SEC Sales Enablement Innovation podcastDiscover new ideas, hear from your enablement peers, learn about the industry and much more with SEC’s Sales Enablement Innovation podcast![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-341.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Article-Image_-5.png)](https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/) ### What is sales enablement? [Video] URL: https://www.salesenablementcollective.com/what-is-sales-enablement-video/ Last updated: 2024-10-21T07:24:39.000Z ### More like this... [What is Sales Enablement? (A Comprehensive Guide)Sales enablement is a strategy which encompasses coaching, training, content, technology, processes, and all other activities with the aim of supporting and empowering sales reps to progress sales opportunities through knowledge-based interactions with prospects.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-39.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-enablement-vs-product-marketing--1--1.png)](https://www.salesenablementcollective.com/what-is-sales-enablement/) [What is sales onboarding? Everything you need to knowLearn how to build a sales onboarding plan that will effectively set up new sales reps for success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-40.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_onboarding.jpg)](https://www.salesenablementcollective.com/what-is-sales-onboarding/) [What is a sales methodology? \[Video\]Discover what a sales methodology is and how it helps sales reps in their role in this bitesize video guide. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-41.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/What-is-a-sales-methodology-1.png)](https://www.salesenablementcollective.com/what-is-a-sales-methodology-video/) ### Designing a competency and skills development program for long-term rep success URL: https://www.salesenablementcollective.com/designing-a-sales-competency-program/ Last updated: 2025-04-03T15:09:41.000Z [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) efforts are instrumental in driving impactful and measurable improvements in sales productivity and performance. However, the success of these efforts requires a comprehensive analysis of sales roles, quality and experience levels of talent filling these roles, and the short- and long-term knowledge and skill development needs for these roles. Most organizations address this through comprehensive onboarding programs that (over a period of several days or weeks) immerse the new sales reps into the organization’s culture, vision, growth strategy, products, selling motions, use cases, and more. Strong [onboarding programs](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) are one of the key pillars of sales rep success as they set the foundation of learning for reps and are one of the first learning experiences new sellers encounter at an organization. > However, learning is **not a one-time activity.** To help sales reps achieve high levels of performance after onboarding, they need continuous reinforcement of key concepts, regular opportunities to apply core skills, and dedicated enablement interventions to help them successfully meet the job expectations for their role. While onboarding can kick off the process of meeting the key requirements of a sales role, a more specialized enablement program (sometimes also referred to as everboarding) is often necessary to help new sales reps master key sales behaviors for sustained success. This is where competency development and skills enablement efforts come into the picture. This article covers: - Identifying core competencies - Designing role-based learning paths - Personalized learning - Assessment criteria - Best practices - Measuring impact ## Identifying core competencies and proficiency levels Competencies are **key skills, knowledge, and attributes** that sales reps need for long-term success in their job. Competencies are tied to specific roles and are structured to represent key behaviors and performance outcomes that a given role must meet to be considered productive and at par for their level. For sales roles, enablement teams must identify appropriate competencies related to: - [Product expertise](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) - Sales tools, processes, and systems - Professional [skills](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/) essential for selling In addition to role-specific competencies, additional competencies may be needed at an organizational or functional level. While identifying sales competencies, sales enablement pros must collaborate with sales leaders and executive sponsors to ensure the proposed competencies are in tight alignment with the organization’s strategic goals and business priorities. --- [How we finally developed a competency modelLaura DeRoche dives into how to create a competency model that will allow you to really understand what great looks like for your sales reps.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-17.png)Sales Enablement CollectiveLaura DeRoche![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-4.png)](https://www.salesenablementcollective.com/how-we-finally-developed-a-competency-model/) --- They should also seek inputs from frontline sales managers and seasoned sales reps on the key skills, role-based tasks, and job milestones reps must be prepared for, such as contacting a prospect, creating a pitch presentation, performing a demo, closing their first deal, asking strong qualification questions, etc. Not all sales roles are built the same. Each role has different expectations, outputs, and skills needed to be successful. Therefore, for each identified competency, sales enablement teams should also map the **level of proficiency** required. This means defining the level of knowledge and skill needed to satisfy the needs of competency for a given role. For example, a pre-sales role can be expected to be an expert in value-based selling, whereas a post-sales role may only need a medium level of proficiency in the same competency area. There are many ways to categorize proficiency levels. Proficiencies can be structured around **standard skills attainment levels** that advance progressively based on the understanding and acquisition of skills through training and practice, such as those used in the[ Dreyfus Model of Skill Acquisition](https://www.mindtools.com/atdbxer/the-dreyfus-model-of-skill-acquisition). ![Drefus model of skill aquisition. Novice -> Advanced Beginner -> Competent -> Proficient -> Expert](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Dreyfus-Model-of-Skill-Acquisition.png) Proficiencies can also be structured based on the three levels of **content difficulty** (target content, simpler content, and more complex content), or by using a **1-4 numeric scale** that signifies the level of understanding, with 1 indicating little understanding of the skill/knowledge and 4 indicating exceptional performance. ## Designing role-based learning paths Once the core competencies and their associated level of proficiency for each role have been identified, sales enablers must set up **role-based learning paths** that provide the appropriate enablement and learning resources required for competency attainment. These resources typically include [trainings](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/), videos, performance support materials (such as job aids, cheat sheets, user guides), practice exercises, assessments and knowledge checks, and certifications. The learning paths in a typical competency framework for sales roles can be structured around the following key content areas: ### 1\. Product expertise This content area focuses on providing core product knowledge to sales reps. The content included here is regularly refreshed to account for product release updates and new product/service introductions. In general, learning paths focused on product expertise include detailed enablement and training on the following topics: - End-to-end **product stack** and any supporting professional services, latest messaging and value proposition, standard use cases, and pricing & packaging strategy - Key [**customer personas**](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), their typical needs and business challenges, overview of the industries they operate in, and how the organization’s products solve the needs and challenges within each industry - Latest **solution offerings** based on customer’s identified business needs, along with practices that test the sales rep’s ability to develop solutions aligned to a customer’s pain points - Process, tips, and proven **strategies** for creating a strong pitch and business case, as well as performing a demonstration of the product to customers - Customer **case studies** within each key industry, domain, and geography included in the target market for the organization - Key **competitors** and their products, strengths/weaknesses, and how the organization’s product is differentiated and superior to competitor’s products - General customer [**objections**](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/)and how to handle them - **For technical sales roles such as solution engineers:** Technical overview of the products and their features, technical use cases and applications, reference architectures, and technical demonstrations ### 2\. Knowledge of tools, systems, and processes This content area is aimed at providing enablement that helps the sales reps gain an end-to-end understanding of the different tools, systems, and processes they need to use in their day-to-day job. This includes detailed training with built-in hands-on practice exercises on standard sales tools such as: - **Customer relationship management (CRM)** tool that the organization uses to manage pipeline, log sales activities, and customer contacts - **Configure, price, quote (CPQ)** tool that supports quote-to-cash activities - [**Sales intelligence**](https://www.salesenablementcollective.com/how-conversation-intelligence-can-single-handedly-create-your-coaching-culture-kevin-beales-vp-gm-of-allego/) tool that helps optimize sales processes and quicken sales cycles - **Sales acceleration** tool that helps automate and streamline administrative activities - **Sales analytics** tool that enables tracking and evaluation of sales activities and provides trends and relevant insights - **Marketing automation and lead generation** tool that helps automate repetitive marketing tasks and streamline lead acquisition and qualification processes In addition to the above, this content area usually also encompasses comprehensive training on the [**sales methodology**](https://www.salesenablementcollective.com/designing-a-sales-methodology-that-works-video/), which touches on: standard sales processes, entry and exit stages in the sales cycle, a methodology-based framework with tools & templates, key sales rep deliverables, selling techniques, and relevant sales policies. [What are sales enablement tools?There are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-18.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_cms.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ### 3\. Professional skills This content area comprises training on skills that complement the sales reps’ persona as a seller. These professional skills enable reps to successfully establish a meaningful connection with stakeholders and customers and swiftly execute their responsibilities as an agent of revenue growth. The following professional skills are usually targeted for enablement: - Presentation skills - Objection handling - Negotiation skills - Value-based selling - Social selling - Art of storytelling - Financial acumen - Business acumen - CxO conversation skills For sales leaders and frontline sales managers, additional skill categories are included, such as leadership, [coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/), influencing, managing for high performance, managing diverse teams, conflict management, leading in a virtual world, leading with empathy, unconscious bias, and more. 📖 Get your hands on our [Sales Coaching Playbook](https://www.salesenablementcollective.com/sales-coaching-101/) today! ## Providing a personalized path for learning All sales reps are different in terms of their *existing* proficiency levels. Even within the same role, reps may have varying levels of knowledge and skills, depending on their experience, exposure to the industry/domain/role, and professional and educational backgrounds. In order to meet each sales rep at their current proficiency level and give them a personalized path to improve their skills, sales enablers often employ **knowledge, skills, and abilities (KSA) assessments** to pre-test sales reps and allow them to assess where they stand and where they need to improve. KSAs allow sales reps to curate their learning experience and only focus on those areas within the learning path that are designed to meet the gaps between their current and expected proficiency levels. This in turn improves the impact and relevance of the competency program and enables reps to meet their competency goals faster. [Moving away from a ‘checkbox’ sales training mentality with Jaren Krchnavi, Siemens | SECSiemens’ Jaren Krchnavi explains why moving away from a ‘checkbox’ mentality will help your sales training be more successful![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-19.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/glenn-carstens-peters-RLw-UC03Gwc-unsplash-2.jpg)](https://www.salesenablementcollective.com/moving-away-from-the-checkbox-mentality-with-jaren-krchnavi-siemens/) ## Solidifying the success criteria and assessment framework Competencies must be supported by a framework that provides a clear roadmap and key performance indicators (KPIs) required for leveling up. This roadmap must chart out the lifecycle of sales rep development along with the success criteria for each developmental milestone. Sales enablement professionals can accomplish this by creating an **assessment rubric** that includes a rating scale for each competency. A **rating scale** not only serves as a consistent and fair mechanism for sales managers in evaluating the performance and behaviors of their sales reps, but it also acts as a guide for sales reps to track and assess their own progress. Most organizations use a 5-point rating scale: ![1. Unacceptable 2. Needs improvement 3. Meets expectations 4. Exceeds expectations 5. Outstanding](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Competency-scale.png) For each point on the scale, it’s important to qualify the **behavioral and performance indicators** that illustrate the level of performance at that point for each identified competency. This allows the evaluation of competency attainment across sales reps to be conducted in a standardized and unbiased manner. ## Best practices to increase the impact of the competency program A robust competency framework that accounts for the nuances of various sales roles, their expected skill and behavior outcomes, and corresponding success measures is instrumental in helping sales reps excel and meet their performance targets. The following proven best practices can help sales enablers ensure a successful adoption of the competency program and increase its overall effectiveness. ### Focus on critical competencies A competency program that tries to address all the competencies may not be scalable and may require a lot of time and effort upfront to roll out. It’s therefore better to focus on the **top competencies** that are essential to rep success. ### Manage volume and training Be mindful about the **volume and timing** of competency training requests for sales reps to avoid conflicts with their day-to-day job and afford them the right space, bandwidth, and mindset to learn. Space out the key learning milestones over a period of time and allow for continuous, **real-time progress tracking** to help the reps stay motivated. ### Practice makes perfect Create learning experiences that are accompanied with **practice opportunities** to foster greater immersion, retention, and reinforcement of learning concepts and skills. This can be accomplished through scenarios, assessments, live presentations to managers, demoing in front of a panel or audience, and role-plays. ### Use technology Leverage **enablement technology stack** to enrich reps’ learning experiences in a way that facilitates a seamless and engaging delivery of content. Many organizations use a dedicated sales enablement platform or a learning experience platform to organize and deploy their enablement content which can help increase the reps’ speed-to-competency. ### Engage sales leaders Involve **sales managers** throughout the various milestones of the competency program and seek their help in reinforcing skills and positive behavior within their team. Equip the managers with **resources** (such as a guide or a toolkit) that allow them to understand how to effectively use the assessment rubric and provide prescriptive guidance to reps on the skill areas that need improvement. [Enabling managers and working with sales leadership: what to knowWhenever sales enablement is mentioned, the discussion tends to center around enabling and supporting reps who are earlier in their sales career. While these are undoubtedly useful, it can be trickier to find guidance on how to maximize the potential of more senior salespeople![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-21.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1519963759188-0e9264cd7992)](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) ## Tracking the effectiveness of competency programs Competency programs are incredibly helpful for organizations because they provide a clear and direct path for professional development to sales reps. Despite the inherent value that competency programs provide, sales enablement members should have data-driven measures in place that track how well the program is meeting its objectives. This is critical to ensure that the program is effective and directly relevant in meeting the skills development and up-leveling needs of sales reps. This can be accomplished in a number of ways: - Evaluate the rep’s proficiency level for each competency **before and after** the program (KSA assessment is a great tool to use here). - Track the learning **completion**/training **attendance** rates for enablement provided within the learning paths. - Measure the **scores** received on practices, tests, and assessments. - Consolidate trends on **rubric-based ratings** across competencies. - Aggregate customer **satisfaction scores**, net promoter scores, and confidence ratings on learning content. - Monitor **direct rep feedback** received through course-end surveys or live training surveys. - Review feedback received from **sales managers.** - Evaluate reps’ **milestone-based metrics**, ability to consistently meet quota, and contributions to pipeline growth over time [Enablement metrics 101Carly Lehner discusses enablement metrics 101; why metrics matter, which metrics to use, and how to use data to inform enablement programming.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-20.png)Sales Enablement CollectiveCarly Lehner![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_metrics.jpg)](https://www.salesenablementcollective.com/enablement-metrics-101/) ## In essence Intentionally designed competency programs are a catalyst for talent development and high performance within a sales organization. When reps’ sales lifecycle is complemented with an enablement framework that is uniquely designed for rep growth, a robust foundation for sales excellence and flawless execution is established. By instituting a core competency framework that accounts for the skills and proficiency levels needed for each job role along with the success criteria that must be achieved to showcase success, sales enablement professionals can better support sales teams in developing targeted behaviors that signal high productivity and strong performance. ### B2B sales enablement guide: What it is, and how to excel at it URL: https://www.salesenablementcollective.com/b2b-sales-enablement/ Last updated: 2025-02-19T14:49:48.000Z ## What is B2B sales enablement? B2B sales enablement is a job role. One where you’ll help salespeople close deals and move prospects further along the buyer journey. In B2B sales enablement, prospects are other businesses. So sales reps talk to decision-makers at those businesses. This means you have to understand and appeal to both: 1. The needs and goals of the business, and 2. The human needs and pain points decision makers experience. ## The benefits of B2B sales enablement So, why should businesses have a sales enablement function? Ever watched a sales rep work? They were busy selling, right? All day, they’re on the phone, hustling to get deals over the line. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/10/stress.webp) **Average sales rep before Noon.* You know what it’s like to be this busy. So you know that, when you’re wholly wrapped up in the *doing* of a job, there’s no time to step back. There’s no time to improve processes. There’s no time to document best practices. There’s no time to produce helpful resources that can be reused infinitely. ### Where sales enablement comes in… But sales enablers can do these things for sales reps. They can stay separate from the action. They can keep an eye on the state of play. They can remain distant enough from the details of the job that they’re able to see the forest for the trees. With this perspective, enablers can make support plays to help reps. ### What enablers do In some businesses, enablers will support specific deals. Mostly, though, they’ll produce high-ROI resources that increase the effectiveness of *all* sales reps. They sit back from the action, keeping communication with their reps “in the field.” They produce and deliver supporting resources to those reps, helping them to close more deals and increase revenue for the business. These resources will have various aims, like helping salespeople to: - Handle common objections. - Better communicate the value of the product or service. - And to speak authoritatively about competitors. --- [Building a winning revenue enablement strategyPaul Butterfield explains how strategy mapping can set up your revenue enablement function for short- and long-term success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-33.png)Sales Enablement CollectivePaul Butterfield![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/debby-hudson-bAYP_kAtNWg-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/building-a-winning-revenue-enablement-strategy/) --- ## **How to build a B2B sales enablement strategy in 3 steps** You now know what sales enablement is. You know why it’s useful. **But how do you *do* it?** How do you build an overarching enablement strategy that your leaders love? Most sales enablement strategies consist of one or more of the following core components. Whether you tackle all three, and how in-depth you go, depends on the needs and available resources of your org: 1. Development of sales training and coaching programs 2. Production of enablement resources and content 3. Production of onboarding processes for new reps The approach to producing effective versions of these is largely the same. And it all comes down to understanding. Here’s the approach... --- --- ### 1) Understand your org’s overarching business objectives This is the true starting point of any strategy. You need to make sure you’re chasing after the same things as the company at large. For B2B sales enablement, this is usually pretty simple. The *company leaders* want to drive revenue and profits by closing more deals more efficiently. But your *sales* leaders will have their own specific goals, too. As the business’ sales enabler, it’s your job to support them in achieving those goals. Where these are specific, they’ll give you direction that can shape your enablement strategy. ### 2) Understand your buyers Most often, sales enablement means helping sales reps move buyers toward a buying decision. To do that, you have to understand the customer journey. Your org will deliver its own specific version of the buyer journey. Speak to stakeholders around the business. Figure out what that buyer journey looks like in an *ideal* scenario. Then figure out what it *actually* looks like in reality*.* Noticing where these two diverge can give you a good sense of where reps need your help. Ask the following questions: 1. What pain points do customers experience? 2. Where does the buyer journey take on friction? Where do prospects tend to get stuck? 3. What recurring objections does the sales team face? 💡 Feeling ambitious? Try meeting your buyers where they're at and serving them directly with buyer enablement content. Done right, good [buyer enablement](https://www.salesenablementcollective.com/buyer-enablement/) warms up leads earlier in the buyer journey. The result? Reps speak to warmer leads, and have an easier time closing deals. --- [Mapping the customer sales journey: Making sales buyer-centric | SECMapping the customer sales journey allows you to see touchpoints in a more meaningful context - learn to empower your sales reps with these maps here!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-35.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1519885277449-12eee5564d68-1)](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) --- ### 3) Understand your reps Don’t skip the above two steps. They’re critical. If your strategy doesn’t align with what your business and sales leaders want, you’ll never get it off the ground. At the same time, to really help your reps influence buyers, you need to understand the buyers themselves. That means understanding what they experience as they interact with your business at various touchpoints. But if you want to build an enablement strategy, there’s a third party you need to speak to. **The third party in question...** We’re talking about your sales reps, of course. Your sales reps face challenges as they try to influence and persuade potential buyers. It’s your job to help them overcome those. To do that, you have to know what they are and understand them. **So gather as much feedback as you can.** Gather feedback on existing processes. Figure out what a “good” sales rep looks like. Then figure out what a “great” rep looks like. **Who are your star reps?** Who are your overachievers? What are they doing that other reps are not? What sets them apart? Are these things teachable? Do the gaps consist of transferable skills? These are critical questions for your future sales training and coaching efforts, but you also want to understand what practical challenges reps face so you can: - Improve processes. - Improve software flows. - Produce useful content and resources. --- Build your enablement charter **The Enablement Charter Playbook walks you through:** - ✅ Exactly what an enablement charter is (and what it’s not), so you can create one the right way from the start. - ⌛ Pro tips and tactics for keeping your charter up-to-date, without it taking you hours a week. - 🛠️An easy-to-use template to give you a headstart in creating your own charter with confidence. - ...and more! [ Download the free eBook ](https://www.salesenablementcollective.com/enablement-charter-playbook-download/) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Charter_Report_Cover.png) --- ## The most common challenge in B2B sales enablement (and its solution) If price is a recurring objection for prospects, but you’ve got plenty of happy customers, you’ve got a price-to-value discrepancy on your hands. Prospects don’t yet see the value. So the price seems too high for the value they’re getting. **Some are willing to pay that price...** However, existing customers, experiencing that value first-hand, are happy to pay your price. If those who perceive the value are happy with the price, those who aren’t happy with the price might not see the value. **Communicating value...** Where your salespeople struggle to communicate the value of your product or service, one of two issues can stand in the way: 1. They don’t see the value themselves. 2. They see the value, but struggle to communicate it in a persuasive way. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/10/persuasive.webp) **Being persuasive in sales comes down to more than just this.* 👆 ### Create resources that help salespeople communicate the value It’s an awful lot easier to sell something you believe in. If sales reps don’t see the value in what they’re selling, their lack of conviction will show. They need to understand new products and features, and how they’ll help their prospects. If they don’t understand the value, they need to keep asking until they do. The best salespeople are conduits. They fully understand the value of the product or service, and it flows through them as they communicate it infectiously to prospects. ### Set up knowledge share sessions Organize sessions with product and development teams to communicate the value of new products and features to salespeople. But be careful. **It’s easy to get these wrong.** Product people aren’t always good marketers or sellers. It’s important that your salespeople dig for the deeper emotional benefits your new products or features hold for prospects. Don’t allow these sessions to turn into one-sided lectures about everything your new thing does. That’s not interesting to buyers. Your sellers should leave these sessions with plenty of emotionally-charged information about all the great things prospects will be able to do once they buy. --- [What is sales enablement content?In this article, we’re going to be focusing on sales enablement content, both internal and external-facing, and how to make it great.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-37.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_content_strategy-1.jpg)](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) --- ### Produce customer-facing resources You can also work with reps to produce customer-facing resources that help prospects see the value firsthand. De-risk the investment for the prospect by arming your reps with social proof and guarantees of product value in the form of testimonials and case studies for businesses of various sizes. This way, reps can describe cases where companies similar to that of the prospect benefited in specific ways the prospect will understand and see as achievable. ### Collaborate with other teams Work on improving the buyer journey at all stages by taking a revenue enablement approach. Work with other teams to figure out which buyer touchpoints you can help improve. This will indirectly enable your sales team by improving the buyer experience at various stages. Be careful, though, not to blur the lines between your enablement role and content marketing. Your sales team is your audience, first and foremost. Though you may sometimes create public-facing content, the purpose for that content will always be to help your sales team overcome specific problems they’re facing. ## 7 Tips for B2B sales enablement ### 1) Watch out for low adoption rates If no one uses the resources you create… They might as well not exist. And you can only improve them if people use them and provide feedback. Unfortunately, [low adoption is a common problem in enablement](https://www.salesenablementcollective.com/avoiding-pitfalls-to-enablement-adoption/). **The reality for salespeople** Salespeople are incentivized to close as many deals as possible. Your org rewards top performers, and sales attracts competitive people. No one wants to be a low performer, so reps create effective methods of their own they’d rather not share. This helps the individual, but it hurts the team. Reps might be unwilling to let go of these processes. They might be unwilling to share them. They might also be confident they can get better results doing what they’ve always done than by following your enablement advice. **Why to track content adoption…** The first step in solving this problem is to track adoption rates. Have reps log in their CRM, for example, whenever they use a particular deal. This way, you can just look at the win rates of deals that use either 1. Any enablement resource, 2. A particular enablement resource …and see if they’re higher than deals that don’t. **Other key metrics** There are other key sales enablement metrics to keep track of, too. These include: - Onboarding speed and time to first sale - [Sales training and coaching effectiveness](https://www.salesenablementcollective.com/how-to-measure-sales-coaching-effectiveness/) - Deal win rates - Sales cycle length - Onboarding Covering all of them is beyond the scope of this article, so check out our dedicated page on [sales enablement metrics](https://www.salesenablementcollective.com/sales-metrics/). --- [How to measure sales coaching effectivenessSales coaching can be difficult to measure - so we asked enablement experts how they measure sales coaching program effectiveness. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-36.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-measure-sales-coaching-effectiveness-social.png)](https://www.salesenablementcollective.com/how-to-measure-sales-coaching-effectiveness/) --- ### 2) Align sales incentives and KPIs with enablement goals One surefire way to improve adoption rates? Make it in reps’ best interests to use your enablement content. Align incentives, rewards, and KPIs with enablement goals. If reps *have* to use enablement resources to qualify for an annual bonus, they’ll use them. **What about pushback?** While you might get some short-term pushback, the goal is to create resources that boost the performance of the entire sales team. That *should* mean higher sales, more company revenue, and eventually a larger bonus budget for your sales team. In other words, these initiatives should *increase* the financial rewards for your sales reps. If people aren’t excited, make sure they understand this! ### 3) Collect feedback Want to create better resources? You need feedback on what you’ve already got. You’ll get pointers on what needs improving: - Format - Content types - How content is delivered Your reps will have opinions on all of these. **How else feedback helps…** When you seek feedback, you give reps a sense of control over the help they receive. This makes them feel empowered, rather than patronized, when you offer to help. But there are practical considerations. First, reps need to be able to give feedback as quickly and easily as possible. The feedback collection process is something they’ll repeat often. If they only rarely give feedback, you miss out on a lot of value. As with anything that’s repeated many times, any friction in the process becomes that much more frustrating, and that much more likely to put reps off giving feedback when they should. **What to do…** So make sure it’s *stupidly* easy for reps to give feedback. Automate every possible step, and prompt them to give feedback at critical moments (like immediately after a sales call). A Slack channel, or a board in your project management software, that’s readily available for ad hoc feedback and suggestions are also invaluable. If possible, attach these “idea scratchpads” to hotkeys on your reps’ keyboards so they can ping their ideas, suggestions, and feedback to you whenever they come to them. --- --- ### 4) Be humble Approach the enablement role with humility. You’re there to serve. Empowering reps to give candid feedback, especially when they’re experiencing the emotional sting of a lost deal, can give you invaluable insight as to which direction you need to go. **How early input helps** Getting input early from reps also helps get them bought in to the process. They become emotionally invested in the content you produce. They voted for it. They asked for it. **It's about how it makes salespeople feel...** They’ll be that pleased when they get it, because they’ll feel listened to. It’ll also solve actual, real challenges they face every day. This means the resources you create will have real impact on the team’s effectiveness. Even if you just eliminate frustrations and friction from existing processes, reps will feel supported, they’ll experience less frustration, they’ll enjoy their work more, they’ll be more positive, and this will boost productivity. ### 5) Decentralize control Most enablement functions are small. You can’t make all the decisions yourself. Empower your reps to determine their own destinies by polling them on the kinds of content they want and need most urgently. Give them control over, and a say in, what content you produce and when. This isn’t just about collecting feedback. It’s about giving reps *complete decision-making control*. **What to give reps control over** You might only give them control over small things. You collect feedback, determine what resource your time is best spent on producing next, and then they get to choose what format they have it in. Giving up some of the decision-making has **three huge benefits:** 1. You’ll lighten the workload for yourself. 2. You’ll produce more relevant and helpful content. 3. You’ll improve relationships with your reps. Giving control to reps, even if only over small elements of your enablement strategy, gets them emotionally invested. It boosts their understanding of the *why* behind your approach, and how it helps them. **In summary, this means:** - A more bought-in group of reps. - Higher adoption rates. - More relevant and useful enablement resources. All of which lead to higher win rates, more revenue, and happy bosses. --- [Building the ultimate enablement tech stack for sales successWant to revolutionize your sales enablement tech stack? Explore Global Head, Chris Book’s, game-changing approach to ensuring sales success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-34.png)Sales Enablement CollectiveChris Book![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Building-the-ultimate-enablement-tech-stack-for-sales-success-1.png)](https://www.salesenablementcollective.com/building-the-ultimate-enablement-tech-stack-for-sales-success/) --- ### 6) Iterate Always be improving the content you produce. This isn’t one-and-done. Reps might ask for one thing, and then realize the content rocks, but the format doesn’t. **This isn’t wasted time or wasted effort.** You’ve learned valuable information that allows you to produce something even *more* effective for your reps. The competitive landscape is always shifting, and what users want from your solution will change too. New features are getting rolled out all the time, and marketing teams are continually testing new market positioning and messaging. **The consequences of misalignment** When your reps fall out of alignment with these things, close rates suffer. So you have to keep your resources up-to-date. Don’t think of this as extra work. It’s an opportunity. An opportunity to make your most effective content *even more* effective. After a couple of versions, your enablement content will be *crazily* effective. ### 7) Audit your tech stack All businesses have a tech stack. Inside yours will be a set of [sales enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/). These tools may or may not be a great fit for you. In some cases, you’ll be able to change one piece of software and unlock masses of productivity overnight. Or, they’ll be a feature in a piece of software that’s available to you right now that you’re not using to its fullest potential. Call recording features, for example, are a goldmine of info. You’ll see (or hear) firsthand exactly where calls with prospects fall down. And then? You’ll know exactly where to direct your enablement efforts. Most sales enablement tech stacks consist of the following types of software: - Customer relationship management software (CRM) - Sales enablement platform - Sales intelligence - Conversation intelligence tools - [Content management software](https://www.revenueoperationsalliance.com/what-is-sales-content-management/) (CMS) Audit yours, and check that it’s everything it could be. Because if you get this right? You all but guarantee enablement success. --- Build your enablement charter **The Enablement Charter Playbook walks you through:** - ✅ Exactly what an enablement charter is (and what it’s not), so you can create one the right way from the start. - ⌛ Pro tips and tactics for keeping your charter up-to-date, without it taking you hours a week. - 🛠️An easy-to-use template to give you a headstart in creating your own charter with confidence. - ...and more! [ Download the free eBook ](https://www.salesenablementcollective.com/enablement-charter-playbook-download/) ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Charter_Report_Cover.png) --- ### Building the ultimate enablement tech stack for sales success URL: https://www.salesenablementcollective.com/building-the-ultimate-enablement-tech-stack-for-sales-success/ Last updated: 2025-06-26T13:21:51.000Z These days your [sales enablement strategy](https://www.salesenablementcollective.com/sales-enablement-strategy/) has to be just as innovative as your product or you risk being left behind. I'm Chris Book, and I lead the sales enablement function at commercetools. We're in the business of helping big enterprises sell online, providing the infrastructure they need when off-the-shelf solutions won't cut it and Shopify is too small. This makes our approach to sales enablement particularly interesting – if I do say so myself! So in this article, I'll share our formula for sales enablement success – from our core philosophy and [tech stack](https://www.salesenablementcollective.com/tech-stack-checklist-framework/) to our [onboarding program](https://www.salesenablementcollective.com/designing-a-sales-onboarding-program-from-scratch/) and continuous enablement strategies. Whether you're a seasoned enablement professional or just getting started, I hope my experiences and observations from a decade in the field will give you some fresh perspectives on leveraging technology for sales success. Let’s dive right in! ## **Breaking down our tech stack** Let me walk you through the technology that powers our sales enablement. At the core, we have our[ content creation](https://www.salesenablementcollective.com/content-mapping-template-framework/) workflow. Our instructional designers use **Articulate Rise** to create engaging, self-paced content. This then gets published into what I call our CMS (content management system) – and yes, I deliberately say CMS rather than LMS (learning management system). Here's why: I've noticed over the years that the value of traditional learning management systems has been declining. When you're building content outside the LMS using new tools like Articulate Rise, the whole concept of a formal LMS starts to feel a bit outdated! We use **Showpad** as our content management system, which hosts both internal and external content. Everything is integrated bi-directionally with our CRM – and yes, you might be surprised to learn we use this up-and-coming technology called Salesforce (I'm kidding, of course). This integration is crucial though because it means our sellers can access everything they need right where they work. Now, let's talk about what I call the "residual 20%" – those seemingly low-level, repetitive activities that actually make a huge difference. In our case, it's the **Google Workspace** tools. We're a Google house, and we spend a significant amount of time in these tools. It might seem basic, but being proficient in Google Meet for running remote sessions, utilizing breakout rooms, and managing Q&As effectively instead of letting the chat run wild – all of this matters *enormously* in a remote-first world. Speaking of remote-first, **Slack** is absolutely crucial for us – it's the heartbeat of our company. We've created some really active communities there. For instance, we have a channel called "competition", integrated with a tool called **Klue**. It's constantly buzzing with sellers sharing [competitive intel](https://www.salesenablementcollective.com/competitive-intel-checklist-framework/), and the threads underneath are gold mines of information. We even created another channel called "pain" where we [incentivize sellers](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/) with Amazon vouchers to share snippets where customers talk about specific pain points. The real magic happens in the conversation threads where our team discusses how we solve these pains. [Sales enablement tech stack checklistA practical guide for building and maintaining an effective sales enablement technology stack.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-32.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Go-to-Market--4--1.png)](https://www.salesenablementcollective.com/tech-stack-checklist-framework/) ## **Our onboarding and enablement strategies** [Onboarding new salespeople](https://www.salesenablementcollective.com/what-is-sales-onboarding/) – a crucial element of the sales enablement role – and a process where an effective tech stack comes in very handy! We use Showpad as our content repository, but here's the key – we have a loose, not strict, monitoring approach. We're not the type to say, "It's week four, and you're only at week 2.7 of the content!" That just doesn't reflect the real world of sales. Instead, we tell our new hires, "In week five, we're going to ask you to do some specific things. Here's all the material we've prepared for you. If you're the type who likes to studiously go through everything with a notebook, fantastic! If you're more of a wing-it person... well, good luck!" Gong has been a game-changer for onboarding. We give new hires access to a curated library of calls from our best sellers. In fact, one of the first things we teach them is how to find the gold dust in all those calls – how to filter for things like discovery calls for closed-won deals over a million dollars in the fashion retail sector. But onboarding is just the beginning. For ongoing enablement, we have several regular sessions: 1. **The Tool Shed** (yes, commerce*tools*... *Tool* Shed... we thought it was clever): This is a biweekly, internally focused session with subject matter experts. It's not mandatory, but we do track attendance. If someone's struggling to hit their numbers and hasn't attended a Tool Shed in six months... well, you can probably see the correlation. 2. **Partner Power Hour:** In the alternating weeks, we focus on partner content. Our business has a huge amount of partner attachment, and this helps us manage the demand from partners wanting to influence our sales team. 3. **GTM Newsroom:** Once a month, we run what's essentially a news program – fast updates starting with our CRO, moving to RevOps, always including marketing. We try to keep it engaging and fast-paced. We also do ad hoc certifications. We recently ran one called "Disco Inferno" for discovery calls, and now we're doing "Pitch Perfect." (Yes, we need to come up with a third musical reference – this is why I'm in enablement, not marketing!) [How to build a sales onboarding program \[Video\]Join four expert sales enablement leaders as they discuss the best practices of designing a sales onboarding program. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-28.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-build-a-sales-onboarding-program-1.png)](https://www.salesenablementcollective.com/how-to-build-a-sales-onboarding-program-video/) ## **Deep dive: How we use key platforms** ### **Showpad** Our approach to Showpad is all about ease of discovery. We've organized everything into intuitive blocks – product, partner, and competitor information (that's where Klue comes in). But we're not just throwing everything in there. We're actually quite strict about what makes the cut. We work closely with our customer marketing, content marketing, and product marketing teams to ensure everything in Showpad serves a purpose. The most engaging part? It's how our sellers share content with prospects and customers. This is where the platform really shines, turning from a simple content repository into a powerful sales tool. ### **Gong** You know, if I think back to when I started in enablement about ten years ago, Gong – or [conversational intelligence](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) in general – is hands down the single biggest technology game-changer we've seen. It started simple with call recording, but what it can do now is mind-blowing. Let me give you a few examples of how we use it: 1. **Collaboration**: We use it for seamless handovers between BDRs and AEs. Our pre-sales engineers and even the product team jump in on technically complex deals. The ability to actually hear what was said, rather than relying on someone's notes or memory, is invaluable. 2. **Deal inspection**: Being able to go in and see what was actually said in a call – game changer. And now that we're using Gong Forecast (if you haven't checked this out yet, you really should), everything is aligned. When somebody commits to a number, you can see the actual deals within that commit, and Gong will tell you whether it thinks the deal is likely to close or not. 3. **AI playbooks**: This is where it gets really exciting. We use the MEDDPICC sales methodology (not as highly adopted as we'd like) and Command of the Message in our sales process. We're building out AI playbooks in Gong to listen to what customers say and write in their emails to show whether there's evidence for each element of MEDDPICC. 4. Imagine a **deal dashboard** showing MEDDPICC across the top, with green, amber, or red for each element. Click through, and you get to the actual evidence from calls or emails. This is what I mean about keeping enablement as close as possible to the real world of selling. We're also using Camtasia for video editing when needed, and of course, I can't not mention ChatGPT. We're already using it to help create content, and I'm excited to see how that evolves. The key with all these tools is that they're not just shiny toys – they're carefully chosen and implemented to support our core philosophy of keeping everything as close to the real world of selling as possible. When technology serves that purpose, that's when you see real impact on sales success. ## **Conclusion** At the end of the day, our approach to sales enablement tech is all about making it as close to the real world of selling as possible. Whether it's using Gong to learn from top performers, leveraging Showpad for just-in-time content delivery, or using AI to analyze deal health, everything ties back to that core philosophy. The tech stack is important, but it's *how* you use it that really matters. For us, it's about creating an environment where our salespeople can learn, grow, and succeed in the most natural way possible – by staying close to the reality of their day-to-day work. --- This article comes from **Chris Book**’s insightful talk at our **2023​​ London Sales Enablement Summit**, check out his full presentation [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-london-2023-ondemand/?%5Fgl=1%2A1ri25vz%2A%5Fup%2AMQ..%2A%5Fga%2ANTE4NDkzODUxLjE3Mjc5Njk4OTc.%2A%5Fga%5F3EF659S2DL%2AMTcyNzk2OTg5Ny4xLjEuMTcyNzk2OTkwMS4wLjAuMA..&wchannelid=8zeqina8dg&wmediaid=x0o2g4o87k). ### Making virtual training effective, with Neha Divakarla URL: https://www.salesenablementcollective.com/making-virtual-training-effective-with-neha-divakarla/ Last updated: 2025-11-21T13:30:58.000Z **On this episode, we spoke to the fantastic Neha Divakarla! Neha discussed how to make virtual training fun and effective again, how to use positive distractions to keep your learners' attention, and more.** [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000671748500) [ Spotify ](https://open.spotify.com/episode/4idIkGVvkguYuqXo99lVQk?si=fa93ea7b51814147) ## Key talking points: - Why choose virtual training? - How to make virtual training fun again after Covid - Neha's framework for creating effective training - Using positive distractions to keep learners engaged And more! ## A little bit about our guest Neha is a multiple award-winning expert in Management Consulting with 18+ years of experience and specialization in the areas of Learning & Development, Learning Operations, Sales Enablement, Instructional Design, Change Management, and Project Management. Over the course of her career, Neha has been engaged with leading organizations such as VMware, Accenture, Cisco, Alcatel-Lucent, American Express, Amgen, Merck, AIG, Office Depot, NIIT, and more. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### 13 practical tips to deliver interactive virtual training your sellers will love URL: https://www.salesenablementcollective.com/13-tips-to-deliver-interactive-virtual-training/ Last updated: 2024-11-07T17:13:21.000Z Virtually delivered training is an essential training tool for [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) teams. While many organizations were forced to shift to an online model of training during the pandemic, others have been long-term followers of the art of virtual instruction, using this approach to reach a globally dispersed salesforce and achieving scale and cost-effectiveness. Virtual training environments offer a convenient, location-agnostic way of quickly dispersing critical information and updates to sales reps on an ongoing basis. However, many argue about their overall effectiveness and impact in terms of knowledge retention and recall. ## The challenge of virtual training One of the big reasons for this is[ ever-decreasing attention spans](https://www.apa.org/news/podcasts/speaking-of-psychology/attention-spans) that force the minds of our virtual learners to find opportunities for distraction through multitasking. According to the[ top 10 statistics](https://www.brighterdaymh.com/blog/average-human-attention-span) on attention span: - The average human attention span is around **8 seconds**. - The average span of a person attending a meeting is **20 minutes** and that of a person in a lecture is **10-15 minutes**. - When we shift to online content, the attention spans drop drastically, to **2-3 seconds** for someone reading online content and to about **8 seconds** for a person watching an online video. > Easy and continuous access to the internet and digital devices offers plentiful sources of distraction for our virtual learners. From quickly checking an email to responding to an instant message, text, or meeting invite, to reviewing new posts or notifications on social media platforms, our virtual learners have a ready abundance of avenues to keep them distracted. When this distraction happens in conjunction with trying to learn new information, it reduces the learners’ ability to absorb and comprehend the information and results in poor long-term retention and recall of that information. This in turn, minimizes the effectiveness of live online [trainings](https://www.salesenablementcollective.com/mastering-training-in-a-hybrid-workplace/) and significantly reduces the ROI on time, effort, and value of sales enablement teams responsible for designing and organizing these trainings. So what can sales enablers do to maintain the attention and engagement of their sales reps in virtual learning sessions and allow the message to stick? The answer is simple – **offer your own means of distraction**! [Making enablement work in remote settings | SECIn a world where so many sales teams are remote-first, enablement can be tough. Here, Katie Van Hoomissen explore how to maximise your enablement efforts in remote settings.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-10.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/avi-richards-Z3ownETsdNQ-unsplash-2.jpg)](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/) ## Types of engagement strategies While it’s impossible to completely eliminate the virtual learners’ urge to self-distract, it’s within the control of enablement practitioners to offer creative outlets for distraction in a way that’s aligned to the overall objectives of learning and aimed at offering a mental respite to attendees from the monotony of virtual instruction. **Macro-engagement strategies** such as organizing virtual learning cohorts, adding opportunities for live collaboration and practice through breakout rooms, leveraging scenarios and role-plays, using gamification and multimedia to explain complex concepts, incorporating competitions and reward systems to advance motivation and focus are all strong ways to help immerse sellers in virtual content. However, **micro-engagement interventions** are still needed **every 2-3 minutes** to consistently maintain the attention of virtual sales reps and keep them engaged and tuned into the contents of online programming. --- [10 top tips for running virtual sales kick-offs | SECIn this article, Celine Grey passes on what she’s learned from leading virtual SKOs so that you can make your next one your best ever.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-11.png)Sales Enablement CollectiveCeline Grey![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/timo-muller-fnXWXxw_3YU-unsplash-2-2.jpg)](https://www.salesenablementcollective.com/10-top-tips-for-running-virtual-sales-kick-offs/) --- Today’s meeting conferencing platforms come equipped with several standard tools, features, and integrated apps that [B2B sales enablement](https://www.salesenablementcollective.com/b2b-sales-enablement/) experts can easily leverage to make their virtual training experience highly interactive and captivating of sellers’ attention. These include: - **Chat:** The chat feature of teleconferencing software offers another creative way of engaging the virtual audience. Chat prompts that are relevant to the contents of the training can be dropped across the session to connect with learners and promote live collaboration and experience sharing. Chat prompts, when used correctly, are also an excellent vehicle for peer-to-peer learning and social participation. - **Reactions and annotation:** Other virtual meeting features such as reactions and live annotations can also be leveraged in a number of ways to keep a tab on the general attentiveness of virtual training participants and offer an innovative mechanism for interactive collaboration. - **Polls:** Almost all major virtual meeting systems offer integrated polling capability. Polls provide an opportunity to present a question – or multiple questions at a time – to virtual attendees in various ways (such as single choice, multiple choice, open text) and then share answers with everyone in the virtual training room. Sales enablement pros can pepper carefully crafted polls throughout the training session to keep the sellers engaged and attentive in the learning process while meeting the training objectives interactively. [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-12.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-2-1.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) ## 13 micro-interventions to deliver highly engaging interactive virtual training So, what are the different ways that enablement experts can adopt to add micro-engagement interactivities using these integrated meeting features? Here are a few highly practical strategies and situational examples that sales enablement professionals can follow to strengthen seller engagement and make the virtual training experience more robust and impactful. ### 1\. Open the training session with interactive prompts Interactive session openers and ice-breakers are a great way of reeling in virtual sales reps into the online session. - ***Where are you joining us from today?*** A chat prompt or a similar poll question listing the main geographical areas that the attendees are expected to be logging in from can be a great introductory activity. It can help foster a feeling of shared participation and allow the learners to appreciate the geographical reach and imprint of the session. Another interactive way of doing this is by sharing the world map or country map on the screen and asking the attendees to mark where they are tuning in from using the annotation tool. A social ice-breaking activity like this can pique and hold the interest of virtual attendees from the very start. - ***Share your name, role, and one fun fact about yourself.*** Another example is using a chat prompt like this that allows training participants to know each other better. This works well in smaller training groups and can advance the feeling of familiarity amongst dispersed attendees. Learning something personal yet fun about a peer in another corner of the world is a helpful way of bridging the geographical isolation and encouraging the learners to be more involved. - ***How are you feeling today?*** A question like this can be a poll with options that capture various feelings using text or emojis. It can also be a slide with various expressions that the participants annotate on. With members joining in from across time zones and through different times of their workday (or maybe even outside of their workday) and therefore with different moods, an activity like this can be validating and help lighten the mood from the outset. ![How are you feeling today?](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/1.png) ### 2\. Gauge audience interest in the session As the online facilitators approach the agenda for the training session, micro-activities that assess the interest of virtual attendees across various topics can be very helpful in uncovering the real-time learning needs and providing an avenue of directly engaging with the participants. - ***What are you most interested in learning about today?*** A question like this can be launched as a chat prompt, an annotation activity, or a poll listing the key topics that will be covered in the training. It encourages the sellers to identify the areas they can look forward to learning thereby promoting interest in the session. The responses often serve as a good jump-off point for the instructors and may even prompt them to tweak their content coverage and focus based on areas of maximum interest. This in turn, ensures high content relevance which encourages the sellers to stay engaged in the discussion. - ***What interested you the most yesterday?*** Another good interactive opener is recapping the key areas that were covered in a previous session. This can be especially helpful in multi-day virtual trainings. Connecting to previous day’s topics can help refresh memory, prompt recall of key concepts, enable mental connections to the day’s agenda, and increase the overall attentiveness of virtual learners. [Snooze-proof your product training | SECDave Chace explores the advantages of snazzing up your demos and training by using new, virtual tools.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-13.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/kate-stone-matheson-uy5t-CJuIK4-unsplash-2.jpg)](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) ### 3\. Check prior knowledge of the subject As the facilitators approach a topic within the virtual training agenda, meeting features like chat and poll can serve as an effective tool to gauge sales reps’ level of familiarity with that topic and to assess the current depth of knowledge across the virtual room. When interactive prompts like this are presented, it encourages sales reps to spend time thinking about their experience around a subject area and stay aligned with the objectives of the training. It also allows the facilitators to alter their instruction and interact with the sales reps based on their familiarity with the subject thereby keeping the depth of the training relevant and appropriate for the learners in attendance. Here are a few examples: - Which of the following [sales methodologies](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) are you familiar with? Select all that apply. - How many of you have created a competitive strategy before? Share in chat. - You want to review the financial data for your prospect and are looking for their Official Filings. Where can you find this information? Use the annotation tool to highlight your answer on the shared screen. ### 4\. Check confidence before and after a topic Virtual polls provide a great mechanism for tracking sales reps’ confidence levels before and after the training. The ability to self-assess their confidence level around a topic right in the beginning of training can motivate sales reps to pay better attention to topics where they rate themselves low. ![How confident do you feel in creating an error-free quote usig our new system?](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/2-1.png) Pollquestions that judge the comfort level around a subject area also help facilitators tune the style and depth of instruction required during the session. This in turn helps avoid losing the attention of sales reps who may find the training too high level or too deep for their needs. Here are some additional example questions: - How confident do you feel in creating your own pitch presentation highlighting our product’s core value proposition? - How would you rate your social selling skills? - How comfortable do you feel using our sales intelligence tool? ### 5\. Provide a teaser to an upcoming topic It can be hard to maintain the attention of sales reps during long virtual trainings. When the training instructors move from one topic to the next, interactive prompts can be used to provide a segue into the new topic. When used as a teaser to an upcoming topic, these prompts help the virtual reps stay connected to the flow of training and avoid becoming distracted during the transition from one topic to the other. These prompts can be delivered using chat, poll, or even reactions where the attendees are asked to “raise their hand” or click yes or no. Reactions offer a quick and easy way of ensuring that the virtual attendees are actively following the training concepts being taught. The number of reactions received also provide a real-time window into attendee engagement within a topic. Ask questions like: - How many of you have had to demo our latest product in the last two weeks? - Raise your hand if you know how this concept can strengthen your proposal. - Put a Yes in chat if you have seen a version of this process slide before. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SEC_Sales_Coaching_101_CTA.png)](https://www.salesenablementcollective.com/sales-coaching-101/) ### 6\. Gauge interest and relevance of the concepts being taught During the training, it’s critical to keep track of sales reps’ interest and understanding of concepts and identify whether they are finding the content and instruction relevant to their needs. Poll, chat, reaction, or live discussion prompts can help ensure consistent tracking of rep engagement and provide useful opportunities for interaction during the thick of a lecture. For example: - What do you think of this example? Can you see the benefit of doing something similar in your account? Share your answers in chat or raise your hand to discuss live. - Which of these customer business issues are you noticing in your accounts? Use the annotation tool and place a box around it on the shared screen. - Click Yes if you’re hearing this from your customers. ### 7\. Provide opportunity for experience sharing by asking interactive situational questions Another way to keep sales reps engaged in the virtual session is by adding interactive prompts that allow them to share their own experiences via chat or audio. This not only provides an enriching learning experience for other attendees but it also promotes the overall engagement and collaboration amongst the group. Here's an example: - What kind of success have you had in influencing how your customer spends their annual IT budget? - Which of the following sales analytics do you find most helpful and why? - Think of your last deal. What were the three value themes that were important to your customer? These situational questions enable the sales reps to absorb the spectrum of responses being shared and encourage discussion on what works best in what situations. [Game on: Get your sales team pumped with these 5 training competition ideas | SECDebbi Varela shares 5 creative ways to engage your sales reps in training sessions to improve and reinforce their skills.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-15.png)Sales Enablement CollectiveDebbi Varela![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/jonathan-borba-zfPOelmDc-M-unsplash-2-1.jpg)](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) ### 8\. Debrief of macro-engagement activities A great use case for integrated meeting features is in their application to debrief the class after a macro-engagement activity has just taken place. Instead of a fully spoken summary of the activity by the facilitator, it can be more impactful and engaging to conclude the activity with micro-prompts that force the virtual participants to stay connected to the activity and not immediately start to lose attention because they just completed a bigger activity. ![How will you change your negotiation approach based on what you learned? Answer using the chat.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/3.png) ### 9\. Take a pulse of the room Micro-engagement prompts, especially reactions, also serve as an essential tool in taking a general pulse of the virtual training class and see how connected the attendees are and if their attention is beginning to wane. The promptness and volume of responses can be a helpful indicator in identifying the engagement levels of attendees and making any corrective actions to the pace, delivery, or depth of instruction. Example questions include: - How are we doing on the pace? Click Yes if you are good or click Go Slower / Go Faster. - Would you like me to go into more detail? Click Yes or No. - That was a fairly complex explanation. Would you like to go over it one more time? Put a Yes or No in chat. ### 10\. Break the monotony of a complex slide or use as an interactive gap filler Virtual conferencing tools are excellent vehicles for introducing a mental break during complex discussions and holding the attention of virtual sellers during particularly lengthy stretches of one-way instruction. 🙋 Raise your hand if you consider that the benefits realization component should have been a part of your prior proposals. 💡 Do you believe that the highlighted points provide enough strategic justification to your customer? Click Yes or No. 💪 Let’s take a poll. How would you rate the strength of this objection handling response? [How strategic enablement increases sales effectivenessHighspot’s in-depth framework for strategic sales enablement success, leading you to consistent execution and positive business outcomes![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-16.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/sales-plays-1.png)](https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness-3/) ### 11\. Pose quiz questions to test knowledge of the concepts being taught Using online meeting tool features to deploy quiz questions interactively is another clever way of tracking the effectiveness of training while keeping the sales reps engaged. This strategy not only helps the sales enablers assess how well the training information is being absorbed, but it also allows the sales reps to validate their understanding in real-time and stay focused on the contents of the session. Here are some suggestions to get you started: - Based on what you just learned, what are the top three strategic areas to focus on in this fiscal year? - Which of the following classify as strong qualifying questions? Select all that apply. - What’s the biggest problem with AI-based applications? One-word answers only. Use chat. - Look at the chart displayed on the screen. What’s wrong with the numbers here? Highlight the problem areas using annotation on the shared screen. ### 12\. Introduce a fun element Depending on the length of virtual training and spacing of macro-engagement activities, it may be critical to break the monotony of instruction with interventions that allow the sales reps’ minds to relax, clear their palette, and offer them a controlled break from learning without allowing them to get distracted. Non-training related questionsthat acknowledge the virtual nature of the event while being a nod to the company culture can be a great strategy to reel back in the learners who may be experiencing 'Zoom fatigue' and looking for a mental distraction. ![Caption this image. Share your answers in the chat.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/4-1.png) ### 13\. Summarize the key learning points from the session It’s not uncommon to start losing the attention of virtual learners as a training session nears completion. Finding an interactive way of re-engaging sellers by recapping the key lessons from the session can help enablement professionals increase the retention and recall of key concepts as well as assess the training contents for relevance. This strategy also serves as an effective tool in helping the participants identify what they might have missed during the training that they may need to review the recording for. - Which of these takeaways did you find most relevant for your role? Select all that apply. - What top 3 things stood out the most to you in today’s session? Share in chat. - What’s the first call-to-action you will address immediately after this session? - What’s the most important thing you learned from this session? Use annotation to highlight it on the shared screen. ## Final words of wisdom Integrated online meeting features offer an innovative, efficient, and cost-effective avenue to track and maintain the interest of sales reps in virtual training sessions. When used creatively and responsibly, they can help replicate the same levels of energy, attention, and learning spirit as experienced in an in-person setting. It’s important to be mindful, however, about the variety and frequency of micro-engagement prompts being launched. Too many micro-activities can be off-putting and have the opposite effect. When used in excess, they can take precious time away from the actual training. For best results, devise your micro-engagement activities in tandem with the overall learning objectives of the training and macro-engagement interactivities, while making sure that there’s enough time built in for the actual instruction, acknowledgment of attendee responses, appropriate debriefing, and live discussions. By striking the right balance of engagement interventions, sales enablement practitioners can derive the maximum impact from the virtual learning experience while keeping their sales reps thoroughly engaged and immersed in the training narrative. *Want more from Neha on how to make virtual training effective and engaging? Check out her appearance on our podcast, where she dived deep into her techniques!* [Making virtual training effective, with Neha DivakarlaNeha Divakarla joins us on the podcast to discuss the world of virtual training sessions!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-38.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Youtube_Thumbnail_--1-.png)](https://www.salesenablementcollective.com/making-virtual-training-effective-with-neha-divakarla/) ### Taking the next step in the enablement maturity curve [Video] URL: https://www.salesenablementcollective.com/taking-the-next-step-in-the-enablement-maturity-curve-video/ Last updated: 2024-10-21T07:25:54.000Z ### More like this... [What is a sales enablement maturity model? | SECA sales enablement maturity model helps you track your team’s journey to becoming a key, strategic part of your organization. This article explains why the model is important and what it looks like.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-22.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/volodymyr-hryshchenko-L0oJ4Dlfyuo-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-enablement-maturity-model/) [Why you need to switch to revenue enablement \[Video\]Sales enablement is dead. Or, what Greg Qualls, Director of Revenue Enablement at Platform.sh, really means is it’s time to embrace revenue enablement instead.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-23.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Why-you-need-to-switch-to-revenue-enablement.png)](https://www.salesenablementcollective.com/why-you-need-to-switch-to-revenue-enablement-video/) [The lifecycle of sales knowledge \[Video\]Katelyn Cox, of ZenGRC, explains what the sales knowledge cycle is and how it impacts your enablement programs. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-26.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/The-lifecycle-of-sales-knowledge.png)](https://www.salesenablementcollective.com/the-lifecycle-of-sales-knowledge-video/) ### The lifecycle of sales knowledge [Video] URL: https://www.salesenablementcollective.com/the-lifecycle-of-sales-knowledge-video/ Last updated: 2024-10-21T07:26:12.000Z ### More like this... [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-24.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Author-Text-2-1-1.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) [Using AI to increase efficiency in sales enablement \[Video\]Ever wondered how you can get your job as a sales enabler done 40% faster? Josh Easby at NetBenefit Software, uncovers his secrets to using AI to get your work done faster. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-25.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Using-AI-to-increase-efficiency-in-sales-enablement-1-1.png)](https://www.salesenablementcollective.com/using-ai-to-increase-efficiency-in-sales-enablement-video/) [Taking the next step in the enablement maturity curve \[Video\]Leveling up your sales enablement function takes time, this panel of experts discusses the activities required to move from ad-hoc to strategic enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-27.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/The-sales-enablement-maturity-curve.png)](https://www.salesenablementcollective.com/taking-the-next-step-in-the-enablement-maturity-curve-video/) ### Gamification: The unexpected catalyst for sales enablement success URL: https://www.salesenablementcollective.com/gamification-catalyst-for-sales-enablement-success/ Last updated: 2024-10-25T07:43:51.000Z Ever wondered why some sales training sessions leave a lasting impact while others fade from memory faster than last quarter's numbers? As someone who's been in the trenches of sales enablement for years, I've cracked the code on what makes the difference. Spoiler alert: it's all about [**engagement**](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/). Hey there, I'm Mike Byrnes, former Senior Director of Sales Enablement at Schoox, and current Founder and CEO of Blaze Engagement, and today we're diving into the new math of enablement and engagement. We'll be talking about making lasting impressions and driving [real behavior change in your sales team](https://www.salesenablementcollective.com/how-to-handle-changing-attitudes-and-behaviors-in-the-modern-sales-organization/). So, buckle up and get ready to rethink everything you thought you knew about effective [sales training](https://www.salesenablementcollective.com/sales-training-coaching-and-development-toolkit/)! In this article, we'll explore everything from the importance of pre-work to why fun might just be the most valuable tool in your enablement toolkit. We'll look at survey results from your peers in the industry, share some out-of-the-box ideas that actually worked, and maybe even challenge some long-held beliefs about what [professional development](https://learn.salesenablementcollective.com/courses?%5Fgl=1%2Aueubl0%2A%5Fup%2AMQ..%2A%5Fga%2AMTI1OTUzOTQ0NS4xNzI2NzQ2MTM2%2A%5Fga%5F3EF659S2DL%2AMTcyNjc0NjExOS4xLjEuMTcyNjc0NjEzMS4wLjAuMA..%2A%5Fga%5FKVYRMDNSEY%2AMTcyNjc0NjEzNS4xLjAuMTcyNjc0NjEzNS4wLjAuMA..) should look like. So, let's dive in and discover how we can make sales training not just effective, but *unforgettable*. ## **My sales enablement journey** First things first, let me give you a bit of background. I've been a remote employee since way back in 2000\. Yep, you read that right – I was rocking the work-from-home life before it was cool. I've held the Certified Professional in Talent Development (CPTD) credential since 2006, carried a quota, and spent time as a solution consultant. Why am I telling you all this? Well, it's shaped my perspective on sales enablement and led me to some pretty interesting conclusions about how we can make our work more effective – and a whole lot more fun. [Creating effective sales training with the Tell, Show, Do, Apply frameworkLisa Duncan explores the Tell, Show, Do, Apply framework, and how it can make your enablement sessions more effective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveLisa Duncan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/07/SEC_Sharing_Article_Images_Author-Text-2-1.png)](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) ## **The state of engagement** Recently, we conducted a survey among sales enablement professionals, and the results were eye-opening. Here's what we found: 1. **Engagement methods**: Most of us are using a mix of demos, simulations, interactive Q&As, and role-plays. Some are even venturing into gamification (kudos to you forward-thinkers!). 2. **Making it memorable**: When it comes to making engagements enjoyable and unforgettable, storytelling, personalizing content, humor, and visual aids are our go-to strategies. 3. **Pre-work**: About 56% of us are consistently doing pre-work before our main engagements. That's great, but there's room for improvement! 4. **Fun factor**: Only 33% of us are consistently making our pre-work fun. Come on, folks – we can do better! _This post is for paying subscribers only._ ### “The exact mix of things that we’re often missing as sales enablers”, Felicita Calfat URL: https://www.salesenablementcollective.com/the-exact-mix-of-things-that-were-often-missing-as-sales-enablers-felicita-calfat/ Last updated: 2024-09-19T11:27:03.000Z **Felicita Calfat, Sales Enablement Manager** at **Sastrify** and **Sales Enablement Consultant** at **Pass the Peas**, has seen her role transform into one where she strives to enable others to become great sales representatives. At SEC’s 2024 Sales Enablement Summit in Amsterdam, Felicita was an attendee and a speaker, and in this case study she discusses: - Why she chose SEC Sales Enablement Summit Amsterdam specifically - What stood out to Felicita about the experience - Her advice for someone attending a Sales Enablement Summit for the first time ## Why attend SEC’s Sales Enablement Summit in Amsterdam? From Amsterdam and Singapore, to New York and London, Sales Enablement Summits touch down across more than a dozen cities every year, bringing collaborative, insightful networking and learning opportunities to sales enablement professionals. **Felicita** told us why our Amsterdam summit was the right match for her needs: “The first time I attended was last year in 2023 and I went along as a plus one for Heidi Kalmár, my manager at the time and a speaker. “I actually started working with her because she was someone with experience. Oftentimes sales enablement is this sort of self-taught trait, or you're the only one at your company doing it. “When I started to work with her it was exactly to have an example and direction in my career, so in that context, she invited me to come along to the **Sales Enablement Summit Amsterdam**. “That was super exciting, and obviously a really cool opportunity to network, get to see what other people in enablement are doing, etc. “This year, I joined as a speaker because I wanted to see how my findings would resonate and how I would fit within that context too.” --- [“Meeting like-minded people has huge value”, Heidi KalmárThis case study focuses on Heidi Kalmár’s experience as a speaker and attendee at the Sales Enablement Summit in Amsterdam.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/Copy-of-SEC_Case_Study_-13.png)](https://www.salesenablementcollective.com/meeting-like-minded-people-has-huge-value-heidi-kalmar/) --- ## What stood out to Felicita about the experience? Sales Enablement Summits provide opportunities to learn, grow, network, connect, and share experiences with your fellow enablement peers. With roundtable discussions, keynote speakers, networking brunch and drinks, and more all aimed at facilitating a thriving atmosphere of interconnectivity and collaboration. **Felicita** shared what she found most valuable about the experience: “It’s definitely a combination of everything - I don't think one thing, in particular, is the main attraction, the events provide that exact mix of things that we’re often missing as sales enablers. “Sales enablement isn’t something you study at college, so the Sales Enablement Summit is a unique opportunity to learn, exchange methods, and network. The need for those things is bigger as you're often alone in a company as a sales enabler. “I have to say, one of the big pluses is also the networking that goes along during the coffee and lunch breaks because there are lots of great summits co-located on site (hosted by SEC’s sister communities under [The Alliance](https://thealliance.io/) umbrella). "RevOps, and product marketing often work with sales enablement so chatting with these people is super interesting. In some companies, RevOps and enablement will be the same team, and I have, for example, worked very closely with just product marketing. The co-located summits are definitely a big bonus. “In terms of the lectures and keynotes themselves, they’re a really cool way to stay up-to-date on trends.” --- [Why annual Sales Enablement Summits are your best investmentsHeidi Kalmár, attendee and speaker at Sales Enablement Summit Amsterdam, speaks to fellow event attendees about what makes coming year in, year out so valuable.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveHeidi Kalmár![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/06/tempImageza4KEt.gif)](https://www.salesenablementcollective.com/why-annual-sales-enablement-summits-are-your-best-investments/) --- ## Advice for attending your first Sales Enablement Summit Decided to attend and want to get the most out of your time at the event? **Felicita** shared her advice for you: “I think it's always good to look at the speaker list and see who's talking about what, just to be a little bit in the loop on what topics are going to be covered in advance. For me, that was a really good way to get more out of the experience. “Because we’re often so alone as enablers, it's good to arrive at the event and already know who to reach out to, so that you get the most out of the opportunity to make connections. “Apart from that, it's good to just arrive and let yourself get surprised! There's no in-advance studying or anything like that you need to worry about. My #1 tip for second-time round attendees? Push yourself out of your comfort zone andtry the speaking experience - I really enjoyed it! “It's a really good way to connect, and from my second time attending, I also recognized some people and knew what to expect.” ## **How to attend** If you feel like you’ve missed out on something BIG - you have. 😉 But, don’t fret. There’s plenty more where that came from. We’re bringing the Sales Enablement Summit to a variety of worldwide locations every year. **Attend an SEC Summit and:** 🥇 Stay on top of trends to get ahead of your competitors 📈 Learn how to drive consistent growth with proven, actionable tactics 🗣 Network with your peers and make meaningful connections 🤩 Meet mentors and form relationships to help you excel in your career 🤝 Discover new talent and scale your team [Find our events schedule here!](https://world.salesenablementcollective.com/) ### Why you need to switch to revenue enablement [Video] URL: https://www.salesenablementcollective.com/why-you-need-to-switch-to-revenue-enablement-video/ Last updated: 2024-10-21T07:26:41.000Z ### More like this... [Using AI to increase efficiency in sales enablement \[Video\]Ever wondered how you can get your job as a sales enabler done 40% faster? Josh Easby at NetBenefit Software, uncovers his secrets to using AI to get your work done faster. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/09/Using-AI-to-increase-efficiency-in-sales-enablement-1.png)](https://www.salesenablementcollective.com/using-ai-to-increase-efficiency-in-sales-enablement-video/) [What is revenue enablement? Everything you need to knowRevenue enablement continues to grow - but what is it all about? In this article we dive into the definition of revenue enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SEC_Website_Article_Images_Doodles--2--1.png)](https://www.salesenablementcollective.com/what-is-revenue-enablement/) [Your guide to creating an unstoppable revenue enablement ecosystemDebbi Varela explores a 7-step framework that’ll help you create a thriving, efficient, revenue enablement function.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDebbi Varela![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/06/ben-vaughn-_VQJAf7hXqQ-unsplash-2.jpg)](https://www.salesenablementcollective.com/your-guide-to-creating-an-unstoppable-revenue-enablement-ecosystem/) ### How strategic enablement increases sales effectiveness URL: https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness-3/ Last updated: 2024-10-08T09:34:39.000Z **Almost every customer we speak to is trying to change or evolve in some way.** They are dealing with disruptive and aggressive competitors, demanding customers, and constantly changing business conditions. In nearly every market, companies are constantly tuning how they go to market. They may be launching new products, entering new markets, moving to selling value rather than features, or all of the above. They are trying to improve the productivity of their sellers, ramp their new hires faster, and drive a higher ROI from their marketing efforts. To support those changes, customers tell us about all the investments they are making. They are doing more... of everything. Pushing more things at their sellers, starting more initiatives, creating more content, building more training—but it isn't enough. The business strategy isn't turning into consistent execution on the ground, and too many great ideas "don't land" in the field. To understand why, let's start by focusing on the sellers. They are in the middle of all this, and they are the critical connection point to your customers. The company's challenges in the market hit their wallets every month. And for many of them, the global pandemic has turned how they sell on its head. In fact, *Gartner reports that 44% of B2B buyers now prefer not to speak to a sales rep at all*. Sellers experience an endless set of well-intentioned efforts to help that, unfortunately, often make things worse. New material comes at them left and right. When one new topic is launched, they learn just enough about it to get confused before being hit with the next one. For many sellers, the best strategy is to tune out the noise and focus on what is both familiar and comfortable. When that happens, change dies. As they struggle to achieve their targets, many sellers give up and leave. A few who are particularly talented or lucky will excel. The end result is a team performing far below its potential. Product marketing and enablement work overtime, often with frustratingly little to show for all their efforts. Getting sellers to change is notoriously difficult. **But that is the fundamental job of enablement - to drive change at scale**. Doing that effectively in the service of the key priorities of the business is what we call strategic enablement. Many of us in [B2B sales enablement](https://www.salesenablementcollective.com/b2b-sales-enablement/) have had to figure out what to do as we go along, because there hasn't been a standard framework we can rally behind to consistently make positive change happen. Companies have long used sales methodologies to align on what good selling looks like and used storytelling frameworks to craft their messaging. What has been missing is an enablement methodology to implement those ideas consistently and effectively. We've been fortunate to partner with hundreds of companies and thousands of practitioners, from some of the world's most sophisticated sales, enablement, and marketing organizations. We've worked with them to turn strategy into consistent execution and dramatically grow their businesses. **We'll show you what the most successful companies are doing and how you can apply it to your own business.** ## Strategic enablement framework: turn your strategy into consistent execution ![Graphic outlining a strategic enablement framework, consisting of call to action, consistent execution, business outcomes.](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Screenshot-2024-09-17-at-16.09.18.png) The starting point of the framework is deciding what you are trying to achieve. You might want to drive a specific strategic initiative, such as launching a new product, deploying a new sales methodology, or moving to value selling. Or you might want to build selling capability through a foundational program, such as improving how you onboard new sellers. In either case, the goal is to change rep behavior. #### Call to action: To drive change into your sales organization, it is critical to start by clearly defining what you want your sellers to do. The more detailed and specific you are about this, the better. You typically want to help them master key selling skills, learn knowledge essential for working effectively with customers, and engage effectively in leveraged behaviors that move the sales process forward. #### Consistent execution: With a clear idea of what you want to accomplish, you can turn that into action. There are three key steps: - First, systematically ****equip** your sellers with the resources they need. This might involve customer-facing collateral (such as a pitch deck, brochures, and case studies), internal collateral (a demo script and tips on objection handling), and one or more sales plays (what you want your sellers to know, say, show, and do). Success here means that sellers can say, "**I get it. I know what you want me to do, and I have the tools I need to do it*." - Then you ****train** them through a set of learning experiences, often combining self-service and instructor-led courses, with opportunities to demonstrate their expertise. Success means they can confidently say: "**I am confident that I know how to execute*." - Finally, you ****coach** them on the new activities in the real world. This is usually done by their managers, who may need support to know how to do it well. The goal is that sellers can say, "I have the support I need to be successful at this new activity with customers." - Supporting all three of these steps, you need to ****analyze** exactly what is and isn't-happening on the ground, with visualizations that help distill that data into insights you can act on. #### Business outcomes: The reason you are driving change is to achieve certain outcomes. To get there, you need to get clear on what you want, what success looks like, and how you will measure it. The more closely your metrics align to the actions you are driving in the field, the better you are able to measure the effectiveness of your enablement process. #### Enablement platform: You have to have the right enablement team, tools, and processes in place to implement the Equip, Train, Coach model. If elements of that platform are shaky or missing, you will struggle to drive change and execute effectively on your business priorities. **Let's dig into each part of the framework in more depth.** ## **Call to action** If you want to successfully drive change into the field, you first need to get very clear on what specific actions you want your sellers to do. It seems pretty obvious, but we've seen many, many companies get tangled up on this first step, or just ignore it altogether. When it comes to defining the call to action, there are two mistakes we see companies make over and over again: #### They aren't specific enough It's very common, for example, to launch a new product by providing a collection of assets that describe it, such as pitch decks and case studies. Then you hold a training session to teach sellers about the product... and that's it. The call to action is "**go sell the new product*". But that leaves all the hard work to the sellers. Which customers should they engage with? How? When? With what specific messaging? What happens next? If you haven't done the work to define exactly what you want people to do, you are almost guaranteed to get wildly inconsistent activity across the organization-and wildly inconsistent results. #### They have far too many One of the biggest and most consistent complaints from sellers is that they are constantly getting hit with new things they are supposed to be doing, and they never have enough time to master any of them. According to a 2021 survey, 70 percent of respondents reported that their company's sales process has become more challenging in the past 12 to 18 months. It is really hard to limit yourself to just a few calls to action when there are so many important business priorities. It'll force you to make hard prioritization tradeoffs. But if you ask sellers to do too many things, they won't do them consistently or well. Basically, you'll be asking every seller to make the difficult tradeoffs themselves, and each person will make different choices. Fundamentally, the call to action is the answer to the question, "*What is it going to take to achieve our goal?*". In the case of launching a product, maybe the key stumbling block is that sellers are dealing with a new persona they haven't worked with before. They have to learn how to do discovery and then compellingly articulate the value of the new product. **That's your call to action - getting all the relevant sellers to effectively do those two things**. Strategic enablement relies on doing the work across sales, marketing, and enablement to agree on a small number of very specific calls to action, by role, that you want sellers to do differently. That is the first step on the path to driving change effectively at scale. If systematically enabling the sales team is a new muscle the organization is trying to build, starting with just one very specific call to action can be a good approach. One success builds on another, as the organization gets increasingly confident about its ability to effectively drive change. ## Consistent execution ![Equip: publish content and sales plays. Train: provide training and practice. Coach: coach skills and knowledge. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Screenshot-2024-09-17-at-16.25.28.png) Now that you know what you want the sales team to do, it's time to execute. We divide execution into three pillars: Equip, Train, and Coach. Let's look at each of them. ### *Equip* sellers with the resources they need The first part of execution is making sure that you equip your sellers with the content and guidance they need to be successful. You are successfully equipping your sellers if they can say, "*I get it. I know what you want me to do, and I have the tools to execute on it*." **Content That Supports Your Go-to-Market** Sellers need to be equipped with the right content to be successful with customers: - Externally facing collateral, such as pitch decks, white papers, and case studies. These carry your message directly to the customer and help contacts act as mobilizers within the organization. Ideally you support each sales conversation along the buyer's journey with compelling content that reps can use and share. Presentations help model how those conversations should be structured. - Internally facing content, such as demo scripts, answers to objections, and price sheets. They provide key information that sellers need to have at their fingertips to be successful. It takes a lot of effort to build great content ...but it doesn't provide any value unless sellers are using it. In too many organizations, most "customer-facing content" is rarely or ever seen by a customer. This is evident in the fact that Forrester found that 70% of marketing content goes unused by sales. To get the maximum value from the content, ensure you provide the following: - The company needs a trusted system that acts as a single point of truth. - Sellers should have a compelling experience where they can quickly find what they need. - Content managers need a system that makes it easy to govern and archive content over time. - Content creators need data to know what is being used and what works. ![An image showing a woman on her phone, with a text conversation floating to her upper left. Texter 1: "I'm looking to get my whole team to execute on a new sales initiative - any thoughts on where to begin?". Texter 2: "The first part of driving consistent execution is making sure your sellers are equipped with the content and guidance they need, at the right time". Texter 1: "🤩".](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Screenshot-2024-09-17-at-16.27.58.png) Frequently, content producers, such as marketing, have limited information about how the materials they produce are being used in practice by sales or how they are being consumed by customers. Companies also often lack standard processes that get sellers and marketers in the same room to align on what's really needed. Content governance is either too tightly managed, to the point that most "real" content bypasses the process, or virtually nonexistent, forcing sellers to wade through content that is useless or out of date. The triple threat of too much content, poor governance, and a weak platform to organize and find the content means that reps finding what they need is a nearly impossible task for too many sellers. They download whatever they can find that seems useful and assemble their own sales kit (often sticking to it even after it is way out of date). **Guidance via Sales Plays that show what "good" looks like** If we want to get sellers to do something that is new or different, we need to be specific about exactly what it is we want them to do. Sales plays are the answer to this challenge. They pull together what a seller needs to know, say, show, and do in a particular situation, and they present it in a consistent format that is easy to use. The modern sales play bears little resemblance to the sales playbooks of old. Remember the three-ring binders that were printed at great expense and handed out at training sessions, only to gather dust on a shelf? Or the 80-page PDF that might still lurk in a corner of your sales portal? While those tomes were often very comprehensive, they had many challenges: - They were overwhelming and hard to navigate. - They were extremely expensive to evolve, so they quickly went out of date. - They described the theory of how deals were supposed to happen, but often the reality was very different and the recommendations weren't useful for sellers trying to get something done [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Screenshot-2024-09-17-at-16.30.52.png)](https://www.salesenablementcollective.com/the-essential-guide-to-sales-plays-highspot/) By contrast, the modern sales play serves as a "quick reference guide" that makes it easy for the seller to find what they need and take action. Modern sales plays do the following: - Are built to serve the seller, with clear calls to action. - Live where the seller works-often directly in the CRM system. - Are easy to find and navigate, being built in digestible, bite-sized elements. - Include the specific assets and tools sellers need to do their jobs. - Provide real examples-via recorded calls or videos-of top performers doing whatever it is that the seller needs to do. Each seller shouldn't have to reinvent the wheel regarding what a good conversation sounds like. Without the guidance that sales plays provide, you are asking every seller to do a lot of guesswork and figure it out for themselves. ### *Train* your teams to build confidence If you've done your job during the Equip phase, you have written down "what good looks like." But that doesn't mean sellers are actually able to do it. Buying a great book on skiing isn't going to get you down a slope. Training is how sellers build new skills and master new material. Just as important, it's also how they build confidence in themselves. Most sellers are reluctant to try something new with a customer, unless they are sure they can nail it. You know you are getting this right if sellers can say, "*I am confident that I have the skills to execute on this initiative*," - and if their managers can be confident that they are right. **Many companies short-change training in three ways:** #### 1\. They use an outdated training approach ("death by PowerPoint") - Training is passive and boring, limiting engagement. - Too much material is presented at a time, limiting what sellers can absorb. - Training isn't personalized and doesn't let sellers move at their own pace, causing some to be bored and others overwhelmed. #### 2\. Limited opportunities for sellers to practice There are limited opportunities for sellers to practice, so they don't build the confidence needed to apply new skills in the real world. #### 3\. Training isn't reinforced Training isn't reinforced by frontline managers in their regular coaching activities, so the half-learned skills are quickly forgotten. There is a lot of great research on how people master new activities, and the evidence is overwhelming that passive learning isn't very effective. The stereotypical sales training has sellers sitting glumly through a seemingly endless set of slides and lectures, trying to stay awake. It may be a cliché, but it's still happening, and it's a poor way to absorb material and be ready to put it into practice. ### *Coach* your teams to mastery The final piece of the puzzle is making sure that sellers are actually doing the new activities effectively in the real world, which depends on managers to actively coach them. > *This is probably the biggest gap at most companies we've worked with, and it is where many strategic initiatives die.* Sellers are very, very busy, and they usually live in a constantly changing and stressful environment. At most organizations, most of them are not attaining quota (a typical company, for example, has only about 30% of their sellers hitting full quota). Under huge pressure to drive their numbers, sellers are reluctant to adopt new initiatives when they are already struggling to master all the things they're already being asked to do. The most likely (and most natural) response to the latest new thing that comes along? Ignore it. To drive change, you have to push through that resistance. It is essential to enlist the support of your frontline managers, because they are the ones in direct and constant contact with sellers. Managers need to help sellers refine their craft, develop mastery, and hold them accountable for performing the new activity. That is easy to say, but few companies get it right. Coaching often happens in pockets, driven by a select few managers who are particularly skillful and tenacious. The companies that are successful at scaling effective coaching across their management teams tend to do the following: - Have senior leaders who model effective coaching and visibly reinforce its importance. - Create accountability for frontline managers to be effective coaches by measuring coaching effectiveness. - Standardize on a common coaching methodology. - Define what good coaching looks like for specific, high-impact situations ![Deal coaching: what's blocking a particular deal, how to move it forward, whether the seller will close it and hit the numbers. VS skill coaching: The process of developing a skill through one-on-one relationships with a manager or a peer. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Screenshot-2024-09-17-at-16.40.56.png) To create an effective culture of coaching, companies also need to clearly distinguish between **deal vs. skill coaching**. Most sales managers were promoted because they were good at sales, so they are very comfortable working a deal. They naturally fall into deal coaching when they talk to their people-what's blocking a particular deal, how to move it forward, whether the seller will close it and hit their numbers, and so on. > *To use a sports analogy, if a coach calls a timeout during a game to sync up with the players on the field before a big play, that's deal coaching.* But if a coach plays back a video clip after the game, shows the player what went wrong, and then takes them out to practice and runs them through that same situation many times with other players and gives them feedback, that's skill coaching. **Both are important opportunities for managers to help their sellers be successful.** However, deal coaching alone will only get you so far. Y ou only have so many timeouts to call. In the moment, you might help save a game, but it is primarily through skills coaching that you create a better player. It is through skills coaching that change happens. To support skills coaching, give your managers a framework defining the skills they should coach and guidance on how to coach them effectively. Your goal is for sellers to say, "I have the support I need to be successful at this new activity with customers." You know coaching is working if the following conditions are true: - You can track which sellers are executing the new behavior with customers. - Managers understand their role in coaching the new behavior, and change their own behaviors as needed to be more effective coaches. - Your operational cadence drives accountability for both sellers and managers. ### *Analyze* activity Historically, one of the biggest challenges with enablement was that companies didn't have the data to know what's actually happening on the field. Content, for example, was traditionally produced by marketing and thrown over the wall to sales. Marketers could get very little insight into what was really getting used and what was having an impact on customers to drive business. They were forced to rely on anecdotes and guesswork to assess impact and guide future investments. **Today, the situation is radically different**. As has happened in virtually every other aspect of business, there has been a transformation in the breadth and depth of data available. Modern tools give you powerful ways to track, assess, and hone your efforts. As you think about how to analyze your strategic initiatives and foundational programs, it is important to distinguish between **activities** and **outcomes**. Activities can be directly managed, and the sales team is in control of whether they happen or not. Outcomes are influenced by activities, but cannot be directly managed - they emerge from doing the activities effectively. As a simple example, the number of emails sent per day is an activity, while the percentage of people who open the email is an outcome. Activity metrics are a good place to start in assessing whether your enablement investments are getting traction, because they are leading indicators. > *Success starts from having the right activity happening in the field.* There are two primary types of activity metrics you will want to look at: #### Internal activity Find out whether sellers are ****engaging with your initiative** and leveraging the work you did to Equip, Train, and Coach them. Are they reading the sales plays, reviewing the content, and taking and completing the training? If they aren't paying attention, you are going to have a hard time driving change. If you are getting poor engagement, perhaps you haven't convinced them of the value. Reps are usually busy and stretched thin; you have to sell the seller by giving them a compelling reason to pay attention to something new. Or, perhaps the material isn't compelling. The sales play isn't approachable, bite-sized, and actionable. The training is long, boring, and doesn't feel relevant. Look at your drop-off rate as an indicator. #### External activity Check whether ****sellers are engaging in the right activities** in the field. That is what sales teams can truly control - what sellers do. For example, if you want sales to engage every existing customer on a cross-sell motion, is that happening? Activity metrics generally come from a variety of different systems, including (but not necessarily limited to) your CRM and enablement platforms. The key question to ask is, "**What activities do sellers need to be doing in order to be successful?*" Track those. If you aren't getting the activity you want, consider whether you have a mindset problem (sellers don't believe in what you are asking them to do), a skill problem (they aren't confident they can do it successfully), or an accountability problem (they haven't prioritized it and aren't being held to it by managers). These views allow you to assess how well your initiative is landing in the field -whether sellers are engaging with them and then doing the actions needed to make them successful. ## Business outcomes Ultimately, the goal of enablement is to help companies achieve business outcomes by driving change in their organizations. > *That means it is critical for business leaders to align internally on what those goals are and to make sure that enablement activities are driving toward those goals.* This may sound obvious, but on a daily basis we run into enablement practitioners who have been asked to execute on a program with little context as to how that program will impact the business. We also see many situations where marketing, sales, and enablement have different and independent goals, so the teams aren't acting together from a common purpose. At the highest level, there are generally a set of company outcomes that the C-Suite and the board use to measure the company's success. 💼 ****Company Outcomes** ****Financial:** Accounting measures of revenue, profitability, or cost (including financial forecasts). ****Stakeholder satisfaction:** Perception of your company by customers and employees. ****Market share:** Portion of your target market that you have captured. While these goals are critically important to the business, they are often too high-level and abstract for enablement teams to drive directly. We find that it is generally better to focus on sales, marketing, and enablement outcomes that are more directly tied to specific investments and initiatives. Business outcomes generally fall into two main categories: #### Sales outcomes While revenue is obviously a common measure of success, there are a range of other metrics that sales also cares about, for example, seller ramp time and retention. These metrics also include indicators that are critical for understanding the health of the business, like the seller participation rate (how many reps are hitting quota), pipeline generation (a key indicator about the future of the business), win rate (measuring competitiveness and ability to drive urgency), and the like. In addition to such standard metrics that are used across many businesses, sales might also be driving toward outcomes that are specific and critical to their business. #### Marketing outcomes Marketing teams have many outcomes that they focus on, some of which are driven directly and others that rely on the field to be successful. For example, generating brand awareness through marketing campaigns is often managed directly. But other outcomes are heavily dependent on "landing in the field," such as generating revenue through new strategic initiatives (e.g., launching a new product) and content ROI (influencing revenue through content shared with customers by the field). By defining the outcome you are driving toward, the more specific you can be, and the more likely you are to measure the effectiveness of your efforts. For example, "*grow top-line revenue by 10%*" is not usually specific enough to connect with any one particular initiative. There are many ways to grow revenue. A better outcome metric is directly tied to the change you are trying to drive. ![An example of a specific business outcome: "Improve the win rate by 8 points for cross-sell opportunities."](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/Screenshot-2024-09-17-at-16.54.00.png) Another practice to consider is to identify a set of outcomes that lead from the specific activity you are driving to the ultimate business impact you want to have. In the previous example, you might look at the number of new cross-sell opportunities at each stage of the funnel, leading finally to the win rate. This approach gives you early indications of success-you don't have to wait until deals close to see whether you are getting traction-and can help diagnose where problems lie, if you aren't getting the results you want. By clearly identifying the outcome you are driving and how you will measure it, each function understands why the change is necessary and how to know if it happened successfully. It is also an important way to test your call to action. - If the field successfully makes the change you are driving, is that enough to achieve the goal? - What positive impact on the business will the change have? If you aren't sure what metric you will look at to measure improvement, you may need to rethink whether you have chosen the right call to action. For the teams that are investing in enablement, you can combine the activity metrics and the business outcome data to measure: 📊 ****Enablement outcomes** It is costly to create content, plays, and training. Is it delivering the business impact you need? Measure internal engagement (whether the intended audience used the content, viewed the play, completed the training). For customer-facing assets, measure external engagement and impact-whether it was used with customers, whether it engaged them, and how much revenue it influenced. W****e routinely see that different types of content generate 10x or even 100x the amount of internal usage and external engagement**. Use that data to measure ROl and guide future investments. ## Enablement platform In order to do strategic enablement, you need to have the capability in place to implement this framework. That means you need the right team, tools, and processes. ### Team Enablement teams often organize themselves in two ways: - **Activity-specific**: Cross-cutting activities, such as managing content, often have dedicated headcount. - **Audience-specific**: Many teams dedicate headcount to the major audiences they are serving, for example, account executives and account managers. There are a mix of backgrounds that can provide very helpful context for enablement. We most commonly see people coming from sales, product marketing, learning and development, and operations. ### Tools - **Sales Enablement Platform:** An integrated solution for providing content, guidance, training, and coaching to the sales team. - **Analytics Dashboards**: Provides views on the activity and performance of sellers, content, plays, and training. The CRM and enablement platforms provide many of these insights, but companies often draw additional metrics from other systems. ### Processes - **Content Governance**: A cross-functional model for ensuring that the content available to sales is fresh, accurate, effective, and used. - **Enablement Methodology**: A systematic way to drive change into the field and achieve consistent execution. Enablement teams typically run a series of ongoing programs and events that they use to engage the field. 📆 ****Programs and events** ****Sales onboarding**: The program every new rep goes through to get them ready to sell ****Sales training**: Ongoing training sessions to develop skills and knowledge ****Assessments and certifications**: Program for reps to prove their skill and be recognized ****Sales communication**: Forums and channels for leadership to stay in touch with the field ****Sales Kickoff (SKO)**: Annual event to educate sellers about new priorities and initiatives Many companies are still in the process of putting these foundational programs into place and refining them. That is essential for getting the sales team ready to sell effectively ... but it isn't enough. That is a trap we often see enablement teams fall into once the basics are solid. They have an onboarding program, they've built sales communication channels, and they deployed a sales enablement solution. It's a great start, and the business is much better off ... but the enablement teams hit a plateau and struggle to show how they can go beyond running programs to become a strategic lever for the business. > **The answer?* Develop the ability to prioritize specific business outcomes, identify the right calls to action, and systematically drive execution that yields results.* **For most companies, the market is constantly changing, the product is evolving, new ways of selling are being developed, the competitors are swarming your weak spots, and you have to rapidly evolve**. Your sellers need to be learning machines to keep winning deals in rapidly changing conditions, and companies need to help them achieve that. So make sure your foundations are strong, and then use them to intentionally drive change and achieve the most important priorities of the business. ## The framework in action Putting it all together, here are the steps for applying the framework to your business: #### 1\. Identify the business outcomes that you are trying to achieve Business leadership needs to decide on the key priorities for this period (quarter, year, etc.) and how success will be measured. Often it is useful to identify granular sales outcomes (e.g. conversion rate from the Discovery stage to the Prove Value sales stage) as well as the ultimate goals that the business is trying to achieve (e.g. cross-sell revenue for a new product line). #### 2\. Define the call to action Given the outcomes you are aiming for, ask, "**What is it going to take?*". Clearly determine exactly which activities are supposed to be done by which set of people under which circumstances. Pick the most important activity to start with, and then work down your list. It's hard to focus down to a small number, but the field can only absorb change at a certain pace, and building excellence takes time. Trying to do too many things means that none of them will truly land. #### 3\. Equip sellers with content and guidance Provide the internal- and external-facing content they need, together with sales plays that define what sellers need to know, say, show, and do in the key selling situations. #### 4\. Train sellers with courses, practice sessions, and certifications Give sellers training that includes opportunities to practice and build confidence. If appropriate, have them prove their skills through certifications. #### 5\. Show managers how to coach the sellers on the activity Foster skills coaching in addition to deal coaching by prioritizing what managers should be coaching on and providing frameworks and resources for how to do it. Consider creating coaching plays that walk managers through it. #### 6\. Launch the initiative through your enablement platform (starting with managers) Leverage the foundations that your enablement team has put into place in order to get the initiative in front of the field. Share the priorities and success stories with the field through your sales communication channels and your events. Put the content, guidance, and training in your enablement solution, targeted at the appropriate sales roles, and include it in your ongoing sales development program. #### 7\. Analyze and drive activity, outcome, and impact Use analytics to measure and drive how your initiative is landing in the field. Assess enablement activity to see if sellers are engaging. Look at sales activity to see if the change you are trying to drive is happening. Look at sales and business outcomes to see if you are getting the results you want. Measure the enablement impact to drive ROl on your content, guidance, training, and coaching investments. ## Conclusion **We are living in a time of rapid and constant change, and companies need to be able to adapt even faster.** They can't just react. They need to be able to find and seize strategic opportunities that let them grow and thrive. They need sales agility - a way to reliably turn new ideas into systematic and disciplined execution in the field. That urgent need is why enablement is evolving so rapidly. From a disconnected set of programs, it has turned into a discipline, with a well-defined and rigorous methodology for driving success at scale and powerful tools to support it. It's a pretty new idea ... and it's an idea that's spreading like wildfire, because companies are seeing huge benefits as they invest in it. Just getting the foundations in place is a great start, and that's the focus for many companies that are early in their enablement journey. But when you move from there to strategic enablement, creating an effective and repeatable model for executing on your top business priorities, that's when you really begin to unlock the potential of your sales teams to sell-and for your business to grow. **We've watched as our customers have used this approach to grow dramatically.** They've used it to enter the public markets and deliver quarter after quarter. They've weathered the dramatic changes of a global pandemic and created an effective and repeatable model to evolve their businesses. They've taken control, defining their strategy and pursuing it with determined focus and disciplined execution. We believe that strategic enablement is a powerful lever for driving change and growing your business. We hope that the Strategic Enablement Framework helps you put your organization on the enablement path to success. --- [*Highspot*](https://www.highspot.com) *delivers the industry's best sales enablement platform and tools for increasing marketing effectiveness, sales efficiency, and revenue.* --- ### Joana & Sergio’s Coffee Talks for Solo Enablers: A Case Study URL: https://www.salesenablementcollective.com/joana-sergios-coffee-talks-for-solo-enablers-a-case-study/ Last updated: 2025-11-21T13:31:10.000Z ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SEC_Case_Study_-2-3.png) Sales enablement can be a lonely role, with solo enablers having no internal team members to work alongside and brainstorm with. Luckily, SEC’s enablement community is full of enthusiastic members eager to help and support their peers. And that’s exactly what [**Joana Borges**](https://www.linkedin.com/in/joana-vasconcelos-borges/) and [**Sergio Simón**](https://www.linkedin.com/in/sergio-simong/) did by starting Coffee Talks for Solo Enablers. Coffee Talks for Solo Enablers is a monthly group call hosted by Joana, **Head of GTM Enablement** at **GoodData**, and Sergio, **Global Sales Enablement Leader** at **Cobee**. Anyone is welcome to join in and chat about their experience as a solo enabler. Each month, the group discusses key topics and potential solutions to the challenges solo enablers across the globe are facing. We talked to Joana and Sergio about how Coffee Talks started, and why you should join if you’re a solo enabler looking for new connections and shared experiences! You can find all the info on upcoming sessions, and vote on future topics of discussion in the #solo-enablers channel in our [free Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/). 👈 ## What sparked the creation of Coffee Talks for Solo Enablers? **Joana:** Almost a year ago, Sergio was about to test three different tools and was asking for people for their experience with them. It was serendipitous in that I’d tested a few of those tools myself very recently. I offered to share my experience with them and we had an interesting chat. That’s how we both realized we're probably not alone, particularly in Europe, where the sales enablement function is less common. I realized conversations like ours, and the peer-to-peer brainstorming, isn’t something I can do inside my company. I can talk to people in product marketing about certain aspects of the job, or to sales leadership about certain parts but there's no one person that has the exact same challenges, deals with the same responsibilities, and so we thought that brainstorming as a bigger group could have some advantages. 💬 ****Attendee's view:** I've really enjoyed the solo enabler chats. It’s easy to feel isolated or alone as a team of one who plans several initiatives for the company. Meeting with solo enablers gives me a sense of being part of a large enablement team. It’s great to connect and work with like-minded people! \- [Allison Baldwin](https://www.linkedin.com/in/allison-baldwin-83b25049/), Director of Sales Enablement at MoxiWorks ## What has been the most enjoyable part of the Coffee Talks? **Sergio:** For me it’s the possibility of learning more about the priorities of other colleagues and peers. Sometimes, you’re so focused on your own day-to-day, that you don’t know exactly what's happening in the function in other companies, and you can’t really be aware of the trends, challenges, and priorities of other companies and colleagues. That's why, when we do this kind of brainstorming, it's allowed me to understand what's happening right now. **Joana:** It's been a really enriching experience. I'm learning a lot. The brainstorming aspect of it and realizing we're not alone is great. It has helped me realize we're not unique in the way we do our job. There are a lot of people dealing with the same responsibilities and overwhelming feelings of the sales enablement function - it comes with the job. I'd say it's great to feel listened to. You feel other people have the same challenges, and it's really nice to discuss specific topics - understanding how people are dealing with everboarding was a topic that wasn’t on the agenda for the last session, but we pivoted into that just because the conversation went there. 💬 ****Attendee's view:** All the meetups I have joined have been a great way to share with a wide variety of industry experts going through the same challenges as myself on a daily basis. Being a solo enabler can be a real challenge at times, trying to find your place with in the company and build a foundation to grow from. Hearing how others tackle these challenges, whether it worked or not, is always insightful. It's great to have a clan you can talk to in open space, where there is no judgment and can speak to like minded people across the globe. \- [Jack Leftwich](https://www.linkedin.com/in/jack-leftwich-71471633/), Sales Enablement Manager at Echo Analytics ## How has it been to work with the SEC team in organizing Coffee Talks? **Joana:** I have nothing but good things to say about it, it has been a really good experience. Harshil (SEC’s community manager) is super supportive. When we spoke to Harshil initially about organizing something like this, we asked if it was something that was allowed, and it was really well received by Sales Enablement Collective, and Harshil was extremely supportive and has been throughout the whole process. **Sergio:** From the very beginning we were told that “we’re going to help you with organizing this”, so posting, doing creative things for the announcement of sessions, so, yes, really helpful! ## If someone was on the fence about attending a Coffee Talks session, what would you say to convince them to come along? **Joana:** Everyone is super nice in the group! The meetings aren't recorded either. The only goal of the meetings is to share between each other and learn from one another. There's no pitching, no one's trying to sell anything. We're all coming from software companies, so I could pitch my software to Sergio's company, and Sergio could pitch his to my company as well, but we know that’s off limits. We're there to help each other and to have these conversations. It's a really nice group of people and everyone learns from each other. **Sergio:** Yeah, I agree with Joana. And every session, someone new is joining. So it's not like a group that we have with no one new coming along. Every session there are more new people joining, so I think that’s a message to everyone that they‘re not alone. 💬 ****Attendee's view:** The solo enablers group is where we come together to bridge the gaps between the sales enablement team and sales teams that still exist today by discussing unique ways to partner with front line sales managers and how we can empower their reps throughout their entire life cycle at the company, way beyond their first 90 days of onboarding. \- [Ariana Guerrero](https://www.linkedin.com/in/ariana-guerrero/), Sales Trainer at SheSells Academy ## Get involved! Are you a solo enabler? Is your interest piqued? There’s no better time to get involved! Sign up to our [free Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/), join the #solo-enablers channel within, and attend the next Coffee Talks for Solo Enablers and forge new connections and friendships with Joana, Sergio, and many more of your peers in attendance. 🤝 ### Sales Enablement Summit, San Francisco 2024 | OnDemand URL: https://www.salesenablementcollective.com/sales-enablement-summit-san-francisco-2024-ondemand/ Last updated: 2025-08-15T05:42:43.000Z Catch up on every session from Sales Enablement Summit, San Francisco 2024, including talks from LinkedIn, American Express, Microsoft, PayPal and more. _This post is for paying subscribers only._ ### Sales enablement vs marketing: What’s the difference? URL: https://www.salesenablementcollective.com/sales-enablement-vs-marketing/ Last updated: 2024-10-21T07:27:04.000Z Sales enablement is often mixed up with a few other terms, especially as it’s role in organizations isn’t always well defined. Today we’ll discuss the differences between sales enablement and marketing, plus some details on how they can work together. - Defining the terms - Differences between the functions - 4 ways marketing supports enablement - Best practices for aligning enablement and marketing - Sales enablement vs other marketing terms ## Defining the terms The first step in understanding the difference between sales enablement and marketing is to define the terms. **Marketing** is the discipline of promoting a company’s products and services to a target market. This can involve advertising, lead generation, market research, content marketing, and pricing strategy. [**Sales enablement**](https://www.salesenablementcollective.com/what-is-sales-enablement/) is a support function tasked with providing sales teams with the resources they need to close deals and increase revenue. This involves training, coaching, onboarding, and creating sales collateral. We know what you’re thinking…. *“These don’t seem that similar.”* And you’d be correct. Sales enablement and marketing are two distinct functions with different roles in an organization. But they also work together to create alignment across the customer journey and drive revenue growth. It’s this partnership that can cause confusion. [Strategic & tactical partnerships that drive the enablement successMelio’s Petek Hawkins explains how and why you need to create key partnerships to experience enablement success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectivePetek Hawkins![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/image7.jpg)](https://www.salesenablementcollective.com/strategic-tactical-partnerships-that-drive-the-enablement-success/) ## The differences between sales enablement and marketing Now we understand the basics of marketing and sales enablement, let’s take a closer look at the differences between these functions. ### Sales vs marketing expertise We touched on this already, but enablers and marketers have different areas of expertise. Marketing professionals are experts in promoting your products far and wide, and have the audience expertise to ensure your customers will love the campaign. They’re also great copywriters and [storytellers](https://www.salesenablementcollective.com/5-ways-to-craft-customer-stories-that-sell/), helping craft the perfect product messaging across various marketing channels such as email, social media, blogs, and more. Sales enablement professionals are experts in sales strategy and increasing seller productivity. They are well-versed in effective training and [coaching](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) methods that support reps to close deals. They also understand how to structure learning initiatives to ensure information is retained and work with various formats of sales content to ensure sellers always have the information they need to hand. Some types of sales content enablers produce include battlecards, [playbooks](https://www.salesenablementcollective.com/what-is-a-sales-playbook/), and sales scripts. > **In short:** marketing expertise vs sales expertise. So combined, your sales enablement team and marketing team hold expertise in the customer journey from awareness to purchase. (We’ll cover this in more detail later.) [Must-have enablement skills and why you need themKatie explores what some of the most desirable enablement skills according to statistics, and why they’re so important to the role.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/ben-white-mO9vKbG5csg-unsplash-2.jpg)](https://www.salesenablementcollective.com/must-have-enablement-skills-and-why-you-need-them/) ### Day-to-day responsibilities Next, we’ll dive into what these functions do on a day-to-day basis. The responsibilities of your marketing team can be quite varied depending on the job title but in general, marketing professionals' tasks include: - **Strategy:** Planning upcoming campaigns, defining product positioning, and other strategic initiatives. - **Social media:** Creating and posting organic and paid content across social media platforms to create brand awareness. - **Email marketing:** Sending promotional emails to a mailing list. - **Market research:** Keeping an eye on market trends, competitor activity, and consumer behavior. - **Tracking performance:** Measuring the success of marketing campaigns against metrics like click-through rate, engagement, and conversion rate. Whereas, the daily responsibilities of your sales enablement team include: - **Strategy:** Planning which programs and resources to create for the sales team and assisting sales leadership with the sales strategy. - [**Content creation**](https://www.salesenablementcollective.com/what-is-sales-enablement-content/)**:** Creating resources and sales collateral that sales reps can reference when they’re talking to prospects. - **Training:** Delivering synchronous and asynchronous training programs to improve the sales team’s knowledge and skills. - [**Onboarding**](https://www.salesenablementcollective.com/what-is-sales-onboarding/)**:** Training new sales reps on the processes and sales methodologies your org uses, and sharing vital product knowledge. - **Tracking performance:** Measuring the success of enablement initiatives with metrics like sales productivity, sales velocity, and win/loss rates. [How can you develop your sales enablement career? Alicia Anderson reveals allHighlights from our AMA with Alicia Anderson. She discussed standing out on your résumé and during interviews, moving to proactive enablement, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/mike-lewinski-iURMH0Lrz8Y-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/) ### Key stakeholders [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement-video/) and marketing also have differing internal and external stakeholders. Marketing teams work with the product team to ensure they’re highlighting the features and benefits of the offering to customers. They also collaborate with go-to-market teams to promote product launches. Marketers also work with sales and customer success to ensure a smooth customer experience throughout the customer lifecycle. (They also collaborate with sales enablement on this, but let’s not get ahead of ourselves.) However, the main stakeholder of the marketing team is external: **prospective customers.** Marketers must provide informative and appealing marketing content to their audience to increase brand awareness and conversions. Sales enablers, on the other hand, work closely with the sales team to understand their needs and provide excellent training and resources to the team. They’ll also work with sales leaders to help refine sales processes and strategy. Enablers may also work with [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams to optimize sales processes and onboard new sales technology. [How to overcome hurdles in your revenue process | SECKat and Johnny explain the keys to adapting and keeping your revenue engine going during a difficult economic period.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveKathleen Hartigan![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/jump-geb3c35c7c_1280.jpg)](https://www.salesenablementcollective.com/how-to-overcome-hurdles-in-your-revenue-process/) ### Metrics and KPIs We briefly mentioned some metrics sales enablement and marketing teams track but to fully understand their differing priorities, it’s best to take a deeper look. Marketing teams track: - Email metrics such as open rate, click-through rate (CTR), sign-ups, and unsubscribes. - Social media metrics such as likes, shares, comments, and clicks. - Conversion rates (how many people take action from the campaign) and marketing qualified leads (MQLs). - Customer sentiment metrics such as no. of mentions and whether the mention was positive or negative. - Paid media metrics such as cost per click (CPC) and return on investment (ROI). These metrics help to track campaign performance and attribute some sales to the marketing team. When marketing teams can “prove” they impacted sales, they are likely to get increased support and budget from leadership. Enablers, on the other hand, track metrics such as **sales velocity, win/loss rates, and seller confidence**. These [metrics](https://www.salesenablementcollective.com/sales-metrics/) measure the performance of sales reps, which can show improvements in productivity after enablement programs. Sales enablement pros may also track **content usage** to determine which pieces of sales content are most useful to sellers, allowing enablers to create more impactful collateral. ### Stage of customer journey Last but not least, a key difference between marketing and sales enablement is the stage of the customer journey they impact. Marketing efforts focus primarily on the pre-purchase stage of the cycle, helping customers to funnel from awareness to consideration. Enablers impact sales reps’ ability to sell, meaning they positively influence the purchase stage of the buyer cycle. [Mapping the customer sales journey: Making sales buyer-centric | SECMapping the customer sales journey allows you to see touchpoints in a more meaningful context - learn to empower your sales reps with these maps here!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1519885277449-12eee5564d68)](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) ## 4 ways marketing supports sales enablement When the marketing and sales enablement functions work together, they can create excellent business outcomes and cross-functional alignment between sales and marketing. Here are just four ways marketing can support their counterparts in enablement. ### 1\. Define buyer personas Marketers spend a significant amount of time on consumer research and understanding your org’s customers. With these insights, they create detailed [buyer personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/) to help envision your ideal customer (think of these as your perfect fictional customers). By defining these personas and creating a compelling story surrounding their lives, marketers help to bring the customer segments to life. In turn, making it easier for enablers to teach sales reps about their prospects. With these buyer personas defined, enablers can create training materials to educate the sales team on your organization’s ideal customers and their pain points. This is especially useful when onboarding new salespeople. ### 2\. Create effective content Marketers are experts in external-facing promotional content. So it makes sense for them to help the sales enablement team create content sellers can use to convince their prospects to buy. Whether it’s product brochures, written case studies, or video walkthroughs, the marketing team can produce excellent content to support the sales team. In partnership with sales enablement content, this client-facing collateral can lead to a higher win rate amongst sellers. [Creating content salespeople will love | SECGood sales content can be the difference between a successful and unsuccessful deal. Naturally, you want to create content that your salespeople get value from as they work to close deals. Too often salespeople don’t use the content that’s been created because they can’t get any value from it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1443916568596-df5a58c445e9)](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) ### 3\. Share product knowledge Marketing teams need to understand the product in order to promote it effectively, this means creating a relationship with the product team to understand how features work. Sales enablement pros don’t typically have this close relationship with the product team, so often rely on their marketing peers to share new product knowledge. Marketers might explain: - The story behind a feature. - The use cases of a new product/feature. - How your product differs from a competitor’s. - The best ways to describe a product/feature. In turn, this will be [shared with the sales team](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) in the form of trainings and product cheat sheets. ### 4\. Market research With all the market research, social listening, and [competitive intelligence](https://www.salesenablementcollective.com/competitive-analysis-porters-5-forces-template-framework/) your marketing team does, it’s no surprise they’re most up-to-date on what’s trending within your industry. By spilling the tea on these crucial market changes, your enablement team can prepare the sales team for tricky customer questions or emerging trends in the market. [6 enablement predictions for 2024 - what to expect2024 is set to be an exciting year for enablement - so here’s 6 predictions straight from experienced community members.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/marc-schulte-a2g3LM0cGFg-unsplash-2.jpg)](https://www.salesenablementcollective.com/6-enablement-trends-and-predictions-for-2024-the-communitys-view/) ## Best practices to align marketing and sales enablement Now we understand the perks of aligning sales enablement and marketing, let’s discuss some best practices for implementing this cohesion in your org. ### Align goals An easy way to align your marketing and enablement teams is to create a shared goal they can work towards. Without this alignment, these teams may accidentally be working against each other. > For example, if your marketing team sets a goal to increase awareness and sales of Product A, and your sales and enablement team wants to focus on selling Product B, it’s likely neither team would hit their targets. Communicating departmental goals allows these teams to work together to create better results (more on communication in a sec). ### Communicate It’s not revolutionary, but talking to each other can lead to fewer cross-departmental frustrations. Some ideas of how to communicate better include: - Setting up a shared channel to collaborate async, share insights/challenges/wins, and ask questions (that get answered). - Creating a meeting cadence to collaborate and share ideas – this can be quarterly, monthly, or more frequently (if your teams just *love* meetings 😵‍💫). - Provide more opportunities for feedback between departments, pair up enablers and marketers so they can occasionally send each other what they’re working on and get feedback from the other team. ### Share customer feedback Even more important than sharing feedback on each other’s work, is sharing insights from customers. Both teams will hear feedback from your customers and prospects, but (as we discussed earlier) these are coming from different stages of the customer journey. By sharing these insights and comments, your teams can form a better understanding of your customers across the entire buyer cycle. Leading to more targeted communications, and happier customers. [The importance of reducing customer cognitive load | SECUnderstand how to improve CX and increase sales by reducing your customers’ cognitive load.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveCharley Gale![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/photo-1620662831351-9f68f76d0b9a-2.webp)](https://www.salesenablementcollective.com/the-importance-of-reducing-customer-cognitive-load/) ## Sales enablement vs types of marketing To round out this article, let’s quickly disambiguate a few more marketing terms that are commonly mixed up with sales enablement. ### Sales enablement vs marketing enablement Marketing enablement is focused on supporting and training marketing professionals to be better equipped in their roles. The difference between sales enablement and marketing enablement is the focus of their efforts, to spell it out: sales enablement supports the sales team, and marketing enablement supports the marketing team. In many organizations, these roles will be combined to create a [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) team, which supports sales, marketing, and customer success pros. ### Sales enablement vs content marketing Content marketing is a sub-discipline of marketing focused on creating content such as blogs, podcasts, videos, infographics, and whitepapers to inform your audience. This can be confused with sales enablement, as enablers also produce content. The difference is that enablers produce content to help sales reps close deals (for example, [battlecards](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/), cheatsheets, and sales playbooks), while content marketers focus on providing free content to increase brand awareness. ### Sales enablement vs product marketing Product marketing is another type of specialized marketing which is focused on managing product launches, messaging, and pricing. The confusion arises as many product marketers also create sales content (or act as sales enablers in orgs without this function). But supporting sales is only a small part of a product marketer’s role, while it’s a greater part of an enabler’s. **Need more info?** We covered these differences in more detail in this article. 👇 [Sales enablement vs product marketing: Key differences you need to knowSales enablement and product marketers are often confused. Enablement focuses on supporting sellers; product marketing focuses on promoting products. Learn more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SE-vs-PMM--1-.png)](https://www.salesenablementcollective.com/sales-enablement-vs-product-marketing/) ### Sales Enablement Landscape Report (2024) URL: https://www.salesenablementcollective.com/sales-enablement-landscape-report-2024/ Last updated: 2025-11-21T13:31:21.000Z ## **SEC’s ultimate analysis of the sales enablement landscape** **Our biggest report is back.** Compare your enablement situation to 200+ of your peers. Learn the challenges your fellow enablers are facing, the opportunities they’re pursuing, the skills they desire, and more. You’ll find everything you need to know about enablement in 2024 in our free report. Get your free report ## Every enablement insight Curious about the state of the sales enablement landscape? Here’s some quick-fire findings to sink your teeth into before downloading the full report: - Over a third of respondents (39%) classified a “lack of formal, internal alignment on what enablement is or does” as one of their team’s biggest challenges. - One-quarter of respondents’ teams use AI in their day-to-day role “regularly”, on top of another 55% who say their teams make occasional use of AI. . - Just over half (51%) of respondents are on the same page as their leadership teams when it comes to what metrics enablement should be assessed on. ## Grab your copy, free of charge. 👇 ### Sales one-pager template URL: https://www.salesenablementcollective.com/sales-one-pager-template-framework/ Last updated: 2025-12-02T08:43:35.000Z A great sales one-pager distills your [value proposition](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/) into a clear, impactful format that captures attention and moves prospects further down the funnel. Whether you’re reaching out to potential customers, handing out collateral at events, or giving your sales reps a quick reference tool, this sales one-pager template is here to help you craft the perfect, concise pitch. ## What's inside the template? The sales one-pager template is designed to help you communicate the key benefits of your product or service in a clear, visual, and compelling way. It allows you to highlight the most important details that your prospects need to know — without overwhelming them with too much information. Key sections include: - **Compelling headline**: A powerful, concise statement of how your product helps solve customer problems. - **Product overview**: A quick breakdown of what your product is, focusing on its unique value and benefits. - **Case study or success story**: A real-life example that backs up your claims and showcases the impact of your product. - **relevant statistics**: Side-by-side stats that either highlight your product’s success or illustrate the pain points your prospects face. - **Customer logos**: Display the brands you’ve worked with to build trust and credibility. - **Call-to-action**: Clear next steps for the reader, including contact information. ## Download your sales one-pager template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![sales one-pager template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/sales-one-pager.png) [Sales one-pager \[template\]Sales one-pager \[template\].pdf63 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sales-one-pager--template-.pdf "Download") [Sales one-pager \[template\]Sales one-pager \[template\].docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sales-one-pager--template-.docx "Download") [Sales one-pager \[template\]Sales one-pager \[template\] We see a lot of requests for sales one-pager examples in our Slack community so to help you put your next (or first!) one together, here’s a template of all the key components to include. Then, all that’s left to do is get it designed and branded up and you’re good to…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyLauBpM0NnxFDVFDC0JrXp4H5jA_J_-3ZqVO5SOiWrUcRjNCXA4fQElZ7NvzwTlBoC_B7e1gIDaMtnyUrtVGj2exWxXpcLNVb6h3-cuT5jt17qM8D2S=w1200-h630-p)](https://docs.google.com/document/d/1Ch2DJgP3QpyCDrwGxkZqRJKZIOAGGxu2c1gCvL3cxYw/edit?usp=sharing) _This post is for subscribers only._ ### Avoiding common pitfalls to enablement adoption URL: https://www.salesenablementcollective.com/avoiding-pitfalls-to-enablement-adoption/ Last updated: 2024-10-08T09:35:13.000Z Strong adoption of [sales enablement programs](https://www.salesenablementcollective.com/how-to-gain-better-alignment-for-your-sales-enablement-program/) is imperative for the success of the enablement team’s charter and is an indicator of their continued value to the organization. Enablement adoption is also a strong measure of how well the program aligns with the sales organization’s vision and objectives and how strongly it meets the core learning needs of the target sales reps. [B2B sales enablement pros](https://www.salesenablementcollective.com/b2b-sales-enablement/) can envision, design, and build the best enablement programs to support their sales teams, but low adoption rates, poor consumption/registration numbers, and a lack of interest in the program are very real problems that enablers often face. Poor adoption rates signal a low return on investment (ROI) on the efforts of [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) teams and are often a result of gaps in the overall enablement process. So, what are the common reasons for poor reception and low consumption of enablement programs and how can sales enablement professionals avoid them? Here are a few key questions to consider and assess against. ## Do the sales teams need your program? Identifying and validating the need for enablement is a mandatory first step that must be completed before designing an enablement program. This means not only looping in the sales leaders on the enablement proposal, but also engaging key representatives from the sales teams to assess the appetite for the proposed enablement. Reviewing the key objectives, high-level outline, and major focus areas for the enablement with these stakeholders is a great way of ensuring that the enablement is targeted at solving a real, identified business need such as (but not limited to): - Bridging a competency or a [skill gap](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/). - Providing learning solutions for an identified gap in product, solution, process, tools, or go-to-market knowledge. - Supporting any transformational initiatives across the business that impact roles, processes, and tools. - Updating any existing enablement programs, such as product learning paths, [sales onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/), sales leader enablement, sales methodology, and more. [How strategic enablement increases sales effectivenessHaving talented sales reps might mean that your sales org sees consistent excellence — but for how long can you sustain this agile approach to selling? The Highspot Strategic Enablement Framework can help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveHighspot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/04/highspost-strategic-effectivness.png)](https://www.salesenablementcollective.com/how-strategic-enablement-increases-sales-effectiveness/) ## Do you have buy-in from the sales leadership for your sales enablement program? Securing [buy-in](https://www.salesenablementcollective.com/how-to-get-senior-management-buy-in-for-a-sales-enablement-strategy/) and sponsorship from sales leaders upfront is a critical milestone in the enablement process. Ensuring your sales leaders are aligned with the need and value of the proposed enablement program and can be counted on to call upon their reporting hierarchy of managers and sales teams to consume the program. Sometimes, a simple e-mail, a brief segment in an ‘All Hands’ meeting, or a two-minute promotional video from the sales leader to their team on the importance of the program can provide the necessary ambassadorship and backing needed to get the sales teams interested in the program even before it has launched. Continued encouragement from sales leaders while the enablement program is live is also helpful in keeping the momentum going and motivating sales teams to complete the program. ## Do the sales teams know your program exists? Sometimes a less-than-ideal adoption rate of a sales enablement program is a result of poor communication and awareness efforts. Enablers should ensure that all new sales enablement programs are executed with a carefully designed communications plan. This plan should include the deployment of communication and awareness interventions before, during, and after the program so that: - If the program is **synchronous** (such as an instructor-led training or webinar), sales teams are cognizant of when the program is launching and can plan to register and attend the same. - If the program is **asynchronous** (such as a self-paced training, a video, or a just-in-time resource), sales teams can set aside time within the program deadline, if applicable, to consume the program contents as part of their day-to-day job. [Making enablement work in remote settings | SECIn a world where so many sales teams are remote-first, enablement can be tough. Here, Katie Van Hoomissen explore how to maximise your enablement efforts in remote settings.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/05/avi-richards-Z3ownETsdNQ-unsplash-2.jpg)](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/) ## Are the contents of your enablement program directly relevant for sales teams? High content relevance and appropriate content depth are absolute requirements for an enablement program to be successful. If your sales teams find that the content has significant information gaps, is duplicative, or is not deep enough, they will not be motivated to consume the program in its entirety (which will impact the completion rate). They’ll also be less likely to refer the program to their peers (which will impact the net promoter score for the program). Therefore, it’s key to ensure the core information included within the enablement program is accurate, complete, relevant, and appropriate for the targeted sales teams. > There is often a gap between what the subject matter experts (i.e., product or marketing teams who provide inputs or source materials for enablement) think is relevant vs. what is really important to those in sales roles. Often, piloting the program with a small group of sales team members before the full roll-out, or conducting content reviews with identified “champions” within the sales teams before launch can easily help validate whether the designed program meets the learning objectives it set out to achieve. This allows the flexibility for any necessary pivots and for any identified gaps/deviations to be addressed ahead of time. [3 ways to create an effective sales coaching programDiscover three ways to implement an effective sales coaching program in your organization. From gaining buy-in, facing uncoachable reps to choosing a framework.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/3-ways-to-create-an-effective-sales-coaching-program-1.png)](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) ## Is your enablement program too monotone? Sometimes, a given sales enablement program can have sufficient sponsorship, be focused on a valid business need, and have the appropriate content, but it may still suffer from low adoption rates because of how it’s structured and how the information is packaged and dispersed. This is where the Instructional Design function within the enablement team becomes important. Instructional Design experts focus on learning behaviors. They leverage creative learner experience design strategies that consider how different people learn. Some ways to add variety to your program and cater to different learning styles include: - Chunking the enablement content into bite-sized pieces (for example, micro-learning). - Providing a multi-modal experience (for example, instructor-led, video-based, self-paced, or just-in-time/offline). - Threading in opportunities for application and practice (for example, knowledge checks, assessments, scenarios, or simulations). - Including strategies that foster content retention and recall (for example, drip learning). [Creating content salespeople will love | SECGood sales content can be the difference between a successful and unsuccessful deal. Naturally, you want to create content that your salespeople get value from as they work to close deals. Too often salespeople don’t use the content that’s been created because they can’t get any value from it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1443916568596-df5a58c445e9?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDM1fHxoYXBweXxlbnwwfHx8fDE2MzU5MzM4MjI&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/creating-content-salespeople-will-love/) ## Is the “user” experience not ideal for sales teams? Another aspect of Instructional Design that may often be overlooked is the experience of sales teams as “end-users” as they go through the program. How an end-user navigates through the contents of an enablement program and how easily they’re able to find and consume this content are directly related to the speed of rep adoption and overall quality of experience. To ensure the best user experience for their sales teams, enablement professionals must conduct a review of all peripheral systems that the enablement program depends on to deploy and host its contents. This may include a Learning Management System (LMS), a Learning Content Management System (LCMS), a Learning Experience Platform (LXP), a video hosting platform, internal websites, wikis, internal shared drives (such as OneDrive, Box, Google Drive), etc. The flow of information from one system to another should be seamless, accessible, intuitive, and integrated in such a way that end-users can: - Easily navigate across systems. - Understand and use the basic functionality of each system intuitively. - Quickly search for and access the information they need. - Progress from one section to another without any glitches. - Have a contact they can reach out to for support if they get stuck. [What are sales enablement tools?There are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_cms.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ## Does the roll-out timing of your enablement program conflict with any key events? Before rolling out their enablement program, consider any key events that may be on the horizon and have the potential to be in direct conflict with the program launch. Yearly events such as [sales kick-off](https://www.salesenablementcollective.com/learn-to-create-the-ultimate-end-to-end-sales-kickoff-experience/), annual customer/marketing events, key industry events, and quarterly events such as quarter close and fiscal year close can compete for the attention of sales teams and cause them to be more strapped for time, and therefore less engaged and motivated to participate in the enablement program. ## Are there any parallel efforts that overlap with your enablement program’s objective? Similar to key events described above, sales enablement professionals should also assess that there are no internal cross-functional/cross-team initiatives in progress that may overlap with their enablement program’s objectives. In bigger organizations where the enablement charter may be shared across different teams, it’s best practice to stay in touch with cross-functional peers and be in the loop on their enablement plans and projects. Parallel programs or complementary but isolated initiatives have the potential to compete with each other for the sales team’s attention. This results in wasted cycles and poor adoption rates for both programs. [Snooze-proof your product training | SECDave Chace explores the advantages of snazzing up your demos and training by using new, virtual tools.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/09/kate-stone-matheson-uy5t-CJuIK4-unsplash-2.jpg)](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) ## Are there opportunities for feedback within your enablement program? Finally, there may be factors outside of the control or knowledge of the sales enablement team that may act as a hindrance to the overall adoption of an enablement program. To address this, make sure there are built-in opportunities for feedback within your enablement program to allow the sales teams to share their feedback, opinions, and suggestions in real-time with the sales enablement team. By integrating an external survey form, leveraging tool-specific native feedback capabilities, or providing a simple e-mail alias to contact, sales enablement professionals can ensure that any critical feedback that impacts the quality or relevance of enablement content can be flagged and addressed quickly. ## Final thoughts A lot of time, effort, resources, and budget goes into designing, developing, and deploying great sales enablement programs. Following these simple and proven best practices can help to ensure the smooth adoption of enablement initiatives by sales teams and enable them to garner more impressive consumption and satisfaction metrics that showcase and highlight their team’s success. ### Achieving alignment and gaining buy-in with Brooke Coletti URL: https://www.salesenablementcollective.com/achieving-alignment-and-gaining-buy-in-with-brooke-coletti/ Last updated: 2025-11-21T13:31:40.000Z **On this special episode, we spoke to Brooke Coletti ahead of her keynote at 2024's Sales Enablement Summit in San Francisco! Brooke discussed her keys to alignment, the steps she takes to gain buy-in on her enablement initiatives, and more.** [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000668137522) [ Spotify ](https://open.spotify.com/episode/1LgHZ0NOedIRZrwiKHnXrM?si=065bd9dc0a1e4ff7) ## Key talking points: - The importance of stakeholder buy-in - Brooke's key stakeholders whose buy-in you need to achieve success - Steps you can take towards long-term alignment - The impact of trust and alignment on enablement And more! ## A little bit about our guest Brooke is one of [2024’s SEC Ones to Watch](https://www.salesenablementcollective.com/enablement-ones-to-watch-list/) and Senior Scaled Go-To-Market Enablement Manager at AWS. Brooke leads the global enablement strategy for the AWS Partner Transformation Program (PTP) that was announced at AWS re:Invent in 2023\. The executed enablement strategy set the standard and foundation that is being replicated for high-priority initiatives throughout AWS in 2024. Brooke is an SEC Ambassador, Women is Sales Enablement (WiSE) Leader, and the Vice President of Training and Development for the Women at AWS affinity group. Brooke is based in California with her husband and two young children. You can find Brooke's previous podcast appearance [here](https://www.salesenablementcollective.com/partner-enablement-has-similarities-and-differences-brooke-coletti/). ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### A blueprint for supporting the next generation of sales enablement pros URL: https://www.salesenablementcollective.com/blueprint-for-supporting-the-next-generation-of-sales-enablement-pros/ Last updated: 2024-11-27T12:22:21.000Z This article comes from Andrew Raymond’s insightful talk at our **Sydney 2023 Sales Enablement Summit**, check out his full presentation [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-sydney-2023-ondemand/?wchannelid=0kswb9brqm&wmediaid=fkhi5mllnz). --- As a sales enablement leader, what keeps you up at night? For me, it's not the day-to-day enablement challenges – it's how we're investing in and developing the next generation of talent in our field. I'm **Andrew Raymond**, **Head of Sales Enablement for APAC** at **Uber**. With 20 years of leadership experience and 15 years in enablement under my belt, I've learned a thing or two about [developing talent](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/). Today, I want to share with you my approach to building the next generation of sales enablement professionals. In this article, I'll take you through Uber's [sales enablement strategy](https://www.salesenablementcollective.com/tag/sales-enablement-strategy/), the three key principles I use for developing talent, and some real-world examples of these in action. My goal is simple: to help you accelerate the [growth of your team](https://www.salesenablementcollective.com/how-to-build-and-structure-a-high-performance-enablement-team/) members, so they can achieve in two to three years what took me 15 years to learn. So, let’s get started! ## **Building the next generation** Let's get right to the heart of the matter – how we can support and grow the next generation of sales enablement pros. I've broken this down into three main areas, each inspired by a quote that resonates with me. ### **1\. “Know thyself”** The ancient Greek aphorism "*Know thyself*" is inscribed on the Temple of Apollo at Delphi. In our context, it speaks to the importance of organizational and self-awareness. **Know your company** [Sales enablement](https://www.salesenablementcollective.com/tag/sales-enablement/) means different things to different organizations. There's no one-size-fits-all approach. It's crucial to understand what it means within your company, but also to have a broader perspective. If you know what sales enablement looks like at Xero, Adobe, Oracle, and others, his wider view will help you develop talent that's not just suited for your organization, but for the industry as a whole. **Understand your biases** We all have biases, both personal and organizational. I'll be the first to admit that I'm biased against process. It drives my team crazy sometimes! I'm more inclined towards [development](https://www.salesenablementcollective.com/sales-training-coaching-and-development-toolkit/), [growth](https://www.salesenablementcollective.com/why-sales-enablement-is-the-key-to-sustainable-revenue-growth/), and [mindset](https://www.salesenablementcollective.com/inside-the-mindset-shifts-that-transformed-googles-sales-strategy/) improvement. Recognizing this, I make sure to [structure my enablement team](https://www.salesenablementcollective.com/sales-enablement-team-structure/) around people who are process-oriented to balance things out. When you're coaching and developing your team, be aware of your biases. Don't just develop them based on your preferences – give them a well-rounded skill set that will serve them wherever their career takes them. **Park your ego** When it comes to addressing organizational and personal gaps, you need to park your ego. A great book on this topic is "Ego is the Enemy" by Ryan Holiday – I highly recommend it. Here's a real-world example: During a recent catch-up with one of my team members, we identified that [go-to-market strategy](https://www.salesenablementcollective.com/everything-you-need-to-know-about-go-to-market-strategy/) was a gap in both our organization and her personal skill set. Now, I'll be honest – I don't know enough about go-to-market strategies to effectively coach her on this. So, what did I do? I reached out to a colleague at another company who's an expert in this area and asked if she could mentor her. The point is, don't let your ego prevent you from seeking outside help when it's in the best interest of your team's development. Be less concerned about potentially losing talent and more focused on their growth. [Coaching For Busy Sales Leaders: Revitalize PerformancesRevitalize your team’s performance with Global Senior Sales Enablement Manager, Lidia Arshavsky’s tactics for making coaching more impactful.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveLidia Arshavsky![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/coaching-for-busy-sales-leaders-leapsome.png)](https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/) ### **2\. “Curiosity is the engine of achievement”** This quote from educationalist Ken Robinson perfectly captures the importance of curiosity and genuine interest in talent development. **Ask the right questions** Knowing what questions to ask, when to ask them, and how to ask them is crucial. If you're not familiar with the difference between what, how, and why questions, I'd suggest doing some research. **Build trust and safety** Effective questioning needs to be built on a foundation of trust and psychological safety. I spend a lot of time [building trust](https://www.salesenablementcollective.com/partnerships-with-sales-managers-require-listening-and-trust-building-gillian-white/) with my team, and it's important to recognize that trust means different things to different people. Psychological safety is equally important. When team members feel safe to take risks and be vulnerable, it leads to better learning, higher performance, and more innovation. **Follow through and follow up** This might seem obvious, but it's worth emphasizing – always follow through on your commitments and follow up on discussions. Don't be flippant or tokenistic in your interactions. Your team will know if you're not being genuine, and it will erode the trust you've worked hard to build. [Empowering sales leaders to drive enablement adoptionDiscover invaluable lessons about driving sales enablement adoption across a large organization with IBM’s Tim Littlejohn![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveTim Littlejohn![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/empowering-sales-leaders-IBM-1.png)](https://www.salesenablementcollective.com/empowering-sales-leaders-driving-adoption/) ### **3\. “Clear is kind”** This quote from Brené Brown's "Dare to Lead" (a book that changed my life as a leader) underscores the importance of clarity and accountability in talent development. **Provide a clear growth path** Every member of your team should have a clear understanding of their growth path. This isn't something you impose on them – it's something you work on together. Give them opportunities to learn, experience new things, and talk to people in different roles to help them figure out where they want to go. **Link performance coaching to development** When your performance coaching is directly linked to your team members' development journey, the results can be exponential. You can speed up learning that might otherwise take months or years when your feedback is targeted and aligned with their growth plans. **Set clear deliverables and timelines** Make sure your team's deliverables are linked to their growth plans. I always include projects in our priorities that the commercial teams might not even know they need yet, but that I know will help develop my team's skills for the future. When it comes to timelines, I believe they should be both realistic and aggressive. It's a delicate balance, but it pushes your team to grow while still setting achievable goals. [Sales Excellence: The Power of Intrapreneurship and CoachingLearn how to ignite sales growth through the power of intrepreneurship and sales team coaching with Oracle’s Nick King![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveNicholas King![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/the-power-of-intrepeneurship.png)](https://www.salesenablementcollective.com/the-power-of-intrapreneurship-and-coaching/) ## **Putting it all into practice** Let me share a recent example of how we put these principles into action. Megan, a member of my team, had done a fantastic job managing the rollout of our ads and offers program across APAC – a complex project spanning five countries, languages, and different sales teams. When our global head of ads needed something similar done in France, I could have easily sent the deck to our team there or had Megan do a train-the-trainer session. Instead, I decided to send Megan to Paris to lead the project herself. Why? For two reasons: 1. **I wanted her to experience working for us in a completely different environment.** 2. **I wanted her to go through the challenge of managing stakeholders in a different language and culture.** Was it easy? No. There were tears, doubts, and moments of impostor syndrome. But I saw what she was capable of, even if she didn't see it herself yet. There was a critical moment in the project where it could have gone either way. As a leader, I had to decide whether to step in or let Megan handle it. I chose to support her from the sidelines, actively coaching her through the stakeholder management process. *The result?* The project was a resounding success. But more importantly, Megan grew tremendously as a professional. This success was a product of the partnership between the project goals and Megan's growth journey, built on the foundation of trust and a coaching mentality we'd established. [Sales Coaching Certified | MastersDevelop your coaching instincts and become the sales coach of legends![](https://lwfiles.mycourse.app/645cca82a4fd8deb4d4d5542-public/6a72683f0042c97981ffaa30ccb9c149.png)Sales Enablement CollectiveSales Enablement Collective![](https://lwfiles.mycourse.app/645cca82a4fd8deb4d4d5542-public/bf784ed08deca2c9b0a53f8feb9ff0d7.jpg)](https://learn.salesenablementcollective.com/course/sales-coaching-certified-masters) ## **Final thoughts** If there's one thing I want you to take away from this, it's this: investing in the next generation of talent should be your number one focus as a leader. Not number two, not number three – *number one*. Your team should be the most important thing on your radar. If you're spending more time with your stakeholders than with your team, you need to flip that model. Because at the end of the day, it's your team that will drive the success of your organization and the future of our industry. Remember, we're not just building better sales enablement professionals – we're shaping the future of our field. So let's make it count. ### Pros and cons of common enablement reporting structures URL: https://www.salesenablementcollective.com/pros-and-cons-of-enablement-reporting-structures/ Last updated: 2024-11-27T12:23:36.000Z What do a team responsible for customer-facing video content and a team leading weekly training for business development reps have in common? They could both be [enablement teams](https://www.salesenablementcollective.com/what-is-sales-enablement/). With a lack of consistent role definition within enablement teams’ responsibilities and composition, reporting structures can vary greatly between companies. Enablement might report directly to the Chief Revenue Officer or to teams such as, sales, marketing, revenue operations, customer education, or even a people function. Some companies may also choose to take a hybrid approach to these reporting structures and have their enablement resources scattered throughout different teams across their organizations. While every organization has its nuances and enablement practitioners have their own opinions based on their experiences, there are some general themes when it comes to the advantages, and disadvantages, of each reporting approach. ## Chief Revenue Officer Let’s start by looking at an enablement industry favorite - reporting directly to the [Chief Revenue Officer](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) (CRO). There are some undeniable advantages to being directly aligned with the CRO and so close to the C-Suite, including: - Increased alignment between enablement’s programs and the company’s revenue strategy and objectives. - Enhanced emphasis on measurable outcomes and evaluation based on key revenue metric impacts. - Stronger partnership with other cross-functional teams that also report to the CRO, such as sales, marketing, and customer success. - Autonomy to innovate and implement new approaches in alignment with the company’s strategic priorities, without being tied to another department’s agenda. - Improved chance to scale and grow the function along with the organization and the potential for more specialized roles and expertise within enablement. While there are many positives, one may still run into challenges with this reporting structure, such as: - A potential overemphasis on short-term sales targets at the expense of long-term strategic initiatives, such as skill development. - A disconnect between enablement initiatives and the day-to-day activities and specific challenges faced by reps. [5 ways to build executive sponsorship for effective enablementOne of the first things we did was build a charter. We needed to know what we needed to do to be successful. Three things that we think are really important to gain executive alignment; create a charter, measure what matters and build partnerships![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveMax Duce![](https://images.unsplash.com/photo-1517048676732-d65bc937f952?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/5-ways-to-build-executive-sponsorship-for-effective-enablement/) ## Sales leadership Similar to reporting to the CRO, companies with sales enablement teams may have enablement report directly into sales leadership. This approach can provide many of the advantages associated with reporting to the CRO, but might also position the enablement function as more reactive versus proactive, provide less autonomy, and limit enablement’s “seat at the table” in strategic C-level conversations. ## Revenue operations Another popular reporting structure for the enablement function, is into a [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) or operations function. This structure can offer several advantages including: - More access to data and analysis capabilities to measure enablement initiative impact. - Alignment of enablement initiatives with the company’s overall revenue strategy and objectives. - An emphasis on the entire [customer lifecycle](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/), ensuring that enablement initiatives are designed to enhance the customer experience from lead generation through post-sale. While reporting to operations can help create a more cohesive and effective enablement function, there are also some limitations to consider, such as: - An over emphasis on enablement of processes, systems, and data, in alignment with operations’ priorities, with reduced focus on areas such as skills training. - Resource allocation challenges due to the diversified focus on the broader operations team. - Delayed execution and responsiveness due to increased layers of approval required for initiatives created by enablement sitting at a lower level within an organization. [Revenue operations - the new key to unlocking growth? | SECLeore Spira is right in the middle of today’s fast-changing organizational structures. Read her thoughts on enablement and revenue leadership.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1551907075-c126d10ce529?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDQ3fHxrZXl8ZW58MHx8fHwxNjMwNTExNTIw&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/revenue-operations-the-new-key-to-unlocking-growth/) ## Marketing Another area of the business, which is less common, but still seen within enablement reporting structures is marketing. Through my conversations with fellow enablement leader, [**Jill Noyes**](https://www.linkedin.com/in/jillnoyes/), Director of Enablement at ArisGlobal, who’s reported into marketing at more than one organization in her enablement tenure, it’s clear that this reporting structure can: - Enhance enablement’s alignment with customer messaging and [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/). - Provide a better understanding of customer and buyer journeys. - Improve the storytelling aspects of enablement programs. - Expose enablement to a broader range of skills and responsibilities which can pay dividends in future roles with one’s career. Despite the advantages mentioned above, Jill found that reporting to [marketing](https://www.salesenablementcollective.com/scaling-sales-enablement-a-product-marketing-perspective-2/) can also: - Spur potential misalignment between enablement and sales objectives. - Create an overemphasis on content and campaigns, neglecting broader sales needs in enablement programs. - Limit enablement’s understanding of sales challenges. - Provide reduced resource allocation for enablement programs due to competing priorities. - Lead to an overall siloed team that may be slow to capture and adapt to feedback from the GTM teams that consume their [enablement programs](https://www.salesenablementcollective.com/how-to-build-a-sales-enablement-program-from-the-ground-up/). [Building a bridge between product marketing and salesThere’s a challenging area between product marketing and sales enablement and in this article, I want to go through some processes aimed at bridging that gap.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveBrenda Harris![](https://images.unsplash.com/photo-1543270915-a8381a52e201?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/building-a-bridge-between-product-marketing-and-sales/) ## Customer education Reporting into a customer education team, often within a customer experience department, has also been seen as a home for enablement teams. This approach allows enablement to: - Closely align its initiatives with the needs and challenges of customers. - Understand customer learning needs and preferences. - Create a unified and consistent customer experience. - More effectively use educational materials created by the customer education team, to help internal GTM teams get smart on a company’s product and establish the same baseline understanding as their customers. While [enablement teams may benefit from this structure](https://www.salesenablementcollective.com/sales-enablement-team-structure/) based on the above, many of the challenges mentioned previously in this article, also apply, including: - Misalignment with broader GTM objectives and creates a lack of understanding of broader GTM dynamics. - [Resource allocation](https://www.salesenablementcollective.com/how-to-ask-for-money-getting-enablement-the-budget-it-needs/) conflict. - Delays in collection and adaptation to GTM team feedback. - An overemphasis on [training](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) and content development, potentially neglecting other critical aspects such as sales tactics, process improvements, and practical sales tools. ## People or HR Reporting up to a people team or human resources has also been seen in various organizations and has unique advantages for enablement including the ability to: - Enhance enablement training program quality based on the people teams’ expertise in adult learning principles and instructional design. - Create a more seamless [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) process for new hires due to strong alignment between broader company onboarding programs owned by people teams and GTM-specific onboarding programs owned by enablement. - Support employee development and retention, as the people team can work with enablement to develop personalized development plans based on individual strengths and areas for improvement to support career progression and structures within their organization. On the other hand, people functions do commonly: - Lack in-depth knowledge of GTM processes, techniques, and challenges, which can lead to a disconnect between [GTM enablement](https://www.salesenablementcollective.com/creating-an-enablement-calendar-to-manage-the-gtm-team-learning-journey/) efforts and the actual needs of the GTM teams and overly generic training programs that overemphasize soft skills. - Have different priorities and track different key performance indicators (KPIs) than the GTM departments. - Don’t have access to the important data required to articulate the impact of Enablement’s programs on the GTM organization. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_objectives_kpis.jpg)](https://www.salesenablementcollective.com/sales-metrics/) ## A hybrid approach Finally, some companies take a more hybrid approach with enablement resources scattered across multiple departments (e.g., sales, marketing, and operations), which can foster close collaboration between enablement and the teams they serve and offer flexibility in structure to adapt to the changing needs of the organization. That said, having dispersed teams may make it harder to have a cohesive enablement tech stack, standardized enablement motions, and get the budget to properly land initiatives. ## Final thoughts While there are many options when it comes to enablement reporting structures, the *right* approach will always depend on the specific needs, goals, and organizational context of a company. By understanding the unique advantages and disadvantages of each approach, organizations can make informed decisions to optimize their enablement strategies and enablement leaders can more effectively advocate for different reporting structures within their organizations to support their desired outcomes. --- **Learn more from Katie:** [Acing your first 30-60-90 days joining an enablement teamJoining an existing enablement team as a new hire? Katie Van Hoomissen’s checklist for your first 30, 60, and 90 days will help you start strong!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/03/vikas-makwana-Qx6CvJlTMys-unsplash-2.jpg)](https://www.salesenablementcollective.com/acing-your-first-30-60-90-days-joining-an-enablement/) [Creating an enablement calendar to manage the GTM team learning journeyRead Katie Van Hoomissen’s step-by-step guide to creating an enablement calendar to aid with prioritizing your GTM teams’ learning and development.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/08/estee-janssens-zni0zgb3bkQ-unsplash-2.jpg)](https://www.salesenablementcollective.com/creating-an-enablement-calendar-to-manage-the-gtm-team-learning-journey/) ### The key to a stellar product launch: Sticking to the same story URL: https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/ Last updated: 2024-10-21T07:28:12.000Z Every new product launch represents a massive organizational investment – millions of dollars’ worth of research, development, material production and labor. Without cross-organizational messaging alignment, however, the launch will fall flat. Product narrative is every bit as important as the feature set or the industrial design: Ensuring that every nook and cranny of your organization is working from the same set of coherent, effective talking points about a new product can make or break a launch. Can you honestly say that every department in your organization lines up in lockstep for every new product announcement? It’s probably unlikely. True messaging alignment starts at the very beginning of product development, and there are many opportunities to stray from the path along the way. Below, I’ll explore how to build the narrative behind a new product, communicate it effectively, and deliver it consistently across the organization. - [Define your mission](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/#defining-your-mission) - [Build organizational alignment](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/#building-organizational-alignment) - [A great story](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/#a-great-story) - [The big picture](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/#the-bigger-picture) - [Preserving your purpose](https://www.salesenablementcollective.com/the-key-to-a-stellar-product-launch/#preserving-your-purpose) ## Defining your mission Every product’s journey starts with the internal stakeholders who are responsible for development approval. Collectively, they must have clear answers to the following questions: - Why are we creating this product? - What need in the marketplace does it fill? - What will differentiate this product from other available options (both yours and your competitors)? - Why will someone want to BUY it? Manufacturers drill down with key stakeholders early in the development process to discover and document the purpose of any new product. These foundational questions guide the development process and help shape the product's narrative. [Building a bridge between product marketing and salesThere’s a challenging area between product marketing and sales enablement and in this article, I want to go through some processes aimed at bridging that gap.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveBrenda Harris![](https://images.unsplash.com/photo-1543270915-a8381a52e201?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/building-a-bridge-between-product-marketing-and-sales/) ## Building organizational alignment The core purpose behind a new product should always be defined as part of the development approval process – but then, that message needs to be communicated throughout the organization and all sales/distribution channels. Everyone involved – engineering, production, sales, marketing, [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/), etc. – should share a consistent understanding of the product’s purpose, differentiators, and messaging. Having a sales sheet or a feature list isn’t enough – your whole team needs to agree on what’s most important about the new product. > For example, marketing materials may promote a product’s flexibility and convenience, while sales training focuses on performance and build quality. All of these things may be true, but these core messages appeal to two different customer profiles. These divergent strategies create brand confusion and dilute your overall narrative. My recommended practice is to bring all launch stakeholders into the process early: if marketing and enablement team members develop their understanding of the product’s purpose and key features alongside engineering, they’ll all have a **shared foundational understanding** that’s much less likely to splinter as preparation continues. [The alignment power: team up with marketing, support & product | SECDeriving valuable insights from business data, client cases, or market trends for sales enablement can be a tricky task. However, all the resources are right there, in your company.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveYulia Ogorodnikova![](https://images.unsplash.com/photo-1532619675605-1ede6c2ed2b0?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MXwxMTc3M3wwfDF8c2VhcmNofDR8fGNvbGxhYnxlbnwwfHx8&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/the-alignment-power-team-up-with-marketing-support-and-product/) ## A great story The key to maintaining alignment throughout product development and launch is to tie key product features and differentiators to a memorable narrative. If you paint a picture that sticks in people’s minds, that’s what they’ll repeat and reinforce. > For example, imagine you're launching high-end headphones and one of its key features is the exceptional quality of the leather used on the ear cushions. Simply mentioning that the headphones feature cushions “made with the finest Italian leather” is a bland, generic detail, easily forgotten. > However, imagine that instead, you present it this way: “The leather we use for the ear cushions is the exact same leather used on the President’s office chair on Air Force One.” That’s a simple trick to make the feature stick in every person’s mind and will likely get repeated to countless customers on the sales floor. It’ll also make its way into all your marketing collateral. Strong, sensory details like this are easier for people to remember, which means they’re more likely to be used consistently. [Snooze-proof your product training | SECDave Chace explores the advantages of snazzing up your demos and training by using new, virtual tools.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/09/kate-stone-matheson-uy5t-CJuIK4-unsplash-2.jpg)](https://www.salesenablementcollective.com/snooze-proof-your-product-training/) ## The bigger picture No product launch occurs in a void. Whatever your product narrative, it should also make sense as part of your larger brand narrative. Your company is based on foundational principles and core values, which should be ingrained in your company culture and understood by every employee. If asked, can all employees at your organization, including C-level executives, provide consistent answers to these key questions: - What sets your company apart from your competitors? - What is your company’s [unique value proposition](https://www.salesenablementcollective.com/your-ultimate-guide-to-creating-a-value-proposition/)? - What do you do differently and better that makes you the best option? - Why should customers buy from you versus everyone else? You’d be amazed how often many high-level management folks stumble on these questions, frequently giving vague answers like "Our quality" or "Our history." > **Newsflash:** Every company says this. Your company narrative should have the same sticky details as your new products. These details should be reinforced throughout the new product launch process, so that the answer to “What’s special about this company” are just as clear and automatic as the answer to “What’s special about this product?” [Extending the olive branch: how GTM teams can partner with enablementCrystal Nikosey explores the relationship between sales enablement and GTM teams, and how to break down communication silos.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveCrystal Nikosey![](https://images.unsplash.com/photo-1609763951640-c0d7bd98b257?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDV8fG9saXZlfGVufDB8fHx8MTY0MTg5MzYwNw&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/extending-the-olive-branch/) ## Preserving your purpose Too often, product narratives are handed serially from department to department as the item is developed and launched. This telephone game inevitably causes a disjointed narrative to evolve, straying from the product’s original purpose. The result is inconsistent, convoluted messaging that impedes the potential success of the launch. By bringing stakeholders from across the organization together from the start, and giving them a memorable story to tell about the product and the brand, you can avoid the pitfalls of misaligned messaging and make a powerful impression with your new product. If the whole team is on the same page, the product launch will hit like a tsunami rather than a series of individual waves lapping at the beach. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) ### Coaching for time-crunched sales leaders: Revitalize your team's performance URL: https://www.salesenablementcollective.com/coaching-for-time-crunched-sales-leaders/ Last updated: 2024-10-25T07:38:23.000Z This article comes from **Lidia Arshavsky**’s insightful talk, ‘*Coaching for sales managers who are too busy to coach*’, at our **New York 2024 Sales Enablement Summit**. Check out her full presentation [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-new-york-2024-ondemand/?wchannelid=nejjqgzbyi&wmediaid=o6um0yxgwv). --- Anyone want to play a fun game? I call it "How Sad is Your Sales Manager?" Let's start with a quick true or false question: 52% of sales managers are at risk of burnout. *Wrong!* The actual statistic is **79%** \- a shockingly high number when you think about it. With managers facing unprecedented levels of burnout and massive workloads, it's no wonder many struggle to prioritize [coaching](https://www.salesenablementcollective.com/tag/training-and-coaching/) their sales teams. But at the same time, the data shows just how crucial coaching is for driving performance and team morale. Companies with a strong coaching culture see [15% higher revenue achievement](https://www.hci.org/system/files/research//files/field%5Fcontent%5Ffile/2016%2520ICF.pdf), and top sales reps are [51% more likely to receive coaching](https://www.rainsalestraining.com/blog/keys-to-effective-sales-coaching). So as sales enablement professionals, we have a critical role to play in equipping our managers to be effective coaches, even when time is limited. In this article, I'm going to share the specific framework and tactics I implemented to make coaching more accessible and impactful for our busy sales leaders. Let's dive in! ## **Assessing your managers' coaching capabilities** The first step is to truly understand your managers' current coaching abilities and pain points. Do they actually know what effective coaching looks like? Or are they just calling their one-on-one check-ins "coaching"? When I took on the project of building a coaching program at Leapsome, I started by doing a deep dive into the needs of our team. Three key things became clear to me: 1. **We needed to shift the focus from just deal-coaching to developing core sales skills.** It was all too easy for managers to get caught up in the minutiae of individual deals, especially at the end of the quarter. But that kind of coaching isn't sustainable or impactful long-term. 2. **The coaching approach had to be time-efficient** \- around 10-15 minutes per session. I knew our managers were crunched for time, so anything more complex wasn't going to fly. 3. **We had to keep things as simple as possible.** There are tons of [great coaching frameworks](https://www.salesenablementcollective.com/templates-and-frameworks/) and methodologies out there, but for our particular team, anything more than three steps was just too much complexity. Does this sound similar to the challenges you're facing with your own sales managers? Take some time to really understand their needs and pain points. That intel will be crucial as you build out a [coaching program](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/) that actually sticks. [Sales Excellence: The Power of Intrapreneurship and CoachingLearn how to ignite sales growth through the power of intrepreneurship and sales team coaching with Oracle’s Nick King![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveNicholas King![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/the-power-of-intrepeneurship.png)](https://www.salesenablementcollective.com/the-power-of-intrapreneurship-and-coaching/) ## **Introducing the OPA coaching framework** Armed with a clear understanding of our managers' coaching capabilities and preferences, I set out to create a structured, yet simple framework they could easily adopt. I call it the OPA framework: **Opportunity**, **Plan of Action**, **Accountability**. Here's how it works: _This post is for paying subscribers only._ ### Sales forecasting template URL: https://www.salesenablementcollective.com/sales-forecasting-template-framework/ Last updated: 2025-12-02T08:44:19.000Z Our new sales forecasting model template helps you predict future revenue, [manage your pipeline](https://www.salesenablementcollective.com/sales-pipeline-tracker-excel-framework/), and track deal progress with precision. Stay ahead of the curve by knowing which deals are likely to close and when. ## What’s inside the sales forecasting template? This template provides a clear structure for forecasting your sales pipeline by quarter: - **Deal tracking**: Log company names, deal stages, and deal sizes to monitor your pipeline. - **Probability-based forecasting**: Automatically calculate the expected forecast based on the likelihood of each deal closing. - **Quarterly and annual overviews**: Get a complete view of your sales potential by quarter and year, with totals for deal size and forecasted revenue​. With this tool, you can focus your efforts on the right deals and improve the accuracy of your revenue predictions. ### How to use it: Here’s how you can make the most of the sales forecasting model template: 1. **Input your deals**: Add your deals along with their stage in the pipeline and the total deal size. 2. **Set probabilities**: Assign a probability to each deal based on its stage, which the template will use to calculate an adjusted forecast. 3. **Track quarterly progress**: Use the quarterly sections to see how much revenue you can expect based on your current pipeline. 4. **Review and adjust**: As deals progress, update their stages and probabilities to refine your forecast and stay on top of your sales goals. ## Download your sales forecasting template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/sales-forecasting-template.png) [Sales forecasting template - Forecasting templateSales forecasting template - Forecasting template.pdf61 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sales-forecasting-template---Forecasting-template.pdf "Download") [Sales forecasting templateSales forecasting template.xlsx112 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sales-forecasting-template.xlsx "Download") [Sales forecasting template![](https://ssl.gstatic.com/docs/spreadsheets/spreadsheets_2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJhSU3cUWVbCwJBJjYW9ZnO7MpzsxGVoKsBtC6SxzJUyALwDXzRMVs1JVkBfbjtkSMGEMkBg5JWQgGtNahDg2mYNsAT4u1p6X_J4zLhdJ9MbYdNs2qj=w1200-h630-p)](https://docs.google.com/spreadsheets/d/1qdskjVuh5KUxZBjdd3b%5FmZsCnHxzdSFqgYk3AMehVfo/edit?usp=sharing) _This post is for subscribers only._ ### Designing a sales methodology that works [Video] URL: https://www.salesenablementcollective.com/designing-a-sales-methodology-that-works-video/ Last updated: 2024-10-21T08:21:01.000Z ### More like this... [Level up your career in sales enablement \[Video\]Take the next step up the ladder in your sales enablement career with advice from experts at Modern Treasury and GitLab. Watch now![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Level-up-your--enablement-career.png)](https://www.salesenablementcollective.com/level-up-your-career-in-sales-enablement-video/) [What is the SPIN Sales Methodology?We take a deep dive into the SPIN sales methodology to understand what it means, and explain how to use SPIN selling’s four-stage model to close more deals.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Stock.png)](https://www.salesenablementcollective.com/spin-sales-methodology/) [The SPICED Sales Methodology: What It Is, How to Use ItThe SPICED selling method consists of five elements designed to help salespeople identify customer needs, and position their product or service as the solution to those needs.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--1-.png)](https://www.salesenablementcollective.com/spiced-sales-methodology/) ### How we finally developed a competency model URL: https://www.salesenablementcollective.com/how-we-finally-developed-a-competency-model/ Last updated: 2024-09-12T16:28:47.000Z ## An uncomfortable realization Over the last four years, our sales organization has seen three [Chief Revenue Officers](https://www.salesenablementcollective.com/key-insights-for-chief-revenue-officers/). While each brought their own strategy, priorities, and style - they all had one thing in common. Each wanted to know how [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) defined *what great looks like* for our sales reps. We had the typical answers to these questions: > *“Great looks like So-and-So High Performing Rep.”* - Anecdotal. > *“Great looks like higher-than-average win rates.”* - Obvious. > *“Great looks like We-Just-Know-It-When-See-It.”* - Unhelpful. It would have been uncomfortable, but I should have simply said we don’t have a definition of *what good looks like.* Because these answers - while typical - don’t help the [new hire](https://www.salesenablementcollective.com/what-is-sales-onboarding/) know exactly what to do to be successful. They also don’t help [sales managers](https://www.salesenablementcollective.com/how-can-you-involve-frontline-managers-in-your-enablement-and-more-with-gail-behun/) coach up their teams. And they certainly don’t help enablement scale its programs or initiatives. So we undertook a process to provide a real answer: we built a competency model. Such models **define the skills and knowledge needed to be successful in a particular role**. This meant: - Studying the behaviors of So-and-So High Performers. - Understanding why certain reps had higher than average win rates. - Doing a lot of interviews to get in the heads of those who “just know it when they see it.” This work was not related to an OKR, nor was it a strategic directive from our CRO. It was simply a quiet project we chipped away at over the course of a year and a half because we knew it was the only way to truly answer the question of what great looks like. When we were done, the model turned out to be more impactful than we originally thought. ## How we built it Our process of creating a competency model shaped up in five phases: ****1.** Educate the team on what competency models are and why they're important. ****2\.** Study both sales and non-sales competency models. ****3\.** Gather the content that will serve as the "meat" of the model. ****4\.** Determine a format that will make the model readable and easy to use. ****5\.** Roll it out and start using it. ### Step 1: Educate the team **First**, I had to educate the team on what competency models are and why they are important. I had experience with competency models in previous roles - both creating them and using them - so I was sold. But the team was going to be doing the actual writing, so I needed them on board. ### Step 2: Study competency models **Second**, we studied a variety of sample competency models. This helped to not only start narrow the format we wanted to use, but it further served the purpose above: the team became very familiar with a wide variety of approaches to competency models in a multitude of industries. ### Step 3: Gather content **Third** \- and most time-consuming - we gathered the content that would eventually make up the model. This involved interviewing sales managers and directors, analyzing [metrics](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) of high performers, dissecting behaviors of successful reps, and then rounding all that out with the gaps that we see from our enablement perspective. ### Step 4: Determine a format Fourth, we had to determine how to organize all this incredible information into a format that would be digestible for our end users: managers and [reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/). We settled on grouping like-competencies by what we called “dimensions” and then breaking down each competency into four to seven job behaviors. The model simply lives in a Google spreadsheet. Here’s an snapshot of our competency “Market and Industry Knowledge” which falls under the Business Acumen dimension: ![Market and Industry Knowledge competency](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdGvGDaWKZdjhYdzhh6zPF25X5N_Fsocs-QQny2yNkwKlpVBmTWva3OPf7tau6xj2joUVOAv4LL8UshkhemckL8LCDFrdpgGaozTQXVSw8JSFF_h4XOG_bqypP1_gy4a8mrhtppD7bTGDorLAsr9x9dHOBT?key=WXp_T1WMYuYhpHts_0EVaQ) Most of the dimensions (big categories like *Business Acumen)* and competencies (skills/knowledge like *Product Knowledge)* spanned all of our customer facing roles. Then we simply asked: "*What specific skills and knowledge does a BDR need? Or an* [*A*](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/)[*ccount Manager*](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/)*?"* We narrowed in five to six competencies that were role-specific, then defined the job behaviors associated with those competencies. > *Voilà.* Before we knew it, we had a competency model for every customer-facing role, not just sales. In reality, this took quite a long time. Over the year and a half we worked on this project, we put it down several times when other priorities demanded our attention. But slower quarters allowed us to pick it back up. And right around the time we finished, our CRO rolled out a priority around manager coaching. Our timing couldn’t have been better. ### Step 5: Roll out the model **Lastly**, we rolled out the model to managers at an offsite in a fun sorting activity that challenged them to group the competencies by dimension. More importantly, we just started using it. - We redesigned [Gong](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) scorecards to align to the model. - We begin all trainings with objectives that are based on the job behaviors. - We reference the competencies throughout our [onboarding](https://www.salesenablementcollective.com/secs-onboarding-playbook-download-it-today-blog/) program. - When a sales director comes to us with a concern she’s seeing, we use the model to do deep discovery that hones in on exactly the behavior from the model she’s looking to change. In this way, the competency model has become our common language. There are many competency models out there, so you may be wondering why we built one from scratch. (My direct reports wondered this particularly loudly!). But it was important to me that our enablement team knew this model inside and out; I felt that would be key to it actually taking hold in our sales org. And to build it is to know it. So we made the tradeoff - depth of knowledge over speed to execution. ## Not all competencies are equal We still have work to do. The next phase of our work is determining which competencies and job behaviors have the biggest impact on our key metrics: conversation rates, [velocity](https://www.salesenablementcollective.com/a-no-bulls-guide-to-measuring-sales-enablement-impact/), win rate, and more. Over the next year, we plan to again study our high performers but this time through the lens of these competencies. We want to understand which job behaviors are most impactful and when in the sales cycle they matter most. We have some theories, but once again we need to **move from anecdotal to evidence-based**. Because this, perhaps, the most important competency for enablement professionals. --- [](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 9,800+ of your sales enablement peers in SEC's Slack group! Idea-share, network, and ask questions in the** [**community**](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Ac4heni%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2NjEwMzI3MS4yMDkuMC4xNjY2MTAzMjcxLjAuMC4w&ref=salesenablementcollective.com)**.** --- ### Level up your career in sales enablement [Video] URL: https://www.salesenablementcollective.com/level-up-your-career-in-sales-enablement-video/ Last updated: 2024-10-21T08:19:22.000Z ### More content like this... [How to stand out in the sales enablement interview process \[Video\]Jocelle Sarenpa, Director of Sales Enablement at Field Nation, discusses interesting and creative ways to stand out in the sales enablement interview process. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Stand-out-in-the--enablement-interview-process.png)](https://www.salesenablementcollective.com/stand-out-in-the-sales-enablement-interview-process-video/) [Acing your first 30-60-90 days joining an enablement teamJoining an existing enablement team as a new hire? Katie Van Hoomissen’s checklist for your first 30, 60, and 90 days will help you start strong!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/vikas-makwana-Qx6CvJlTMys-unsplash-2.jpg)](https://www.salesenablementcollective.com/acing-your-first-30-60-90-days-joining-an-enablement/) [Using AI to increase efficiency in sales enablement \[Video\]Ever wondered how you can get your job as a sales enabler done 40% faster? Josh Easby at NetBenefit Software, uncovers his secrets to using AI to get your work done faster. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Using-AI-to-increase-efficiency-in-sales-enablement-1.png)](https://www.salesenablementcollective.com/using-ai-to-increase-efficiency-in-sales-enablement-video/) ### The power of intrapreneurship and coaching in driving sales success URL: https://www.salesenablementcollective.com/the-power-of-intrapreneurship-and-coaching/ Last updated: 2024-10-25T07:45:29.000Z How many of you believe that the vast majority of your workforce possesses far more talent, ingenuity, and capability than their jobs require or even allow them to use? Well, you're not alone. I'm **Nick King**, and I've been at **Oracle** as one of their sales trainers for about five years. In my experience, this question, first posed by Stephen Covey in 1989, still resonates just as strongly today as a powerful reminder of the untapped potential within our organizations. We're always focused on enabling others – our [sales teams](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/), our service teams, you name it. But today, I want to flip the script a bit, I want to talk about enabling *you*. Not the professional you, but the **person you**. In this article, we'll explore how the fundamental truths we teach in sales can apply not just to selling, but to many other facets of business and life. We'll also delve into everything from the concept of intrapreneurship to the power of [coaching](https://www.salesenablementcollective.com/tag/training-and-coaching/). So, are you ready to ignite some real growth? ## **Intrapreneurship: The key to unlocking potential** Now, let me introduce you to a term you might not be familiar with: **intrapreneur**. Get used to this word, folks, because it's going to be crucial moving forward! 💡 An intrapreneur is someone who goes ****above and beyond**, not because of financial rewards, but because it's in their ****nature**. They're the people who know who they can serve, are willing to try new things, and take risks. Sound familiar? It should, because these are also the attributes of [top sellers](https://www.salesenablementcollective.com/the-surprising-data-backed-behaviors-of-top-performing-sellers-marc-wayshak-founder-sales-insights-lab/). In my career, I've noticed that the sales gene pool seems to attract people very much like this, we're a good breeding ground for intrapreneurs! [Scaling sales success: Getty’s coaching transformationDiscover how Getty Images transformed sales performance through coaching. Learn key strategies for implementing your own effective program.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveKate Philpot![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/getty-images-sales-coaching.png)](https://www.salesenablementcollective.com/scaling-sales-success-gettys-global-coaching-transformation/) ## **Understanding the buying process** Here's a fundamental truth I've learned in my career: it's not so much about subscribing to the sales process as it is about understanding the buying process. Sales should augment the buying process, not the other way around. Let me give you an example. When I get an RFP (Request for Proposal), it's essentially a list of wants. But the real magic happens when we stop and ask, > "*Why do you want that? What's driving that? What's the intrinsic need?"* And guess what? We can apply this same philosophy to our engagement with the business and the people we're working with internally. It's not just about what they want, but **why they want it**. _This post is for paying subscribers only._ ### "A Center of Excellence means being a collective", with Scott Maryan URL: https://www.salesenablementcollective.com/a-center-of-excellence-means-being-a-collective-with-scott-maryan/ Last updated: 2025-11-21T13:31:52.000Z ## More resources: [SEC Sales Enablement Innovation podcastDiscover new ideas, hear from your enablement peers, learn about the industry and much more with SEC’s Sales Enablement Innovation podcast![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-342.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Article-Image_-6.png)](https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/) ### Using AI to increase efficiency in sales enablement [Video] URL: https://www.salesenablementcollective.com/using-ai-to-increase-efficiency-in-sales-enablement-video/ Last updated: 2024-10-21T08:19:45.000Z ### More videos like this... [Leveraging AI in the sales enablement job market \[Video\]Discover how important leveraging AI is to today’s sales enablement career market from experts at AWS, Rattle, and Field Nation. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AI-in-the-sales-enablement-job-market.png)](https://www.salesenablementcollective.com/leveraging-ai-in-the-sales-enablement-job-market-video/) [Level up your career in sales enablement \[Video\]Take the next step up the ladder in your sales enablement career with advice from experts at Modern Treasury and GitLab. Watch now![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Level-up-your--enablement-career.png)](https://www.salesenablementcollective.com/level-up-your-career-in-sales-enablement-video/) [Designing a sales methodology that works \[Video\]72% of sales professionals don’t expect to hit their annual quota. Michel Tornabene, shares his advice for designing a sales methodology that actually works. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Designing-a-sales-methodology-that-works.png)](https://www.salesenablementcollective.com/designing-a-sales-methodology-that-works-video/) ### Scaling sales success: Inside Getty's global coaching transformation URL: https://www.salesenablementcollective.com/scaling-sales-success-gettys-global-coaching-transformation/ Last updated: 2024-11-27T12:24:54.000Z This article comes from **Kate Philpot**’s insightful talk, ‘*Sales coaching at Getty Images – a case study*’, at our **2024 Paris Sales Enablement Summit**, check out her full presentation [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-paris-2024-ondemand/?wchannelid=v8ztl5adkl&wmediaid=ysc7e3hmdd). --- Ever wondered how a global leader in visual content tackles [sales coaching](https://www.salesenablementcollective.com/sales-coaching-and-training-hub/) across 23 languages and 22 offices? As the **VP of Global Sales Enablement** at **Getty Images**, I've been at the forefront of this challenge, and I'm excited to share our journey with you. We serve over 800,000 customers globally, with a sales team of nearly 600 people. But my enablement team? We're *just seven or eight* strong. As you can imagine, that means we have to be pretty ruthless in prioritizing our work! (And careful about the way we [structure our team](https://www.salesenablementcollective.com/sales-enablement-team-structure/).) So in this article, I'll take you through our journey of implementing a [sales coaching program](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/), exploring the challenges we faced, what we learned along the way, and how we're scaling our efforts. Are you ready to dive in? Let's get started! ## **The challenge: Old habits die hard** When we started this journey, we faced several challenges that I'm sure many of you can relate to: - **Employees stuck in old habits** We had people with "many years of experience" - which in some cases was really just the same year of experience repeated many times. Just because someone's been around for a while doesn't necessarily mean they're an outstanding commercial operator. - **Reliance on consistent overachievers** We were falling into the classic 80-20 trap, where 80% of our revenue was coming from 20% of our salespeople. This isn't just a problem for the business - it's also unfair to those high achievers who feel they're carrying a disproportionate load. - **Manager misconceptions** Some managers believed that long tenure equals experience, which equals "my people don't need training or coaching." Spoiler alert: that's not always the case! - **Focus on lagging indicators** We were too focused on whether people were hitting their numbers, without looking at the leading indicators - like the quality and quantity of customer meetings - that drive those results. - **Impact of remote work** Post-COVID, with more people working from home, managers lost those moments of "spontaneous overhearing" that used to give them insights into their reps' performance. Given all these challenges, it became clear that we needed a dedicated sales coach. But convincing the business to invest in this role wasn't easy, it took some serious advocacy and a solid business case. [“When coaching doesn’t work, it’s because organizations don’t make it a cultural thing”, Mark Garrett HayesMark Garrett Hayes joins us on the podcast to discuss all things sales enablement & coaching!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_training_coaching-2.jpg)](https://www.salesenablementcollective.com/when-coaching-doesnt-work-its-because-organizations-dont-make-it-a-cultural-thing-mark-garrett-hayes/) ## **Implementing a sales coaching program** In mid-2022, we brought on board a dedicated sales coach. Over the last 18 months, she's been building a coaching practice in our business. Here's how we approached it: **📝 Set the baseline:** We needed to understand what our people were actually doing in front of customers. This helped us identify where to focus our efforts. **📈 Develop an improvement program:** Based on our baseline, we created a structured program for improvement. **🎯 Prioritize:** With one sales coach and nearly 600 sales reps, we had to be strategic about who to focus on first. **🔍 Self-assessment:** We asked reps to assess their own capabilities. Interestingly, there was often a big gap between their self-perception and the reality we saw in their customer interactions. The process we implemented looks like this: ![process for implementing a sales coaching program in sales enablement](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/SEC_Certified_Infographics_Coaching_Process_V1.jpg) [Sales Enablement Leadership Accelerator | Live Q&A sessionWant to find out some more info about our Sales Enablement Leadership Accelerator program before parting with cash?![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/03/SEC_Accelerator_Program_Web_Assets2-3.png)](https://www.salesenablementcollective.com/leadership-accelerator-program-live-q-a-session/) ## **What we learned along the way** Implementing this program has been a journey of continuous learning. Here are some of our key takeaways: ### **About our people** Some people found the idea of coaching confronting. Change is challenging, so it was easy for them to say “no” if we didn't make a strong case for why they should say “yes”. Many senior leaders thought they were already coaching, but what they were actually doing was giving feedback. There's a big difference! Also, time is always an issue. Managers frequently said they were too busy to coach, so we had to help them understand that developing their people is a fundamental part of their job. Lastly, experience doesn't equal expertise. We found that even our most experienced reps had room for improvement. ### **About the implementation** One coach isn't enough. With 170 reps, one sales coach simply can't cover everyone effectively. Recording calls beats manager attendance and recordings allow for more objective analysis. Though it’s important to remember that different countries have different rules about recording calls, so navigate these carefully. AI has a place and it can be great for these types of conversations, but it's not a cure-all and they're not a substitute for real coaching conversations. ### **About the process** To scale the program, we needed to get managers on board and train them to coach effectively, keeping them engaged. We found that monthly coaching sessions were the minimum effective frequency in terms of cadence, and that top-level support is absolutely crucial. Our program really took off when our new CRO made it a KPI tied to commission plans. Also remember that data drives engagement. Being able to provide data on coaching activities and outcomes really helped focus minds. [Building a human-centered global onboarding program | SECThe experts discussed human-centricity in enablement, why it’s important, and how to build programs that reflect human-centric values.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1554303488-2bbef59eb9fe?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDF8fGNlbnRlcnxlbnwwfHx8fDE2NDYyMzg0NzQ&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/building-a-human-centered-global-onboarding-program/) ## **Scaling the coaching program** As we've evolved our program, we've realized that the key to scaling is to focus on our managers. We're now running a coaching program for managers where they record themselves delivering coaching conversations. This has been eye-opening - and in some cases, quite shocking! We're also working to create a coaching culture throughout the organization. Our new CRO has been instrumental in this, making coaching a KPI tied to commission plans. It's amazing how that focuses minds! Technology has also played a crucial role in scaling our coaching program. We upgraded to a new learning management system which made it much easier to upload, review, and analyze call recordings. Without this, we wouldn't have been able to implement our program as effectively or efficiently. ## **Conclusion** Implementing a sales coaching program hasn't been easy. It's taken a lot of effort to get people to trust the process and understand that we're not here to criticize, but to help them improve and ultimately earn more commission. Looking back, it's interesting to note how far we've come. When I started in sales 20 years ago (showing my age here!), coaching was a fundamental part of the job. Somehow, over the years, many businesses lost sight of its importance. At Getty Images, we're bringing it back to the forefront of our sales strategy. If there's one message I want to leave you with, it's this: **persevere**. Implementing a coaching program takes time, effort, and patience. You'll face resistance and setbacks, but if you stick with it, communicate consistently, and demonstrate value, you can create a coaching culture that drives real improvements in sales performance. Remember, at its core, coaching is about helping your people be the best they can be, and that's not just good for them - it's good for your customers, your business, and ultimately, your bottom line. ### What is burnout and how you can prevent it URL: https://www.salesenablementcollective.com/what-is-burnout-and-how-you-can-prevent-it/ Last updated: 2024-07-23T17:20:35.000Z In any role, at any company, it’s normal to feel a certain level of stress or anxiety about the work you’re doing from time to time. What’s not normal, though, is feeling intensely overwhelmed with this type of stress for an extended period of time. After a while, this level of overwhelm can develop into **burnout**, a state of physical and emotional exhaustion that not only affects work but our personal lives and general mental health. Burnout can be a *significant issue* that comes about as a result of chronic workplace stress. It’s important for *any worker* to understand what burnout is, recognize the signs, and avoid getting to a place where it becomes unbearable. Without this, it can lead to a major decrease in our ability to do any work at all and can have a negative impact that lasts for months, if not years. It’s particularly necessary, though, for those operating at the C-suite level or in senior management roles to be able to spot the signs and know how to tackle burnout, for their own sake as well as that of the workforce that they lead. If those at the top of the business are unable to mitigate the risk of burnout or act accordingly when it seems to be having an impact, not only can it negatively affect the business objectives but it can be detrimental to the mental health of a number of their employees. In order to do our best work possible and support the productivity of others, we need to prioritize good mental health and take workplace stress seriously. No job is worth sacrificing your mental health for. In this article, we’re going to explore: - [What is burnout?](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#what-is-burnout) - [The symptoms of burnout](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#so-what-are-the-symptoms-of-burnout) - [What causes burnout?](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#what-causes-burnout) - [Burnout risk factors](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#risk-factors-for-burnout) - [How to stop feeling so burned out](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/#how-to-stop-feeling-burned-out) It’s time to kick burnout to the curb, so let’s dive in. ⏬ ## **What is burnout?** Burnout is a state of chronic physical and emotional exhaustion that occurs as a result of long-term stress in a job, or from working in an emotionally or physically demanding role for an extended period of time. What is key is that this comes about as a result of unsuccessful management of this stress or failure to intervene at the first signs of burning out. The [World Health Organization](https://www.who.int/news/item/28-05-2019-burn-out-an-occupational-phenomenon-international-classification-of-diseases?ref=communityledgrowth.com) (WHO) characterizes the main three features of burnout as follows: - "Feelings of energy depletion or exhaustion; - Increased mental distance from one’s job, feelings of negativism and/or cynicism related to one's job; and - Reduced professional efficacy." Burnout itself is not a medical diagnosis, however, it *can* negatively impact one’s health, relationships, work performance, and overall quality of life. It stretches beyond just affecting our work, which is why it’s important to be able to recognize the signs and intervene early when work-related stress becomes more significant. ## **So, what are the symptoms of burnout?** The most common symptoms of burnout can appear much like clinical depression in that it presents an overarching feeling of defeatedness, hopelessness, and lethargy. Common symptoms can be broken down into physical, emotional, and behavioral - as follows: ### **Physical symptoms** - Feeling tired and drained most of the time. - Lowered immunity, frequent illnesses. - Frequent headaches, muscle pain, or aches. - Changes in appetite or sleep habits. ### **Emotional symptoms** - Sense of failure and self-doubt. - Feeling helpless, trapped, and defeated. - Detachment, feeling alone in the world. - Loss of motivation. - Increasingly cynical and negative outlook. - Decreased satisfaction and sense of accomplishment. ### **Behavioral Symptoms** - Withdrawing from responsibilities. - Isolating from others. - Procrastinating, taking longer to get things done. - Using food, drugs, or alcohol to cope. - Taking out your frustrations on others. If any of these sound or feel familiar to you or any colleagues or employees, you or they may be experiencing burnout and it’s vital that steps are taken to mitigate the stress. ## **What causes burnout?** Burnout can come around as a result of numerous factors, including but not limited to the following: ### **Lack of control** At work, if we feel unable to take some ownership or shape certain aspects of our job, such as a schedule, projects, or workload, it can lead to burnout. For example, if you find yourself in a position where you are being told to produce a lot of work or need to be involved in a number of projects, while not actually having the time or capacity to complete them, this can be the start of a dangerous workload. This can then be impacted by an expectation that you have to get all of it done, and an inability to deprioritize anything. ### **Unclear job expectations** In order to work successfully, we need to have a clear understanding of what is expected of us. This can be illustrated through Key Performance Indicators (KPI) that define deliverables on a regular basis, or any goal-setting exercises with your team or management. Not having access to this understanding can make working life uncomfortable, uncertain, and difficult, because it’s impossible to tell if we’re doing our job correctly or heading in the wrong direction without this knowledge. ### **Dysfunctional workplace dynamics** In every aspect of life, we are bound to clash with certain personalities or find ourselves in chaotic situations. This becomes a problem when it’s someone you have to be around significantly more, or when they have the power to influence your working life. This could look like an office bully, colleagues who undermine what you do, or a boss who micromanages your work. All of these examples can compound your feeling of not being good enough at work or increase your stress levels about the work you’re doing. ### **Extremes of activity** When a job feels monotonous or chaotic, you’ll need to keep up a constant level of energy in order to keep up and remain focused. This can lead to a feeling of fatigue or anxiety. For example, if you find yourself constantly worrying that something unexpected is going to happen, or you don’t know what may come up for you next, work can become a source of constant stress. ### **Lack of social support** Loneliness, in any part of our lives, [is bad for our health](https://time.com/6183058/loneliness-health-effects-what-to-do/?ref=communityledgrowth.com). Having friends at work can help to boost our job satisfaction and performance because it gives us a sense of belonging and provides an outlet for us to speak about anything work-related with someone else who *gets it*. This isn’t limited to complaining to a work friend over drinks either. It can look like a friend taking over on a task for you if they know you’re busy or overwhelmed, a manager giving you a shoutout in your team meeting when you’ve been performing well, or a colleague offering some guidance on how to approach a project. A lack of these support sources at work, and outside of it, can make you feel isolated and alone - all of which can increase the chance of burning out. ### **Lack of work/life balance** It’s not uncommon to have a couple of days, here and there, where you spend a little longer than usual working. Or you may need to step in to take over from a colleague and have a somewhat larger workload than normal for a few days. However, when it becomes the norm, and you are consistently working longer hours than you are meant to be, then this will quickly become a problem. So if you find yourself spending the majority of your time working, and sacrificing your personal life or time with family and friends to continue your work - burning out becomes a lot more probable. ## **Risk factors for burnout** In order to **beat burnout to the punch**, you should look out for the following risk factors in your role: - Heavy workload - Regularly working very long hours - A struggle with work/life balance - A lack of control over your work If you are in a situation where you recognize any of these risks in your role, you should be mindful and keep track of those feelings or situations, so you can know if things need to change from early on - rather than after you find yourself burning out. ## **How to stop feeling burned out** ### **Self-care** The first step when it comes to stopping feeling burned out, is to prioritize self-care. Self-care can manifest itself in a variety of ways but ultimately it boils down to making sure you’re looking after yourself as best you can. This could include making sure you eat a balanced diet, exercising regularly, getting enough sleep, and doing things you enjoy or that help you relax and stay grounded. ### **Boundary-setting** Setting boundaries at work and establishing a clear split between your personal and work life is a key way to stop burnout. It could look like setting yourself specific work hours and making sure to stick with them, not having your emails or work communications on your personal phone (and not checking these outside of your work hours), or making sure you take regular breaks from work throughout the day. Boundary-setting can also mean having conversations with colleagues or management to say, “Hey, I can’t prioritize this project right now - let’s work together to find a time when I can.” or “Going forward, I need 5 working days’ notice in order to complete these tasks”. It’s not just about creating a work-life balance, but also letting others know that your time is valuable and you can only do so much in a day. ### **Seek support** Don’t be afraid to reach out for support when you need it. This can be to friends and family, but it can also be to colleagues and management and in some cases, a mental health professional. While our managers are there to oversee our work and guide us professionally, they also have a duty to help us manage our workload and stress levels - so it can be incredibly useful to reach out and alert them that you are beginning to see signs of burnout. As for friends, family, and colleagues - they can offer a listening ear, advice, and guidance on how to manage your stress. ### **Mindfulness** In a broad sense, mindfulness is a process in which you focus on being acutely aware of experiences occurring in the present moment, and the feelings those experiences create - without interpretation or judgment. Benefits of mindfulness include improved focus and concentration, reduced stress, enhanced self-awareness, increased patience, and better emotional control. A way to use mindfulness at work could be to pay attention to the first feelings of heightened anxiety and step away from what you’re doing to conduct a breathing exercise. What you want to avoid doing is ignoring the feeling of anxiety, but instead try to acknowledge it without interrogating yourself about the feeling. Imagine that feeling of anxiety as a cloud of smoke in your mind, and use the breathing exercise to gently waft it away and clear the air before you step back into working. ### **Take time off** If you’re able to, taking time off from work can be very beneficial. This doesn’t have to mean you’re taking a vacation - it could be as simple as taking a day or two and just allowing yourself to spend that time doing the things you love. If your burnout is at a point where it’s becoming impossible to deal with work and it’s causing physical or mental health conditions, it may be a good idea to talk to a medical professional and enquire about stress leave. Mental health is just as important as your physical health, so taking time off for sickness or stress is absolutely okay and can help you to take that much-needed time to recover. ### **Re-evaluate your priorities** If you’re feeling burned out, it can feel incredibly overwhelming to think proactively about what needs to change in order to feel better - after all, it comes with a real sense of defeatedness. Despite this, taking a step back to really consider what’s important to you can be a great way to start understanding what steps you need to take in order to get rid of burnout. **Identify what matters to you** most, whether it’s advancing in your career, spending time with your family, developing a certain skill or focusing on your health. Then, **look at your current situation** and assess what you’re spending most of your time on. Next, compare your ideal situation to your current one. Are you spending your time on the things that matter most to you? Does your current situation look like the ideal situation? If you answer no to both of these questions, then you can start to identify what may be contributing to those feelings of burnout. With this re-evaluation, you can start to make changes that will bring your current situation closer to the ideal situation. This could involve delegating tasks, saying no more often, or reorganizing your schedule to better reflect your personal and professional priorities. ### **Seek professional help** If feelings of burnout persist, consider seeking the help of a mental health professional. They can provide strategies and techniques to help you cope with burnout and manage stress. They can also help to unpack deeper-rooted issues that you may not have been entirely aware of, which can be contributing factors to your burnout. ## **Let’s sum up** Burnout is a serious issue that can result from chronic workplace stress. It's not just a state of physical exhaustion but also a state of emotional exhaustion that can significantly impact our personal lives, work performance, mental health, and overall quality of life. To ensure we’re at our best, we must understand and recognize burnout, and take proactive steps to prevent it. Fortunately, burnout can be prevented and mitigated through various strategies. Prioritizing self-care, setting boundaries, seeking support, practicing mindfulness, taking time off when needed, and re-evaluating priorities can significantly help in managing and reducing burnout. In severe cases, professional help might be necessary to effectively address the problem. Remember, no job is worth sacrificing your mental health for. Prioritize your well-being, and do not hesitate to seek help when you need it. By understanding and acknowledging burnout, we can all contribute to a healthier and more balanced work environment. --- Understanding and knowing how to tackle burnout is just one of the many abilities any C-Suite executive or senior leader should possess. That’s why we explore it in our [C-suite Masterclass](https://certified.thealliance.io/course/c-suite-masterclass?ref=communityledgrowth.com). If you’re a Director or VP-level professional who wishes to or is expecting to transition into a C-suite leadership role, this course is for you. But, if you’re a newly appointed C-suiter who’s keen to explore how other like-minded professionals have led teams or sustained organizational performance levels, then you’ll thrive in this program, too. From developing your leadership abilities to understanding the unique challenges faced by C-level executives, gain the comprehensive understanding you need to drive results, inspire teams, and achieve your career aspirations - all in this industry-leading course. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/07/C-Suite_Ghost_Banner_Assets_--1--1.png) [Find out more here](https://certified.thealliance.io/course/c-suite-masterclass?utm%5Fsource=ghost&utm%5Fmedium=banner&utm%5Fcampaign=content-) ### Lead nurturing track template URL: https://www.salesenablementcollective.com/lead-nurturing-track-template-framework/ Last updated: 2025-12-02T08:45:26.000Z ## What is a lead nurturing track? A lead nurturing track is a process designed to build and maintain relationships with potential customers at every stage of the sales funnel. It's best thought of as a series of targeted communications and content that businesses can use to engage prospects, address their specific needs, and guide them toward a buying decision. The process ensures that leads receive the right information at the right time, helping to build trust and keep your brand top-of-mind until they’re ready to make a purchase. ### Who is this template for? This lead nurture track template is ideal for sales and marketing professionals looking to enhance their lead nurturing efforts. Whether you’re a sales rep aiming to engage prospects more effectively, or a marketer focused on aligning sales and marketing initiatives, this template will serve as a valuable resource. It’s also perfect for teams seeking to streamline their nurturing process, ensuring consistent and high-quality communication with potential customers. ### Why should you use a lead nurture track template? Using this lead nurturing track template allows you to create a structured, repeatable process for engaging with your leads. Here’s why you should consider implementing it: - **Build stronger relationships:** By providing timely and relevant content, you’ll foster trust and establish a deeper connection with your prospects, making them more likely to choose your solution when they’re ready to buy. - **Align sales and marketing:** This template ensures that both teams work in harmony, delivering a consistent message and experience throughout the [buyer’s journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/). - **Increase conversion rates:** A well-executed lead nurture track can significantly improve your conversion rates by keeping your brand top-of-mind and addressing any concerns or objections prospects may have along the way. By integrating this template into your sales and marketing efforts, you’ll be better equipped to turn leads into loyal customers. Download the template now and start nurturing your leads to success! ## Download your lead nurturing track template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/lead-nurturing-track.png) [Lead nurturing trackLead nurturing track Lead nurturing is how you build that all-important relationship with your potential customers at every stage of the sales funnel. Successful lead nurturing focuses on marketing and communication to gauge the needs of prospects and provide them with the information and answer…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyKxxL_V5JJVnj74aRFXj1i7RBytlpb7T5CsSLz0GVTuvu3_2Bc_aBoFPFYHEDuVbtjBeh-6EAkyRwsDrG5dj2X0Lo6VajJ580GKrhKtumqHLxb2CA0V=w1200-h630-p)](https://docs.google.com/document/d/1HEAwPZtksXyFv8tG520euZ6Y%5FFo509f4KhxjbL1j1FU/edit?usp=sharing) [Lead nurturing trackLead nurturing track.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Lead-nurturing-track.docx "Download") [Lead nurturing trackLead nurturing track.pdf71 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Lead-nurturing-track.pdf "Download") _This post is for subscribers only._ ### Build content for every buyer stage: Content mapping framework URL: https://www.salesenablementcollective.com/buyer-journey-content-map-framework/ Last updated: 2025-08-06T08:13:17.000Z Our buyer journey content framework is a comprehensive guide designed to give you the right content strategies tailored to every step your potential customers take—from Awareness all the way to Decision. Whether you want to generate leads or close sales, this framework is your go-to playbook for creating [high-impact, relevant content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) that nurtures prospects from start to finish. ## What's inside? This document provides a deep dive into the most effective types of content you can use for each stage of the buyer’s journey: - **Awareness Stage:** Engage your audience with educational articles, social posts, and podcasts. - **Consideration Stage:** Equip prospects with product brochures, online demos, and downloadable guides. - **Decision Stage:** Seal the deal with reviews, case studies, and free trials. From SEO-friendly blog posts to immersive webinars and product trials, every content type is laid out clearly, ensuring you can choose the perfect format for where your audience is in their decision-making process​. ## How to use the framework: This framework is your roadmap to content marketing success. Here’s how to maximize its potential: 1. **Identify the buyer stage**: Determine where your prospect is in their journey (Awareness, Consideration, or Decision). 2. **Select the right content**: Use the framework to choose the most appropriate content formats to drive engagement at each stage. 3. **Create & distribute**: Craft high-quality content that speaks to your audience’s needs, then share it through the right channels to drive conversions. 4. **Refine & measure**: Continuously evaluate the performance of your content and adjust your strategy for improved results. ## Download your buyer journey content mapping framework ![buyer journey content mapping framework](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/buyer-journey-content-framework.png) [Content for each stage of the buyer’s journeyContent for each stage of the buyer’s journey.pdf98 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Content-for-each-stage-of-the-buyer-s-journey.pdf "Download") [Content for each stage of the buyer’s journeyContent for each stage of the buyer’s journey.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Content-for-each-stage-of-the-buyer-s-journey.docx "Download") [Content for each stage of the buyer’s journeyContent for each stage of the buyer’s journey Whether you’re looking to acquire leads or increase sales and conversions, content plays an essential role in the buyer’s journey. From comprehensive articles, audio content like podcasts, or educational webinars, content marketing helps your prospe…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyINP9i5l9rcrKOpYJAmLgadIuC99aq5q6Pxup6nmj6UWNoWJJoU90Jz6RnGSFdZh6jjS74XXT3_wwZWv4yjXs3vbgSJlAIIXS6lDaGdqwYfJKj1aHeA=w1200-h630-p)](https://docs.google.com/document/d/1yrE90FYjqtlXu%5FT4jQHyqtx%5FiCA7LiDU2OyEQlEO9so/edit?usp=sharing) _This post is for subscribers only._ ### Sales email template collection URL: https://www.salesenablementcollective.com/sales-email-templates-framework/ Last updated: 2025-12-02T08:47:20.000Z Email templates are amongst the most versatile tools in a sales enablement manager’s arsenal. They can provide a baseline for consistency in sales messaging, while at the same time being endlessly customizable. They're also a great resource to include in starter packs for new reps. Our sales email templates are designed to help sales professionals craft personalized, impactful emails that get responses. ## What's inside the template document? The document contains a suite of pre-written and tested email templates, tailored for different stages of the sales funnel. Whether you're initiating contact, [nurturing leads](https://www.salesenablementcollective.com/lead-nurturing-track-template-framework/), [overcoming objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/), or re-engaging with lost prospects, these templates provide a strong foundation. They're flexible and designed to be customized for your specific product, target audience, and goals. There is an email template for each of the following use cases: - Cold outreach/initiating contact. - Relationship building and nurture. - [Objection-handling](https://www.salesenablementcollective.com/objection-handling-script-framework/) for pricing and product fit. - Winback, to reignite conversations with prospects. ### How to use the templates 1. **Select the right template**: Browse through the templates to find the one that aligns with your sales scenario. Are you reaching out for the first time, following up, or handling objections? There's a template for every stage. 2. **Customize it**: Personalization is key. Add specific details like the recipient's name, company, and any unique pain points. Don’t forget to include your value proposition and a clear call-to-action. 3. **Send and optimize**: Once you've tailored the email, send it and track the response. Use these templates as a starting point, and feel free to adjust them based on your results and feedback. ## Download your sales email template collection If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/sales-email-templates.png) [Sales email templatesSales email templates.pdf78 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sales-email-templates.pdf "Download") [Sales email templatesSales email templates.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sales-email-templates.docx "Download") [Sales email templatesSales email templates Email templates are amongst the most versatile tools in a sales enablement manager’s arsenal. They can provide a baseline for consistency in sales messaging, while at the same time being endlessly customizable. They are also a great resource to include in starter packs for…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJj1q8yv4Tm7J5cUs63ImfhWEWdePnx90CalJEKzaIpPMIP8wJzNEEHIf10CuI2zfYnC98n2vII3pUmQ85zvamRtCCeb9nyDAnDD0Qr6O87vmhl9l_K=w1200-h630-p)](https://docs.google.com/document/d/1E7ToUybd6zAXDgHK9wOj8BR7ITV5bY6oFLy98AqudTg/edit?usp=sharing) _This post is for subscribers only._ ### Sales performance review template URL: https://www.salesenablementcollective.com/sales-performance-review-template-framework/ Last updated: 2025-12-02T08:46:25.000Z Keeping track of your sales team’s performance has never been easier. Our sales performance review template is your go-to tool to [measure key sales metrics](https://www.salesenablementcollective.com/sales-metrics/), identify opportunities for growth, and celebrate team achievements. Whether you’re focused on tracking revenue, conversion rates, or individual performance, this template gives you the insights you need to boost your sales outcomes. ## What’s in the template? This customizable template covers all the essentials for a monthly sales review: - **KPI updates**: Track key metrics like total revenue, upsell/cross-sell figures, and profits on a month-to-month basis. - **Conversion tracking**: Monitor conversion rates from leads to closed deals and assess the health of your sales pipeline. - **Team performance**: Recognize top performers with metrics for the most deals closed, the biggest deals won, and other standout achievements​. You can even add visual elements like graphs and charts to make your data more digestible and actionable. ### How to use it: Maximize your sales review process with these simple steps: 1. **Input your data**: Update the template with your monthly sales figures, comparing current performance to previous months and year-to-date targets. 2. **Analyze the results**: Use the metrics to identify trends in revenue, conversion rates, and overall performance. This helps highlight strengths and areas that need improvement. 3. **Visualize for impact**: Take advantage of the built-in functionality to create charts and graphs that make your data easier to interpret and share with the team. 4. **Celebrate wins**: Use the team section to give shoutouts to top performers and motivate your sales force by recognizing achievements. ## Download your sales performance review template ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/sales-performance-review-template.png) [Monthly performance overviewMonthly performance overview.pdf121 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Monthly-performance-overview.pdf "Download") [Monthly performance overviewMonthly performance overview.pptx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Monthly-performance-overview.pptx "Download") [Monthly performance overviewMonthly performance overview Template Name of course here![](https://ssl.gstatic.com/docs/presentations/images/favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyLkkj7wX9cgQqaeRfNgcelbJ9xic72C_QEGTTBef02qDaf8_SiAUOkXUSZYzr9fg1dcStWy3YQnJ1oLQ-zdRKgtf9W-L84RHtRxaTOi3nRYArKi9z8=w1200-h630-p)](https://docs.google.com/presentation/d/1gCSpBOyhEZ1AlR-hJ2pIOPeiGJcgT0WihiVNdEbNIz8/edit?usp=sharing) _This post is for subscribers only._ ### The essential guide to sales plays URL: https://www.salesenablementcollective.com/the-essential-guide-to-sales-plays-highspot/ Last updated: 2024-08-21T16:21:03.000Z If you want to get sellers to do something that is new or different, you need to be specific about *exactly* what it is you want them to do. Yet, in many organizations, this direction isn’t clear. Consider how your organization shows sellers what an effective first meeting looks like. If you are like many customers we speak with, you might do something like this: - You publish the official first meeting slides in your content management system, but sellers still struggle to find them. - The slides don’t show sellers how to ask effective [discovery questions](https://www.salesenablementcollective.com/discover-call-checklist-framework/). Instead, discovery questions are listed in a separate document that sellers can never find when they need it, and it’s unclear how sellers should fold these discovery questions into the first meeting slide deck. - Sellers want peer examples but have to search through calls in your call recording system to find them. - Marketing has created assets to use as follow-ups to the first meeting, but they sit in a different repository and are rarely used in practice. All of these are common. They boil down to **two main issues**: 1. Sellers don’t have a single place to find what they need. 2. The organization never communicated what “good” looks like, needlessly forcing each salesperson to invent their own version of “good” for their sales calls. ### **Consider this analogy** Stepping out of the world of sales for a moment, imagine you and your friend are leading two groups of 12-year-old scouts, each with a goal of climbing a mountain on their own. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/Screenshot-2024-08-21-at-12.42.58.png) **You**, being organized, select all the gear each scout will need, lay it out in organized piles, and arm each scout with a detailed map and guidebook that describes the trail. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/Screenshot-2024-08-21-at-12.43.12.png) **Your friend**, who has recently been a bit frazzled, dumps what appears to be the entire contents of his garage into a large pile at the trailhead. He tells each scout to pull out what they think they need, sorting necessary items from a mountain of 30-year-old sporting equipment and occasional bits of gardening gear. Also, he has forgotten the maps, guidebook, or compass. Each scout will have to find their own way. Which group is likely to see more scouts safely summit? This example may sound absurd but the frazzled friend, unfortunately, is a close representation of the way many companies [equip their sellers](https://www.salesenablementcollective.com/the-ultimate-guide-to-sales-enablement-tools-ebook/). A few experienced, talented, or lucky folks will achieve their goals, but many will get lost in the woods. Even when the pile of [content](https://www.salesenablementcollective.com/tag/content-strategy/) we give our sellers contains some true gems, if our team can’t find them and doesn’t understand when and how to use them, they are unlikely to succeed. ### The Modern Sales Play is the answer to this challenge. It pulls together all that a seller needs to know, say, show, and do in a particular situation in a consistent, easily digestible format. The modern sales play bears little resemblance to the sales playbooks of old. Remember the three-ring binders that were printed at great expense and handed out at training sessions, only to gather dust on a shelf? Or, perhaps, the 80-page PDF that still lurks in a corner of your sales portal? While those tomes were often very comprehensive, they had many challenges: ❌ They were overwhelming and hard to navigate. ❌ They were extremely expensive to evolve, so they quickly went out of date. ❌ They described the theory of how deals were supposed to happen, but often the reality was very different, and the recommendations weren’t useful for sellers trying to get something done. By contrast, the modern sales play serves as a “quick reference guide” that makes it easy for the seller to find what they need and take action. Modern sales plays do the following: ✅ Are built to serve the seller, with a clear call to action. ✅ Live where the seller works—often directly in the CRM system. ✅ Are built in digestible, bite-sized elements. ✅ Include the specific assets and tools sellers need to do their jobs. ✅ Provide real examples—via recorded calls or videos—of top performers doing whatever it is that the seller needs to do. The play must be built to meet the needs of the seller. Not Management, not Marketing, not Enablement, but the seller specifically. 💡 This may require “****selling the seller**” on why it’s in their interest to pay attention to the play. Building a play that does this well typically requires collaboration across functions. For many plays, it helps to have a representative from the sales organization included on the team who is building the play. ## **Elements of an effective sales play** ### The Hook A seller should be able to quickly determine if the play will be useful for their situation, figure out how the play might help them, and recognize why the thing being described in the play is important to them personally and to the business. ### What to Know The play summarizes or provides links to training content and other assets that give the seller the knowledge and information they need to succeed. Common examples include: - Product training - Skills training - Buyer personas - Industry backgrounders - Competitor battle cards - Value frameworks ### What to Say Show the seller how to have the customer conversation that you’d like them to have. Some plays include lists of talking points or discovery questions. More advanced plays will include a conversation flow, such as one that shows how to navigate a dialogue, offering the customer insight and asking questions. Many sellers find it very valuable to watch examples of their peers having conversations. Recordings of actual customer calls can be invaluable here. We’ve seen other customers embed clips of top sellers offering pointers on how to have a particular conversation. You are not trying to make the conversation a paint-by-numbers exercise, but you are trying to remove guesswork for the seller. Each seller shouldn’t have to reinvent the wheel of what a good conversation sounds like. ### What to Show This section has links to customer-facing assets and collateral that the seller should use to support the conversation. Examples include: - Presentation decks - Demo assets - Whiteboard flows - Pitch templates ### What to Do This section should highlight specific actions you want your sellers to take following the meeting. Those actions might be anchored in an internal process (“submit a list of accounts that are qualified by X date”) or may focus on follow-up actions with the customer, such as sharing a relevant piece of thought leadership content. [The mindset shifts that transformed Google’s sales strategyReady to discover the five key mindset shifts that made Google’s sales coaching program so successful?![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveJeff Jaworski![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/01/randy-tarampi-U2eUlPEKIgU-unsplash.jpg)](https://www.salesenablementcollective.com/inside-the-mindset-shifts-that-transformed-googles-sales-strategy/) ## **Kinds of sales plays** Sales plays come in different forms to meet different organizational needs. There is no single “best” kind of play to build. Rather, organizations will typically build different kinds of plays to serve different purposes. From their simplest form (we refer to this as a sales kit) to the more complex types of sales plays, they all act as [effective tools](https://www.salesenablementcollective.com/tag/tools-and-technology/) to enable sellers and help eliminate the guesswork of trying to find and use key content and information to drive results. ### Curate materials using sales kits The simplest sales plays, or “sales kits,” simply gather all the relevant assets and [training materials](https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/) about a topic in a single place. This curated collection provides a one-stop shop for sellers who need to be aware of the topic and find information on it. Sales kits have a broad range of applications, including: - Organizing competitive information. - Organizing materials that support specific demand gen campaigns. - Pulling together all the assets related to a product launch. - Helping sellers find internal operational content, such as CRM stage definitions, opportunity-tracking processes, and deal-quoting processes. Where possible, we recommend that you build these kits with a particular audience in mind. For instance, if the sales kit supports a product launch, what information is relevant to a new business sales team vs. a post-sales support team? ### Drive seller actions with sales plays For many initiatives, however, sellers will need more than a collection of assets. They’ll crave more context about what they’re being asked to do, why, and what “good” looks like. This is where more robust sales plays come in. These sales plays are sometimes written at the level of an initiative (such as cross-selling a new product) and other times focus on a specific action (such as how to introduce the product being cross-sold to an existing customer of a different product line). ### Being specific facilitates change When a sales play is being used to drive or change a high-impact behavior, we find that it helps to be very specific and action-focused in the sales play. Consider the example of a company that has launched or acquired a new product that is expected to be a major revenue driver for the business. Cross-selling the product is essential to the company’s growth strategy. Many companies would be tempted to put together a play that includes the following: - An overview of the product and its value proposition. - A description of the target customer. - Information about competitors in the space. - Details about pricing and packaging. All of this is important information for the seller, but it doesn’t tell them what to actually do or how to do it. Every seller is left to their own devices to figure out how and when to initiate a conversation with a customer about this new product. By contrast, an action-based play will zero in on that first conversation. It will, of course, include the other background information listed above, but it will provide specifics about how to take the first steps in a sales engagement. This is a behavior that the seller can practice and that managers can inspect and coach. It is much easier to drive change on specific behaviors than on broad initiatives. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/Screenshot-2024-07-16-at-16.38.32.png) ### Coaches need guidance, too To take this concept one step further, we’ve also seen companies create coaching plays for their managers. These plays accompany the seller-facingplay and provide managers specific information about what they are expected to inspect and how to help their sellers master the new action. Just as a sales play demystifies what good selling looks like, a coaching play pulls back the curtain on effective coaching in a specific situation. A “coaching-enabled sales play” includes both an action-based play for sellers and an accompanying coaching play for their managers. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/Screenshot-2024-08-21-at-12.50.13.png) ### Invest thoughtfully to maximize impact As companies build sales plays, they often fall into the trap of “spreading the peanut butter too thin.” Enablement and Marketing are often asked to do many things, but some of those things are much more valuable than others. To drive business impact, enablement must make sellers more effective. Doing so typically hinges on driving a small number of high-impact behaviors. It’s critical that the sales, enablement, and marketing teams have the space to focus on these initiatives and fully operationalize the required behavior change. For example, if the company is rolling out new value-based messaging to support a first meeting that is expected to deliver an increase in the company’s win rates, the company must rigorously execute on equipping, training, and coaching its sellers to effect the needed behavior change. A coaching-enabled play is designed for this. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/Screenshot-2024-07-16-at-16.40.07.png) But what about all the other things that the enablement team is asked to roll out? What about the minor product launches, marketing campaigns, and education on the latest tool or process? Those things need to be served. But they should be served in a way that is not overly distracting for sellers, their managers, enablement, or marketing. Nobody is well served by driving accountability for reading the details of the latest release notes ... or building an overly complex play to support a minor change in the sales process. Sales kits are **perfect** for these situations. They are quick to build and simple to consume. [What are sales enablement tools?There are a lot of options when it comes to sales enablement tools, as well as a lot of confusion. If it’s your first time exploring tech stacks, it can be hard to separate your CMS from your CRM. We’re here to help.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_cms.jpg)](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) ## **Measuring adoption** At a basic level, you can measure adoption of a sales play in terms of who has read the play and how much time they spent reading it. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/Screenshot-2024-07-16-at-16.41.54.png) We find value in looking at this metric across each type of sales play and sales kit, though you’ll likely have different expectations depending on your goals. Consider the following: - The information in action-based or coaching-enabled sales plays is typically “must know.” It is deemed to be a high priority by sales leadership, and so all relevant sellers should spend time reading it. - By contrast, the information in sales kits is typically “for your information.” It will be useful to some people, some of the time. We’d expect the percentage of the team who reads sales kits to be much lower. If you are using the sales play to move the performance needle for your organization, you’ll want to think about a more comprehensive adoption plan. We’ve seen time after time that simply publishing a sales play isn’t enough to drive change. The best companies think about the full **Equip —Train—Coach** process. In addition to defining who must read the play, and by when, a strong adoption plan will identify the following: - How sellers will build confidence doing the new thing—for instance, via a role play, and how the organization will track progress against this goal. - What leadership will measure to determine who is doing the new thing in the real world. ## **Getting started** If you want to get started building plays, first decide on your goals: > *Are you trying to make it easier for sellers to find content on a topic?* - If so, start with a sales kit. Keep the build and rollout process as simple as possible. > Are you trying to improve sales performance by helping your team do something differently or better? Do you need to support a key growth initiative for your company? - If so, focus on a sales play, ideally at the action-based or coaching-enabled level. Invest to get this play right, and be sure to swing all the way through on driving adoption. Next, pull together the right team. An enablement professional or product marketer can often be very effective at building a sales kit. When building a sales play, we find it helpful to bring together a trio of experts: **Audience SME:** A well-respect first-line manager or front-line seller who can “keep it real” about where sellers are struggling, what they need to be successful, and what an actual customer conversation should sound like. **Topic SME:** An expert on the topic at hand. If the play focuses on cross-selling a new product, then the topic expert may be a product marketer or product manager. **Enablement SME:** An expert on enablement and crafting plays. This person can ensure that all plays are built in a consistent manner. This tight-knit group, ideally staffed by some of the true experts in each domain on your team, should be able to cut through functional silos in ways that traditional processes aren’t able to. Within this group, sales, marketing, and enablement are speaking directly with one another to solve a well-defined problem using a structured approach. This is when the magic happens. ## **Sales play diagnostic** How is your organization doing with regard to the way you are considering and/or deploying sales plays? Use this diagnostic as a way to assess where you are on your journey to better enable sellers with sales guidance to drive consistent performance and results. This can be a great place to start discussions internally about where you are and ultimately where you want to go. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/07/Screenshot-2024-07-16-at-16.44.23.png) ## **The framework** The starting point is deciding what you are trying to achieve. You might want to drive a specific strategic initiative, such as launching a new product, deploying a new sales methodology, or moving to value selling. Or you might want to build selling capability through a foundational program, such as improving how you onboard new sellers. In either case, the goal is to change rep behavior. ### Call to action To drive change into your sales organization, it is critical to start by clearly defining what you want your sellers to do. 💡 The more ****detailed** and ****specific** you are about this, the **better*. You typically want to help them master key selling skills, learn knowledge essential for working effectively with customers, and engage effectively in leveraged behaviors that move the sales process forward. ### Consistent execution With a clear idea of what you want to accomplish, you can turn that into action. There are three key steps: 1. **First, systematically equip your sellers with the resources they need**, writing down “what good looks like.” This might involve customer- facing collateral (such as a pitch deck, brochures, and case studies), internal collateral (a demo script and tips on objection handling), and one or more sales plays (what you want your sellers to know, say, show, and do). Success here means that sellers can say, *“I get it. I know what you want me to do, and I have the tools I need to do it.”* 2. **Then you train them through a set of learning experiences**, often combining self-service and instructor-led courses, with opportunities to demonstrate their expertise. Success means they can confidently say, *“I am confident that I know how to execute.”* 3. **Finally, you coach them on the new activities in the real world.** This is usually done by their managers, who may need support to know how to do it well. The goal is that sellers can say, *“I have the support I need to be successful at this new activity with customers.”* Supporting all three of these steps, you need to analyze exactly what is—and isn’t—happening on the ground, with visualizations that help distill that data into insights you can act on. ### Business outcomes The reason you are driving change is to achieve certain outcomes. To get there, you need to get clear on what you want, what success looks like, and how you will measure it. The more closely your metrics align to the actions you are driving in the field, the better you are able to measure the effectiveness of your enablement process. ### Enablement platform You have to have the right enablement team, tools, and processes in place to implement the **Equip**, **Train**, **Coach** model. If elements of that platform are shaky or missing, you will struggle to drive change and execute effectively on your business priorities. --- ## Looking for your next steps? ### Master the fundamental pillars of sales enablement. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/SEC_Core_Sales_Enablement_Meta-1.jpg)](https://learn.salesenablementcollective.com/course/sales-enablement-certified-core) A springboard for your SE career, providing you with the skills and knowledge needed to build and maintain a world-class enablement program. From onboarding to tech & tools, and *everything* in between, this course has it covered. [Learn more now.](https://learn.salesenablementcollective.com/course/sales-enablement-certified-core) ### Sales discovery call checklist URL: https://www.salesenablementcollective.com/discover-call-checklist-framework/ Last updated: 2025-12-02T08:48:40.000Z ## What is a sales discovery call checklist? A discovery call checklist is a structured guide designed to help sales representatives effectively navigate initial conversations with prospective clients. These checklists have been built and tested to ensure sales reps cover all essential points during the call, from pre-call preparation to asking the right questions and setting up follow-up actions. By following a discovery call checklist, sales teams can qualify leads more efficiently, build stronger rapport with prospects, and increase the likelihood of advancing to the next stage in the sales process. ## Why should you use a discovery call checklist? ### Boost Confidence and preparedness The checklist makes sure that you're fully prepared before making the call. By doing essential pre-call research, you can approach each conversation with confidence, demonstrating knowledge about the prospect's business and needs. ### Facilitate engaging conversations Following the steps in the checklist helps in structuring the call to foster a two-way dialogue rather than an interrogation. By asking the right questions and encouraging an interactive conversation, you can build rapport with the prospect, making them feel heard and valued. ### Drive successful outcomes The ultimate goal of a discovery call is to move the prospect to the next stage of the sales process. The checklist includes strategies to confidently present your product or service and ask for a follow-up meeting or demo. By clearly articulating how you can address the prospect's challenges, you increase the chances of securing a commitment to continue the conversation. ### Continuous improvement Recording and evaluating your discovery calls allows for ongoing learning and improvement. The checklist encourages you to review each call, identify areas for enhancement, and apply those lessons to future interactions. This continuous feedback loop helps in refining your sales approach and becoming more effective over time. ## Download your discovery call checklist If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![sales discovery call checklist](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/discovery-call-checklist.png) [Discovery call checklistDiscovery call checklist Discovery calls can be tough, especially for newer reps. Speaking to prospective clients for the first time since they showed interest can be intimidating when a rep isn’t experienced in the role. It’s not just new reps who will benefit from help with discovery though, o…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyKHyfbWEKgpXdT-MHfC5GYapuO8t8Fv6PZLqM37xlQqMTwl_ZJv1wpd5paQJA6NISmdyGT64qlrUHJjEzBXzkgEbMCrxW5VVWN5rDXkxyCeciJ3_yk=w1200-h630-p)](https://docs.google.com/document/d/15KmPHZG8eMomBgr3zyfSUqYNepKuXnoONBoSpo%5FWw9k/edit?usp=sharing) [Discovery call checklist (1)Discovery call checklist (1).docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Discovery-call-checklist--1-.docx "Download") [Discovery call checklistDiscovery call checklist.pdf65 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Discovery-call-checklist.pdf "Download") _This post is for subscribers only._ ### The AI differentiator? Your prompts URL: https://www.salesenablementcollective.com/the-ai-differentiator-your-prompts/ Last updated: 2025-07-01T10:43:37.000Z In a parallel universe, I must have been a singer-songwriter. A few months ago, I discovered Suno.AI and was immediately captivated. Today, anyone can release a song with just a few prompts. However, crafting those prompts is a skill. As a Damien Rice and Lana del Rey fan, I incorporated alternative, melancholy, and indie pop elements into my prompts. Adding specific directives on Suno.AI such as \[sad electric guitar solo\], \[sudden chord shift\], and \[heart-wrenching cries\] with other generative AI tools for the lyrics to produce remarkably poetic, lyrical, and emotionally charged songs—the result? Mindblowing. When ChatGPT first launched, I was conscientious about closing those tabs while sharing my screen. Now, I feel there's no need to hide. We should be open to using these tools or even proud to leverage them. Whether AI will replace humans should no longer be the elephant in the room. The big gray elephant is: **Do you know how to leverage AI in your daily work?** *We need to know that AI isn't here to steal our thunder but to be our assistant.* As a self-proclaimed prompt geek, I can't help but wonder: Are we genuinely tapping into the potential of these AI assistants? Are we using the most cut-throat prompts to elicit the best possible responses? Or are we merely scratching the surface, giving textbook prompts, and complaining afterward, "Obviously, it's AI-generated!" As a senior AE in a tech startup in Singapore, I had a lot of fun using AI in my work. No longer fumbling through my company's [Learning Management System ](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/)for tax laws of respective countries, I rattled off the answer right off the bat. (Cross-checking at the back of my head if the answer seems dubious.) [Using ChatGPT for sales - and why you need it in your sales enablement toolkit | SECWondering how to use ChatGPT for sales? This article, featuring SEC Ambassador Thomas Cheriyan, is your one-stop shop.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/03/photo-1678957949479-b1e876bee3f1-2.jpeg)](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/) ## Using AI for sales pitches Back in the day, when generative AI was still a novelty, I turned to generative AI tools for answers and assistance in crafting compelling sales pitches and engaging with prospects. One of my go-to prompts was to generate relevant buzzwords. I would prompt: 🤖 Generate a list of 10 buzzwords highly relevant to a C-level executive from a specific industry, including details like company size, industry trends, and current challenges. This allowed me to pepper my conversations with industry-specific jargon, building instant rapport and demonstrating my understanding of the prospect's world. Clarity is vital when giving prompts. ## Using AI for personalization Another prompt that proved invaluable was to personalize a conversation. I would ask AI to: 🤖 Analyze (prospect name)'s LinkedIn profile and suggest three discussion topics and five questions for our discovery call, in the style of Chris Voss. This allowed me to tailor my approach to each prospect, mirroring (topic for another day) their communication style and focusing on issues likely to pique their interest. You can use AI to vet through webpages or LinkedIn profiles to produce these critical pointers. ## Using AI for value propositions However, perhaps the most practical prompt I used was to tailor a value proposition statement. I would prompt to: 🤖 Create an emotionally compelling value proposition statement focused on client satisfaction, as the prospect has faced past disappointments with several vendors already, and an elevator pitch for (prospect's name) considering (company's) solution. By providing specific parameters and context, I generated a unique and impactful value proposition that addressed the prospect's pain points and highlighted the value of our offering. Always have a clear ask, but also set your parameters right! [AI and sales enablement: a match made in the cloud?AI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_sales_automation.jpg)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ## Refining and fine-tuning AI content Of course, simply generating responses from AI is not enough; refining and optimizing these responses is crucial to ensure maximum impact. Think of yourself as an engineer here. Here are a few prompts I use to fine-tune AI-generated content: 1\. **Quality Enhancement:** Improve the previous response from a 6/10 to a 10/10, adding more detail and relevance to the conversation track. 2\. **Tone Adjustment**: Reduce the sales pitch by 40%, increase rapport and curiosity by 30%, and enhance creativity and client-centricity by 20%. 3\. **Call Evaluation:** Review this email/call transcript and score it on a scale 10 for its engagement, rapport, and relevance. Suggest improvements. 4\. **Prompt Optimization:** Rewrite my prompt to produce a more effective outcome. The prompt should be as personalized and detailed as possible. By using these prompts to refine and optimize AI-generated answers, I can create highly targeted and impactful assets that resonate with prospects beyond the surface. Of course, I, too, provided lots of context and input to get a quality output. In today's fast-paced, tech-driven world, mastering the art of prompts is critical. > *In fact, it's an art.* Of course, it's imperative to remember that AI should never replace your judgment and expertise. I always remind myself to review and refine AI-generated content to ensure it aligns with the brand's mission, purpose, and value. Remember: It's you checking AI's work and not vice versa. I hope you pick up a tip or two from this article. Alright, I'm diving into the "studio" to prompt a fresh anthem that fuses 'Summertime Sadness' moody vibes with the ethereal essence of 'Delicate'. **Let the sonic magic begin!** --- **About Shun** *Shun's sales journey began 18 years ago, when he hit the ground running as a loans executive at a bank. He spent his days standing at bank branches, attending roadshows, knocking on doors, and making 100 connected calls daily - and loving every minute of it.* *Today, Shun is an SDR Enablement Manager at Dynatrace, where he leverages AI to supercharge workflows, turbocharge lead generation, and drive customer engagement. With a keen eye for detail and a passion for innovation, Shun excels at bridging the gap between sales and technology - and his efforts drive real results for his organization.* ### Your guide to Sales Kickoffs (SKOs) [Video] URL: https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/ Last updated: 2024-10-21T08:20:10.000Z ### More like this... [What is sales enablement content? \[Video\]Discover the different types of sales enablement content and how you can start creating content that your sales team will actually use. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/What-is-sales-enablement-content.png)](https://www.salesenablementcollective.com/what-is-sales-enablement-content-video/) [SKO uncensored: 4 strategies to tackle the dreaded pink elephantStephanie Middaugh and Nikki Schanzer explore the challenges associated with SKOs, and steps you can take to improve your SKO experiences.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveNikki Schanzer![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_sales_kickoff.jpg)](https://www.salesenablementcollective.com/sko-uncensored-4-strategies-to-tackle-the-dreaded-pink-elephant/) [What is a sales methodology? \[Video\]Discover what a sales methodology is and how it helps sales reps in their role in this bitesize video guide. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/What-is-a-sales-methodology.png)](https://www.salesenablementcollective.com/what-is-a-sales-methodology-video/) ### Sales discovery call scorecard URL: https://www.salesenablementcollective.com/discovery-call-scorecard-framework/ Last updated: 2025-12-02T08:50:18.000Z ## What is a discovery call scorecard? The discovery call scorecard is a structured evaluation tool designed to help sales managers and teams assess the effectiveness of their initial interactions with potential customers. The scorecard provides a framework for reviewing key aspects of discovery calls. The aim is to ensure that sales reps are consistently uncovering critical customer information and setting the stage for a successful sales process. ### What's in the scorecard? The scorecard consists of a series of targeted questions that evaluate the key elements of a discovery call. Each question is rated on a 5-star scale, allowing for a detailed assessment of the sales rep's performance in specific areas. The scorecard also includes sections for qualitative feedback, offering space for both positive reinforcement and constructive criticism. ## How to use the sales discovery call scorecard ### 1\. Rate the overall call Start by providing an overall rating for the call, giving a general impression of how well the rep conducted the conversation. - **Overall rating** Rate the call from 1 to 5 stars based on the general effectiveness of the interaction. ### 2\. Evaluate key aspects of the call The scorecard breaks down the call into critical components, each rated individually. These ratings help identify strengths and areas for improvement in the sales rep’s approach. - **Understanding the customer’s “WHY”** Assess how effectively the rep identified the customer's reasons for engaging in the conversation. - **Identifying key results** Rate how well the rep pinpointed the outcomes the customer is aiming to achieve. - **Defining success** Evaluate the rep's ability to determine what success looks like for the customer, including specific metrics like ROI (Return on Investment) or ROT (Return on Time). - **Identifying competitive solutions** Consider how thoroughly the rep explored alternative solutions or competitors the customer might be considering. - **Addressing customer concerns** Assess the rep’s effectiveness in resolving any questions or concerns the customer had during the call. - **Presenting the company and value proposition** Rate the clarity and impact of the company overview and value proposition delivered by the rep. - **Understanding the buying process** Evaluate how well the rep identified the customer’s buying process. - **Identifying buyers** Assess the rep's ability to identify all relevant stakeholders involved in the buying decision. - **Building rapport** Consider how effectively the rep built a connection and rapport with the customer. - **Building value in the next step** Evaluate how well the rep created interest in the next step of the sales process, ensuring continued engagement. ### 3\. Provide feedback The scorecard concludes with sections for written feedback, allowing managers to give specific praise and suggest areas for improvement. - **What they did well** Provide notes on the strengths displayed during the call. - **Suggestions for improvement** Offer constructive feedback on what could be done better in future calls. ## Download your sales discovery call scorecard If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![sales discovery call scorecard](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/discovery-1.png) [Discovery scorecardDiscovery scorecard Use the below questions to review the first interaction a sales rep has with a customer. (5 stars is the highest, 1 the lowest) Overall, how would you rate this call? ☆☆☆☆☆ How well did the rep identify the WHY of the customer? (Why are they calling us or agreeing to a m…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJUffTrk96XmeAQf9cLfIfGcgi7JajB_lGEiW1d_A1KECrhjlkL_x_ZQMU4ubxgpx-8qyDI66E5egIlDMwhcXlalX06IIBETIZpmR8XPdPSP8tcOLs-=w1200-h630-p)](https://docs.google.com/document/d/17WnqKFuTTheP4kfaL9OKkIEScbdHbuW8a5qGT-u9Go8/edit?usp=sharing) [Discovery scorecardDiscovery scorecard.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Discovery-scorecard.docx "Download") [Discovery scorecardDiscovery scorecard.pdf47 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Discovery-scorecard.pdf "Download") _This post is for subscribers only._ ### 3 ways to create an effective sales coaching program URL: https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/ Last updated: 2026-02-04T08:50:40.000Z Implementing a sales coaching program can be a daunting task. Many challenges can arise – gaining buy-in, facing uncoachable reps, and deciding on a coaching framework to name a few. This article covers each of these challenges to help you create your sales coaching program with confidence. 👀 Psst… find even more sales coaching tips in our [Sales Coaching 101 playbook](https://www.salesenablementcollective.com/sales-coaching-101/). 📖 Looking for something in particular? Skip ahead: - [Working with frontline sales managers](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/#working-with-frontline-sales-managers) - [Coachability and dealing with “uncoachable” reps](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/#coachability-and-dealing-with-%E2%80%9Cuncoachable%E2%80%9D-reps) - [The GROW model](https://www.salesenablementcollective.com/3-ways-to-create-an-effective-sales-coaching-program/#the-grow-model) ## Working with frontline sales managers When implementing [sales coaching](https://www.salesenablementcollective.com/sales-coaching-and-training-hub/) within your organization you can get a lot of objections from sales management. One of the most common objections is: making time for it. **Kate Philpot,** Vice President Global Sales Enablement at Getty Images,shared her response to this objection: > “If it's important enough, you will make time.” While your efforts to get buy-in at all levels will naturally include the sales managers, you need to collaborate with them a little bit closer to ensure reps are actually coached *enough*. ### What is “enough”? Statistics [have shown](https://leveleleven.com/2017/04/11-sales-coaching-statistics-vps-managers/) companies with reps who receive less than 30 minutes of coaching a week have a win rate of **43%**, while reps who are coached for more than 2 hours a week have a win rate of as high as **56%**. The more time your sales managers can spend one-on-one with reps, the better. If they understand coaching to be one of their primary responsibilities, they will be more inclined to commit meaningful time to it. And it’s in any sales manager’s best interest to coach – **especially if they want their team to hit quota.** [Sales coaching and training | Sales Enablement CollectiveYour one-stop shop for sales coaching and training. Discover sales onboarding, coaching, training, and skills tips and more in SEC’s sales coaching and training hub.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/03/SEC_Hub_Page_Meta_coaching-and-training.png)](https://www.salesenablementcollective.com/sales-coaching-and-training-hub/) ### Training sales managers to coach effectively However, not everyone is a naturally good coach. Some might not even know what good coaching is if they’ve never received it themselves. Often, high-performing sales reps are promoted into management positions because of their excellent [sales skills](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/), even if their coaching and management skills leave a lot to be desired. That combination means that part of your enablement team’s rollout of a new sales coaching initiative *must* include training and resources for managers to teach them how to coach effectively. This holds true whether you're coaching in-house reps, or [enabling your channel partners](https://www.salesenablementcollective.com/channel-sales-enablement/). Essentially sales coaching for managers, if you will. On our [Sales Enablement Innovation podcast](https://www.salesenablementcollective.com/sales-enablement-innovation-podcast-series/), RingCentral’s Senior Manager, International Channel & Strategic Programs Enablement, **Alan McIntosh** explained how any enablement initiative must be rolled out with synergy between rep and manager in mind. At RingCentral, Alan launched a coaching certification program for managers in tandem with a rep sales skills [certification](https://www.salesenablementcollective.com/what-is-a-sales-rep-certification-program/) for that exact reason. > “In parallel to the rep certification, we launched a ‘Coach for Growth’ certification for the sales managers, and that was designed in such a way that ensured we’re delivering really strong coaching skills for managers - I have a real passion for that. > “We launched that certification globally to around 150 sales managers and leaders across a few weeks, and included in that a number of elements that drove adoption on both sides. > “We trained the managers and provided them with a playbook that gave them coaching tips and coaching questions which aligned to each of the modules we delivered to the sales reps in the rep’s certification. > “Right away, the managers can lean in on those skills we've trained the rep on and coach them to take them to the field and execute. > “The conversation we had was: ‘We're training the reps to execute, and we're training the managers to coach that execution’.” If your coaching strategy neglects the sales managers and focuses exclusively on the reps, you’re ignoring the vital infrastructure *around* sales reps which makes coaching them possible. Creating a formal coaching strategy can help sales managers engage with reps in ways they previously couldn’t. ## Effective sales coaching questions for managers Sales coaching is most impactful when it’s rooted in thoughtful, open-ended questions that prompt reps to reflect, strategize, and grow. The right questions can transform a routine 1:1 or team meeting into a high-value coaching session. According to Sandy Robinson, VP, Revenue Operations & Client Growth at Quavo, separating deal reviews from behavioral coaching creates space for deeper conversations: > “For salespeople, they need deal coaching. How are you doing as it relates to this deal very specifically?” Here are examples of **high-impact sales coaching questions**, each with a specific purpose: 1. What’s the biggest challenge you’re facing in your current pipeline? **Purpose:** Identifies obstacles and opens the door for collaborative problem-solving. 2. Which deal feels most at risk right now, and what’s your plan to address it? **Purpose:** Focuses on proactive risk management and strategic thinking. 3. Can you walk me through your reasoning for prioritizing these accounts? **Purpose:** Encourages reps to articulate their strategy and consider alternatives. 4. What’s one thing you’d do differently if you could restart this deal? **Purpose:** Promotes reflection and continuous improvement. 5. How did you prepare for your last customer call, and what would you change next time? **Purpose:** Reinforces the value of preparation and learning from experience. 6. What objections are you hearing most often, and how are you handling them? **Purpose:** Surfaces patterns and coaching opportunities around objection handling. 7. Where do you feel most confident in your sales process? Where do you want more support? **Purpose:** Builds self-awareness and helps managers tailor their coaching. 8. What’s your next step for moving this deal forward? **Purpose:** Drives accountability and action. 9. How can I support you in reaching your goals this quarter? **Purpose:** Demonstrates partnership and a people-first approach. These questions can be adapted for pipeline reviews, skill development, or deal strategy sessions. The key is to listen actively and follow up with thoughtful feedback, making each conversation a catalyst for growth. ### Challenges of remote working With hybrid and [remote working](https://www.salesenablementcollective.com/making-enablement-work-in-remote-settings/) remaining as popular as ever, sales managers face a distinct challenge: they can’t overhear or drop in on their team’s sales calls while patrolling the office. However, a formal coaching strategy allows sales managers to leverage technology like [conversation intelligence](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) to make *purposeful* time to coach reps one-to-one, rather than relying on ad hoc office moments. **Kate** sees hybrid working as both a challenge and an opportunity for that exact reason: > “What presents both an opportunity and a challenge for a lot of organizations is that so many of us now are working in a hybrid way. Back in the day, when sales teams were office-based, managers could spontaneously overhear calls or at least have conversations with reps and use that as a jumping-off point for coaching, saying ‘I just heard X’. > “You're not having that opportunity now because oftentimes your team is somewhere else, so formalizing your coaching is a great way of getting managers to check in with reps and make sure that the things that you thought were happening are *actually* happening.” Even if you can’t invest in a conversation intelligence tool, try to get creative and remember that there are ample opportunities to replace office-style, ad hoc coaching with a culture-led formal coaching strategy even if you’re a hybrid or remote workforce. [Remote sales skills: Empowering reps to be self-sufficient | SECWhen working from home, reps need to take responsibility for being able to quickly find and use content and tools; how does sales enablement facilitate that?![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveChloie Brandrick![](https://images.unsplash.com/photo-1502139214982-d0ad755818d8?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDEzfHxzZWxmLXN1ZmZpY3xlbnwwfHx8fDE2MjQ5MTcxMTg&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/) ## Coachability and dealing with “uncoachable” reps Something every coach needs to be aware of is coachability, why it’s easier to teach coachable students, and just as importantly - how to deal with “uncoachable” reps. Coachable reps are open to feedback, eager to self-analyze to improve, and willing to put the time and effort into bettering themselves. Uncoachable reps are the opposite - [resistant to change](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/), feedback, and constructive criticism. | Coachable reps ✅ | Uncoachable reps ❌ | | -------------------------------------------------------------------------------------------------------------------------- | ---------------------------------------------------------------------------------------------------------------------- | | Open to feedback Eager to self-analyze Willing to spend time and effort to improve Possess a positive attitude to learning | Resistant to feedback Don’t like change Don’t make an effort to break bad habits Unable to take constructive criticism | **Mark** **Garrett Hayes**, Author of ‘Sales Coaching Essentials’, believes that understanding coachability is an important aspect of your role as a sales enabler. > “I think many people are not coachable, because they don't have that willingness to change and willingness to learn. You have to recognize as a manager, as a leader of people, that some people will just not *get* coaching. > “I'm reminded often of that skill/will matrix. Where are your individual contributors or members of the go-to-market team going to benefit from coaching? As an enabler, you have to ask yourself tactically and strategically, where are you going to invest your time and get results? > “I think you have to ask: ‘Am I coachable?’ as well, because if you aren’t coachable, you will not succeed. Being coachable means being vulnerable and open to being coached. > “Good coaches see coaching as a two-way street, you have to coach people, but also be open to feedback. And when your team sees that you're exposing yourself to being coached by them through being on the receiving end of feedback, that *really* helps.” [5 Key Shifts: Your workbook to drive sales team performanceDiscover the 5 key sales coaching shifts you can implement today, to make a positive impact tomorrow. Download the workbook free!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-336.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_5_Shifts_Playbook_Social_Meta_-1.png)](https://www.salesenablementcollective.com/5-key-shifts-your-workbook-to-drive-sales-team-performance/) Senior Director of Sales Enablement at LinkedIn, **Kira Pollard-Lipkis**, speaking on Let’s Talk Enablement Season 2, told us that identifying coachability in reps can begin right from the interview process. > “Marshall Goldsmith has a framework for looking for coachability that I really love. He believes that there are three main criteria to somebody who's coachable: Courage, humility, and discipline. > “I think you can design an interview process to test for each of those three things, to at least give you a good pulse check on those areas. > “I like to give feedback in real-time at the end of an interview process. I don't believe in holding a poker face and letting the candidate wonder how they did. I typically try to give some quick, ‘here's what you did really well, and here's some of the things that I think you can improve and focus on for next time’ feedback. > “I tell that to the person who's doing the next interview, and then ask them how that person actually implemented the feedback that I gave them in the subsequent interview. I think coachable people take the feedback to heart and they adapt quickly, whereas people that are less coachable tend to stick to their patterns and are habitual.” Building a coachable team through your [interview](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/) and hiring process makes it easier to instill a coaching culture and reap the benefits of coaching - if your sales organization is full of reps with an eager, enthusiastic attitude to coaching you’re less likely to face hurdles when implementing your coaching strategy. Questions like, “Tell me about a time when you received feedback from a manager, what did you do with that feedback?” can help you understand whether a rep is coachable before they even join your team. [How to improve sales team training sessionsSales training is one of the most rewarding things you can do. It’s a chance to set the product up for success, push positioning to drive future development in the direction you think it should go, and of course, directly impact revenue potential.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveLaura Foster![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_training_coaching.jpg)](https://www.salesenablementcollective.com/how-to-improve-sales-team-training/) ## The GROW model Understanding coachability is great - but without a coaching framework, it can be a challenge to apply a formal structure to coaching sessions and ensure consistency between sales managers. That’s where coaching models and frameworks come into play. While there are countless different models and frameworks to choose from, we’re going to run through the popular GROW model, used by both **Jocelle** **Sarenpa**, Director of Sales Enablement & Training at Field Nation, and **Kira** as they explained during Let’s Talk Enablement Season 2\. ### What is the GROW model? GROW is an acronym which covers the four steps of this coaching model. Each letter stands for a theme or set of questions you should ask the coachee to understand where you should focus your efforts as a coach. **G stands for Goal**. The first step is to understand what the sales rep’s goal is. What do they want? What do they hope to achieve through this coaching session? For example, a rep may lack confidence in the negotiation stage of deals - their personal coaching goal could be to improve in this area. **R stands for Reality**. The subsequent step is to understand where they are now, and what circumstances have led to that. This is about understanding what factors are standing in the way of achieving their aforementioned **goal**. **O stands for Options**. This is where you explore what the rep could do to achieve their stated **goal**. What options are available to the coachee to get them from the current **reality** to their **goal**? In our example with the rep, this could include one-to-one coaching sessions, using conversation intelligence to study *good* negotiation calls, or reading a book on negotiation skills. **W stands for Will**. This final stage is the plan of action. Which **option will** the coachee take? It’s about committing to an action plan, a series of steps which will lead them to their desired **goal**. It’s important to set a date to review and assess progress and success, in order to create a sense of accountability. [What is the MEDDIC sales methodology? | SECWe take a deep dive into MEDDIC, MEDDICC, and MEDDPICC to understand what these sales methodologies and qualification frameworks are about.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/07/online-marketing-hIgeoQjS_iE-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) ### Benefits of the GROW model **Jocelle** explained why she likes to use the GROW model for sales coaching: > “I usually gravitate(s) towards the GROW model, as it's super simple, but very effective. > “What I like about it is that it's really anchored in the goal, and through identifying where you would like to go and where you're at today, you can explore different options that could help get you to the goal, while also acknowledging and preparing for all the obstacles that could potentially stand in your way.” **Kira** also uses GROW in her role at LinkedIn, but believes the secret to a successful sales coaching strategy is to use any model or framework. > “I'm a big fan of frameworks. I think anything that is clear, simple, and gives people a mental model to learn is really helpful. > “It's just like an [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/), anytime that you're able to train people via framework, I think it increases recall, and it helps build muscle memory a bit faster. > “Why I love GROW is its **simplicity**. I think that it gets to the heart of everything that matters in coaching in a clear way. > “What do you want to do? What's preventing you from doing it? And what are you actually going to commit to doing and how do you want to be held accountable to doing it? That's the essence of coaching!” Whichever model you decide to use, it’s key that sales leaders, managers, *and* reps are trained on and understand how to use it effectively so that they can start working towards their coaching goals. Much of GROW’s popularity stems from its simplicity and effectiveness as a sales coaching process, so it might be the right choice if you’re getting your organization started in the world of sales coaching. ## Craving more sales coaching knowledge? Discover our ultimate sales coaching resource. 📖 This playbook equips you with the expert-backed knowledge you need to create a culture of coaching and increase the performance of your sales team. 🎯 **1 free download. 8 experts.** Countless sales coaching takeaways! Download free → Get results ### Sales follow-up email templates URL: https://www.salesenablementcollective.com/sales-follow-up-email-templates-framework/ Last updated: 2024-09-22T07:15:08.000Z Our collection of sales follow-up email templates has been developed and curated to help sales teams maintain strong relationships with both new and existing customers. These templates provide a variety of approaches for different stages of the customer journey, from welcoming new customers to re-engaging those who have been with your product for some time. By using these templates, sales professionals can ensure they're providing value, building trust, and encouraging continued engagement with their products or services. ## What's included in the templates? This collection of templates covers key touchpoints in the customer lifecycle, offering a structured way to check in, provide value, and maintain communication. Each template is crafted to be personal, concise, and action-oriented, making it easy to strengthen customer relationships through email. Here's a breakdown of what you can expect. ### 1\. Checking in with new customers After a customer makes a purchase, it’s important to ensure they feel supported and valued right from the start. - **Purpose**: Welcome new customers and encourage them to share their initial experiences. - **Key Elements**: Personalized greeting, a request for feedback on their first-time experience, and an invitation to schedule a quick call. ### 2\. Re-engaging your existing customers Regular check-ins with existing customers can help identify any issues they might be facing and provide opportunities to offer additional support or upsell. - **Purpose**: Reconnect with customers after a set period and discuss their experience with your product. - **Key Elements**: A friendly inquiry into how they’ve been finding the product and a suggestion to schedule a catch-up. ### 3\. Providing value for new customers Offering tips and guidance to new customers can help them get the most out of your product, leading to higher satisfaction and loyalty. - **Purpose**: Provide useful tips to help new customers maximize their product experience. - **Key Elements**: A warm welcome to the product community and a list of practical tips for using the product. ### 4\. Providing value for existing customers A gesture of appreciation can go a long way in maintaining customer loyalty. This template is ideal for expressing gratitude and offering a small token of appreciation. - **Purpose**: Show appreciation to long-term customers and provide them with a gift or special offer. - **Key Elements**: A thank-you note, a description of the gift, and an open line for further communication. ## Download your sales follow-up email templates If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/sales-follow-up-emails-template.png) ### [Follow-up emailsFollow-up emails With revenue enablement becoming an increasingly popular role, it’s important to have tried-and-tested templates that support your customer success teams too. If you’re struggling to create meaningful and personal follow-ups, here are some templates you can try. Before sending…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyI8bwa_EH_YSKKAudvVssafen7amk6zeNv-gw4mHW1j7fEAHvWYj_SacRN_CTn32CG4axp3EcVcUx1hzTKo277g1vKKECKxI0fDkhjT21-1_mdxTDTa=w1200-h630-p)](https://docs.google.com/document/d/1IXzVSeEy1r1fd2yx4KPifypLNe57-WjWn6YlLnrTi4I/edit?usp=sharing) [Follow-up emailsFollow-up emails.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Follow-up-emails.docx "Download") [Follow-up emailsFollow-up emails.pdf54 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Follow-up-emails.pdf "Download") _This post is for subscribers only._ ### What is sales enablement content? [Video] URL: https://www.salesenablementcollective.com/what-is-sales-enablement-content-video/ Last updated: 2024-10-21T08:21:36.000Z ### More like this... [What is a sales methodology? \[Video\]Discover what a sales methodology is and how it helps sales reps in their role in this bitesize video guide. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/What-is-a-sales-methodology.png)](https://www.salesenablementcollective.com/what-is-a-sales-methodology-video/) [What is sales enablement content?In this article, we’re going to be focusing on sales enablement content, both internal and external-facing, and how to make it great.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Framework_Tiles_content_strategy.jpg)](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) [Your guide to Sales Kickoffs (SKOs) \[Video\]Sales Kickoffs (SKOs) are events sales and enablement teams use to prepare their sellers for the upcoming months. This video will guide you through. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Your-guide-to-Sales-Kickoffs--SKOs-.png)](https://www.salesenablementcollective.com/your-guide-to-sales-kickoffs-video/) ### Creating effective sales training with the Tell, Show, Do, Apply framework URL: https://www.salesenablementcollective.com/creating-effective-sales-training-with-the-tell-show-do-apply-framework/ Last updated: 2024-09-19T12:39:09.000Z Over the years, I’ve seen far too many sales trainers design enablement sessions that summon reps to a conference room or a webinar, lecture them for an hour or two while they zone out and multitask, and report back to management that the reps have been successfully trained. Sound familiar? I get it. When you’re strapped for time, sometimes it can feel like the only option is to just make some slides, get a subject matter expert on the call, and present them to reps. But simply lecturing your reps is not enough. 📚 The ****70-20-10** model for learning and development holds that only ****10%** of learning comes from classic instruction, while ****20%** comes through interacting with colleagues and ****70%** comes from on-the-job application. So what’s an enabler to do? The **Tell, Show, Do, Apply** model is a simple framework to ensure that your training does more than just impart information to your learners. It gives them a chance to practice and apply their learning, which will lay the foundation for the behavior change you’re looking to drive. Let’s dive in. ## Tell **Tell** is the first step in the model. It’s basic instruction: telling learners what they need to know. You can do this in a number of ways - e-learning, lecture, video, or reading materials are all good options. For example, if you’re training reps on how to do discovery, you might tell them about the importance of good discovery, walk through the discovery framework you want them to use, and give them examples of strong discovery questions to ask for your different personas or use cases. 💡 **Note: If you’re doing* ***Tell** *in an instructor-led session, whether virtually or in-person, don’t spend more than 10 minutes lecturing your audience without engaging them.* **This could be as simple as pausing to ask reps to share their challenges with discovery or asking them to share some of their go-to discovery questions.* **The key is to break up the lecture to maintain their engagement.* ## Show In the **Show** step, you’re showing reps what good looks like. This is a great opportunity to involve managers or top reps in the training by asking them to model the behavior the reps are being trained on. Going back to our discovery example, you could have a manager and rep show what it looks like to use the discovery framework. Have one person play the customer and the other person play the rep while they role play a discovery call. Then engage your learners by asking them for feedback and observations on the role play. [BDRs, SDRs, and account executives - what sets them apart?BDRs, SDRs, and AEs all work with leads to move them along the sales funnel. But if you asked ten organizations for a definition, you’ll get ten answers![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/01/SEC_Article_Meta_DEC23_Test_Just-Doodles-3.png)](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) ## Do **Do** is where reps practice what they’ve learned in a safe environment. This is the part reps dread the most, but it’s the most essential part of getting comfortable with a new skill. I’d much prefer that my reps practice and fail with each other (and grumble at me for making them practice) than to fail with customers! Unfortunately, many training programs stop after **Show** or even **Tell**, robbing reps of the deliberate practice and repetition that’s needed to get a new skill right. The classic sales **Do** exercise is a role play. In our discovery training example, you could have reps break into groups of three, where one plays the customer, one plays the rep, and one is the observer and coach. Have them take turns rotating between the three roles so they each get a chance to practice using the skill, being on the receiving end of it as a customer, and giving feedback. In an e-learning environment, rather than doing a role play, you could ask reps to write up and submit the discovery questions they would use for a given scenario or upcoming call. 💡 **Note*: **Evaluating how others use a skill is an excellent way to cement a new concept.* **That’s why I like to design role plays with three people, so reps have an opportunity to observe, think critically about what they are seeing, and give feedback — giving their learning a deeper dimension.* You might be wondering where certifications fit in here. Some learning designers include them in a **Review** step that takes place before reps start using the new skill or knowledge directly with customers. Rather than adding a step, my preference is to include certifications in **Do**. Reps get practice and feedback before show time, and the enablement and leadership teams can observe the certifications to get a sense of how well the reps are picking up what they’ve learned. [What is a sales rep certification program?What is a sales rep certification program? And how do you create one? Learn from sales enablement experts as they share their best practices and advice.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_certifications.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-rep-certification-program/) ## Apply **Apply**, the last step, is where the rubber meets the road. In **Apply**, reps start using what they’ve learned - live with customers. At this point in an enablement program I like to pivot from the enablement team supporting the learning, to the frontline managers coaching and reinforcing the skill with their reps. Attending calls with reps or listening to them in a conversation intelligence platform like Gong or Chorus is the best way for managers to provide this feedback. In the case of our discovery program, you could give managers a rubric they can use to score how well reps prepared for the call, followed the discovery framework, and asked powerful discovery questions. They can use the rubric to give reps feedback after attending a call or via a scorecard you can put in your [conversation intelligence](https://www.salesenablementcollective.com/how-conversation-intelligence-can-enable-sales-success-a-debrief/) platform. [AI and sales enablement: a match made in the cloud?AI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_sales_automation.jpg)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ## Measure Surprise step! This learning framework typically ends with **Apply**, but as a strategic revenue enablement practitioner, I like to include a **Measure** step so I can see how well the program drove the intended business results. To execute this step, go back to the learning objectives, desired outcomes, and KPIs you defined when you were developing the program. Some of these, such as signals of behavior change, will be measurable fairly quickly. > *Others, such as win rate, are lagging indicators that will require at least one sales cycle before you take a read on these.* If you didn’t define KPIs ahead of time, don’t sweat it (but do try to define them in advance next time). Think about why you did the training, what behavior you were looking to change, and how a change in that behavior would move the needle on business outcomes. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_objectives_kpis.jpg)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) Back to our discovery example, I would expect an effective discovery training program to positively influence win rate and average deal size, because when reps do a better job uncovering pain, they gain a stronger perspective on how to position their solution effectively. These are lagging indicators though, so for leading indicators, you could set up trackers in your conversation intelligence platform to pick up increased usage of the discovery questions you trained reps on, or gather feedback from managers on calls that they’ve attended. ## Conclusion The **70-20-10** model for learning development holds that only **10%** of learning comes from classic instruction, while **20%** comes through interacting with colleagues and a whopping **70%** comes from on the job learning. Using the **Tell-Show-Do-Apply** model will help you design your enablement programs to drive deeper learning and behavior change that has a positive impact on business outcomes. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 8,500+ of your sales enablement peers in SEC's Slack group! Idea-share, network, and ask questions in the** [**community**](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Ac4heni%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2NjEwMzI3MS4yMDkuMC4xNjY2MTAzMjcxLjAuMC4w&ref=salesenablementcollective.com)**.** --- ### Cross-selling email templates URL: https://www.salesenablementcollective.com/cross-selling-email-templates-framework/ Last updated: 2026-07-24T09:39:41.000Z ## What is a cross-selling email template? Our cross-selling email templates are pre-designed email formats you can use to promote additional, relevant products or services to existing customers. These templates have been crafted to help you seamlessly integrate suggestions for complementary products into your customer communication – be it through behavior-based recommendations, order confirmations, or invoices. By leveraging these templates, you can effortlessly encourage customers to explore and purchase additional offerings that enhance their initial purchase, driving both customer satisfaction and business growth. ### Who are the cross-selling email templates for? These cross-selling email templates are ideal for: - **Sales reps**: Empower your sales representatives with ready-to-use email scripts that can be personalized for individual customers. - **Marketing professionals**: Craft targeted campaigns that drive engagement and additional sales from your existing customer base. - **Business owners and entrepreneurs**: Streamline your cross-selling efforts with templates that save time and increase efficiency. - **Customer success teams**: Enhance customer relationships by offering valuable product suggestions that improve the overall customer experience. ## Download your cross-selling email templates If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/cross-sell.png) [Cross-sell templatesCross-sell templates You’ll be hard-pressed to find a product marketer who’d prefer selling to a brand-new prospect, instead of an existing customer; cross-selling relevant products is an effective way to maximize your opportunities, sell more products, and most importantly, make more money. H…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyLEKs-nlCj7F-3iUR2Am7iaVGeYGdknTkUDhRv9KF_TDeHqugHzhxBFKGi_9GPejX3UeycKSXLHW6dhjZ3E4Ow0vfpfnlpBx-AAnX0erEPVnaHPMaLA=w1200-h630-p)](https://docs.google.com/document/d/1L4EtnOO%5FJ97htzP1TPbwvcoMe-oyDiMSSU6LA4PKXwo/edit?usp=sharing) [Cross-sell templatesCross-sell templates.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Cross-sell-templates.docx "Download") [Cross-sell templatesCross-sell templates.pdf66 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Cross-sell-templates.pdf "Download") _This post is for subscribers only._ ### The ABC guide to competitive sales enablement URL: https://www.salesenablementcollective.com/the-abc-guide-to-competitive-sales-enablement/ Last updated: 2024-10-25T08:20:53.000Z Have you ever lost a deal and wondered, "What if our sales team had known just a little bit more about the competition?" If so, you're not alone, today having a slight edge can make all the difference between winning and losing a deal. I'm **Benedikt Parstorfer**, **Senior Manager of Global Revenue Enablement** at **Riskified**. We're in the business of e-commerce growth, helping online merchants boost their revenue by tackling fraud and policy challenges with our AI-powered platform. But in this article, I want to talk about something that's become a game-changer for us and could be for you too: **competitive enablement**. In this article, I'm going to walk you through what I call the ABC approach to competitive enablement – **Align**, **Build**, and **Communicate**. This method has *revolutionized* how we equip our sales team to win deals in a market where product differentiation is becoming increasingly challenging. Whether you're struggling with declining win rates, reps missing quotas, or just looking to sharpen your competitive edge, this guide is for you. I'll share real-world examples, practical tips, and even a few hard-learned lessons from our journey at Riskified. So, are you ready to transform your [competitive enablement strategy](https://www.salesenablementcollective.com/competitive-enablement/) and give your sales team the upper hand they need? Let's dive in and explore the ABCs that could be the key to your next big win. ## Why competitive enablement? ### We've been seeing some concerning trends in the sales world. Win rates are dropping for many companies, and we're hearing a lot about reps struggling to hit their quotas. It's putting real pressure on sales teams and the enablement professionals supporting them. Now, if you're lucky enough to have a product that's light-years ahead of the competition and everyone knows it, congratulations! But for most of us, that's not the case. The reality is, it's getting harder and harder to differentiate purely based on product or service offerings. So, what's the secret? I'd argue it's the buyer experience, and where does that experience primarily happen? In the **sales conversation**. > That's where we, as enablement professionals, can make a real difference. If we can help our sellers understand why we win and lose deals, how our competitors run their sales processes, and how prospects experience the buying journey, then we can equip them to have better conversations. Better conversations lead to better buyer experiences, which ultimately drive more wins. Now, let's break down the ABC of competitive enablement. _This post is for paying subscribers only._ ### Building a sales coaching culture in your organization [Video] URL: https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/ Last updated: 2024-10-21T08:21:55.000Z ### More from Let's Talk Enablement... [How to build a sales onboarding program \[Video\]Join four expert sales enablement leaders as they discuss the best practices of designing a sales onboarding program. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-build-a-sales-onboarding-program.png)](https://www.salesenablementcollective.com/how-to-build-a-sales-onboarding-program-video/) [Creating a world-class enablement strategy \[Video\]Join three expert enablement leaders as they dive deep into how to create an enablement strategy that will lead your organization to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Creating-a-world-class-enablement-strategy.png)](https://www.salesenablementcollective.com/creating-a-world-class-enablement-strategy-video/) [How to establish enablement as a strategic function \[Video\]Join expert four enablement leaders as they explain the keys to turning enablement into a strategic powerhouse within your org. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Establishing-enablement-as-a-strategic-function.png)](https://www.salesenablementcollective.com/how-to-establish-enablement-as-a-strategic-function-video/) ### Sales Coaching 101 URL: https://www.salesenablementcollective.com/sales-coaching-101/ Last updated: 2025-11-21T13:32:35.000Z --- **An in-depth guide to helping your organization get started on a sales coaching journey:** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/SEC-sales-coaching-playbook-LP/SEC_Sales_Coaching_101_Playbook_2024_Mockup_2.png) Sales coaching, simplified.**A strong coaching foundation can be the bedrock that supports the rest of your enablement efforts.** This playbook equips you with the expert-backed knowledge you need to create a culture of coaching and increase the performance of your sales team. 🎯Download free → Get results ## Meet the experts **This playbook compiles all our resources from across our podcasts, webinars, events, and more into one place. Learn from these top sales enablement and coaching minds inside:** - **Jonathan Kvarfordt**, SEC Ambassador & Course Creator, Founder, GTM AI Academy - **Mark Garrett Hayes**, Author, Sales Coaching Essentials - **Kate Philpot**, Vice President Global Sales Enablement, Getty Images - **Kevin Beales**, Founder and CEO at MySalesCoach - **Jocelle Sarenpa**, Director of Sales Enablement & Training at Field Nation - **Jeff Jaworski**, Senior Vice President of Strategic Partnerships, Americas at CoverGenius - **Alan McIntosh**, Senior Manager, International Channel & Strategic Programs Enablement, RingCentral - **Kira Pollard-Lipkis**, Senior Director of Sales Enablement at LinkedIn Download free → Get results ## Sales Coaching 101 playbook ### 1 free download. 8 experts. Countless sales coaching takeaways! Here's a taste of what you'll find inside this playbook: 8️⃣ Eight enablement and coaching experts’ advice on successful sales coaching 🤝 How to make the case for coaching to every internal stakeholder 💡 An easy-to-use framework to build your coaching program around 📈 The keys to measuring the effectiveness of your coaching efforts 👤 How to work with frontline sales managers to maximize your results 💪 The secrets to ‘coachability’, and the steps to build a coachable sales team 🙋 Ways to make sales reps enthusiastic and get them to engage with coaching 🎯 How to create a thriving coaching culture starting from the top down 💰 **10% off** SEC’s Sales Coaching: Certified course to help you take the next step Download free → Get results ![upload in progress, 0](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/Newsletter_Upsell_Footer_SEC-1.png) ### How to stand out in the sales enablement interview process [Video] URL: https://www.salesenablementcollective.com/stand-out-in-the-sales-enablement-interview-process-video/ Last updated: 2024-10-21T08:22:23.000Z ### Discover the Sales Enablement Hired certification... [Sales Enablement | HiredEverything you need to forge a successful career in sales enablement and climb the elusive ladder.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/8874beaf0fd61e0ad4cc42524f2ad2e3.jpg)](https://learn.salesenablementcollective.com/course/sales-enablement-hired) [The importance of diversity in sales enablement \[Video\]Bana Kawar of AWS discusses the importance of diversity in sales enablement and why ask about diversity when job searching. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Diversity-in-sales-enablement.png)](https://www.salesenablementcollective.com/the-importance-of-diversity-in-sales-enablement-video/) [Leveraging AI in the sales enablement job market \[Video\]Discover how important leveraging AI is to today’s sales enablement career market from experts at AWS, Rattle, and Field Nation. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AI-in-the-sales-enablement-job-market.png)](https://www.salesenablementcollective.com/leveraging-ai-in-the-sales-enablement-job-market-video/) ### Sales competencies assessment framework URL: https://www.salesenablementcollective.com/sales-competencies-assessment-template-framework/ Last updated: 2024-09-22T07:15:39.000Z A sales competencies assessment is a useful tool that allows you to see where your reps need to develop. It provides a lens through which you can analyze the impact of your [training programs](https://www.salesenablementcollective.com/how-to-improve-sales-team-training/) to see if you’ve been achieving the goals you set. A sales competencies assessment ultimately provides you with an effective way of measuring your reps and seeing where skill gaps lie. Every organization will have unique skills, abilities, and competency needs so make sure you tailor the assessment to suit your aims. As well as that, regularly review your assessment framework to make sure it’s still measuring and analyzing your reps in the way you need. We realize that creating a sales competencies assessment from scratch might seem daunting at first, so we’ve put together an 8-step framework to help you through the process. ## What is a sales competencies assessment? A sales competencies assessment is a tool used to evaluate the skills, knowledge, and behaviors that are critical for success in a sales role. It helps organizations identify the strengths and areas for improvement among their sales team members by measuring specific competencies that are deemed essential for effective performance. The key elements of a sales competencies assessment typically include: 1. **Competency identification**: Defining the core competencies necessary for sales success, such as product knowledge, communication skills, negotiation abilities, customer relationship management, and strategic thinking. 2. **Assessment methods**: Utilizing various methods to evaluate these competencies, including self-assessments, peer reviews, manager evaluations, role-playing scenarios, and practical tests. 3. **Benchmarking and scoring**: [Establishing benchmarks or performance standards](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/) for each competency and scoring sales reps against these standards to identify their proficiency levels. 4. **Feedback and development**: Providing detailed feedback to sales reps based on their assessment results, highlighting areas of strength and opportunities for growth. This feedback often informs targeted training and development plans. ## Download your sales competencies assessment framework If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/sales-competencies-assessment.png) [How to create a sales competencies assessmentHow to create a sales competencies assessment Sales competencies are the skills and traits that your reps either possess, or do not. A sales competencies assessment is a useful tool which allows you to see where your reps need to develop. Additionally, it provides a lens through which you can…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyIQ2dSCFcst4VVakxzbBz_rXi5rnpV1xt4Cww1wOjvSnbVWIMNzNaDCSRq3ZGoIg-AVM8Hw7Z4aijgaJDjLU9bNy0Pqfx_lltHLSL5bZvOkzzaS-7s=w1200-h630-p)](https://docs.google.com/document/d/1sF-RFUlx7HzUgAWthyDFQ2GVpH9guh7qtQStGzaAkDY/edit?usp=sharing) [How to create a sales competencies assessment (1)How to create a sales competencies assessment (1).docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/How-to-create-a-sales-competencies-assessment--1-.docx "Download") [How to create a sales competencies assessmentHow to create a sales competencies assessment.pdf63 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/How-to-create-a-sales-competencies-assessment.pdf "Download") _This post is for subscribers only._ ### The elements of sales enablement URL: https://www.salesenablementcollective.com/the-elements-of-sales-enablement/ Last updated: 2025-11-21T13:33:31.000Z One of the most fantastic things about sales enablement is how diverse it can be, and there are a huge variety of people with different skills and talents capable of thriving in the role. Sales enablement professionals come from all kinds of backgrounds, whether it’s sales, learning and development, marketing, or something else - and each background lends itself to different parts of the job. **With that in mind, we’ve identified what we believe to be the key elements that make up the wonderful role of sales enablement.** And so, we've created this periodic table of elements, where we detail everything that a great sales enabler needs to know to reach the top of their game. ![A periodic table graphic made up of the key elements of sales enablement, including stakeholders, sales methodologies & techniques, sales and enablement terminology, types of enablement, and sales and enablement metrics. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/SEC_Periodic_Table_Colour_meta-2.jpg) Want the table in poster form? Download the files for free below. If you'd like to share it on any of your socials, we would appreciate the tag! [Get the poster in A3 size](https://product-marketing.docsend.com/view/6ir7zvmbbva5eeu7) [Get the poster 28"x14" size](https://product-marketing.docsend.com/view/txkkk9c2r2psgtkg) ## Stakeholders Enablement is an incredibly cross-functional department, and as a result there are a lot of stakeholders to keep in mind when building out programs. Here’s the ones that stuck in mind for us: **Cro 1: Chief Revenue Officer:** If your organization has a Chief Revenue Officer, how well you communicate and collaborate with them will be the difference between surviving and thriving as an enablement team. The CRO is laser-focused on revenue goals, and as an enablement team much of your work will be centered around these goals as well. **Cso 3: Chief Sales Officer:** As with the CRO, the Chief Sales Officer’s objectives and sales enablement’s go hand-in-hand, making it a partnership that requires regular communication to drive organizational success. **Cs 4: Customer success:** Whether you’re in sales enablement and working on supporting the sales team, or if you fall into the revenue/GTM enablement banner and have more direct involvement with customer success, it remains a key partnership. The prospect’s journey doesn’t end once a deal is closed, so it’s imperative that the handover to your CS team is seamless. **Vps 11: Vice President of Sales:** Just like the CRO and CSO, the VP of Sales is a senior sales position that you need to maintain a good working relationship with in enablement, as your efforts to enable the sales team ultimately affect their goals. **Sm 12: Sales managers:** As a sales enablement professional, frontline sales managers are one of, if not the most important connection you form. They’re the ones who interact with the sales team on a daily basis and know them best, and can help you make your enablement programs tick. **Pm 19: Product marketing:** Product marketing and sales enablement often go hand-in-hand, whether it’s through collaboration on content creation, messaging, or something else. Whatever it may be, it’s always a good idea to be in the loop with what product marketing is up to if you’re running an enablement team. **Bd 20: BDRs:** While earlier we mentioned that frontline sales managers are probably the most important stakeholders in enablement, it goes without saying that sales reps like Business Development Representatives (BDRs) are key to sales enablement - without sales reps like them, who is there to enable? **Po 21: Prospects:** While they’re not internal stakeholders, prospects must be front of mind for any sales enabler. At the end of the day, your sales enablement efforts are about affecting your sales team’s interactions with prospects. **So 31: Sales operations:** Sales Ops is an important cog in any functioning sales org’s machine, and with its focus on optimizing the sales process and the keen eye it keeps on sales metrics, it’s a natural partner to your enablement activities. You’re missing a trick if you’re not collaborating with Sales Ops as an enabler. **Sd 38: SDRs:** Everything we said about BDRs applies here! Sales Development Representatives (SDRs) are one of the main targets of your enablement programs, making them an important stakeholder and a group you want to get to know well. **Ec 39: Existing customers:** Existing customers are stakeholders for a similar reason that your customer success team is. There’s plenty to learn from existing customers that can be used in case studies that’ll attract prospects, for starters. That’s not mentioning the fact that churn rate is a vital metric, especially in the world of SaaS. **Mk 54: Marketing:** Marketing and sales alignment often makes or breaks an organization’s sales process, and this is where enablement can step in and act almost like an intermediary between them, ensuring a proper two-way flow of information. **Ae 55: Account Executives:** SDRs and BDRs aren’t the only sales reps that you should pay attention to as a sales enabler! AEs are important stakeholders within the enablement ecosystem. **Pt 56: Partners**: As partner enablement becomes more and more common among organizations, [channel sales enablement](https://www.salesenablementcollective.com/channel-sales-enablement/) is becoming more popular even as your partners natural become more prominent enablement stakeholders. **Pr 85: Product:** While the product team might not be as close a stakeholder as some of the other functions listed, the sales reps you are enabling are trying to sell is at the heart of what the product team is doing. **Am 86: Account Managers:** We don’t want to repeat ourselves, but the importance of keeping the whole customer journey, including post-sale, in mind can’t be stressed enough, especially if your domain stretches beyond sales enablement into broader enablement. [Cross-functional collaboration: making sales enablement’s voice heardWorking cross-functional teams is at the core of sales enablement. Here’s how to do it better![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveChloie Brandrick![](https://images.unsplash.com/photo-1582213782179-e0d53f98f2ca?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) ## Sales methodologies & techniques **Md 87: MEDDIC:** This acronym stands for Metrics, Economic Buyer, Decision Process, Decision Criteria, Identify Pain, and Champion. These act as a checklist for sales reps to help guide their sales process. Without knowing the details of these areas, closing a deal becomes difficult. **Mp 22: MEDDPICC:** An expanded version of the MEDDIC acronym, adding Paper Process and Competition as criteria that need to be identified. **Ch 23: Challenger:** The Challenger sales method doesn’t focus on building relationships with potential customers. Instead, it’s based on encouraging your salespeople to emulate the behaviors of high-performing “challengers” by being problem solvers who take initiative. **So 24: Solution Selling:** This is a sales methodology which involves reps considering a prospect's overall needs, so they can provide products that will best solve their individual pain points and concerns, rather than just selling whatever to whomever. **Vs 25: Value Selling:** Value Selling is a sales methodology that focuses on highlighting the value your product will bring to the customer, with a particular emphasis on benefitting the prospective customer. **Sd 40: Sandler:** The Sandler Selling System puts particular emphasis on qualifying leads and acting in a consultative manner. Its seven stages are often portrayed as a “submarine”, with each stage needing to be secured before moving on to the next. **Si 41: Spin Selling:** The [SPIN sales methodology](https://www.salesenablementcollective.com/spin-sales-methodology/) is all about asking four distinct types of questions on sales calls in order to get a thorough understanding of a prospect’s pain points. Rather than having sales reps focused on nothing but pitching, SPIN selling puts them into a consultative selling role. **In 42: Inbound selling:** Inbound selling is the idea that it’s more important to consult, support, and educate a potential buyer than pushing a product on to them. Through inbound selling, you ultimately guide the prospect to the buying decision. **Cl 43: Consultative selling:** Consultative selling involves building a relationship with prospective customers by enquiring about their problems, understanding their needs, and adapting what you’re selling to their pain points. **Mh 57: Miller Heiman:** devised by Robert Miller and Stephen Heiman, this methodology aims to be the most effective way of managing large & complicated B2B deals, using three steps: Categorizing, Determining, and Influencing. **Ct 72: Conceptual selling:** Another of Robert Miller and Stephen Heiman’s creations, conceptual selling is based on the idea that customers buy the concept of a solution and not the solution itself. **Sn 73: Snap Selling:** SNAP Selling is a methodology which ensures that sellers keep the buying process simple for prospects, helping them find value in a world of information overload. **Cm 88: Command of the Sale:** The Command of the Sale methodology is based on working back from what’s most important for the prospect, and helping your sellers improve deal velocity and predictability through aligning sales activities with complicated buying processes. **Ss 89: Social selling:** Social selling involves building relationships with prospects through social media, and building a lead generation strategy around having your sales reps directly interact with prospects through social platforms such as LinkedIn. **Ne 94: NEAT Selling:** NEAT stands for Needs, Energy, Alignment, and Trust. This methodology focuses on bringing energy and enthusiasm to the sales process in order to build trust and meet the prospect’s needs and complete the sale. [What is a sales methodology?Learn what a sales methodology is, and why Sandler, Miller Heiman, MEDDIC, Challenger, SPIN, and more remain popular sales methodologies across the world.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_sales_methodology.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) ## Sales and enablement terminology **Crm 5: Customer Relationship Management:** Customer Relationship Management (CRM) systems are tools designed for managing all of your company's interactions with current and potential customers. The data stored within includes contact information, interactions, and more. **Mc 6: Multi-channel prospecting:** Multi-channel prospecting involves making contact with leads across a number of different channels, including email, phone, and social media, rather than relying on just one of those options. **Qu 7: Sales quota:** As Gartner says, a sales quota is the performance expectation that sellers must achieve during a set time period to earn their target incentive pay. “Hitting quota” is a major motivation for sales reps, as they’ll earn more money doing so. **Ce 8: Customer-centricity:** Modern sales is less about flogging your product, and more about finding the right customers - those that need your product. Customer-centricity is at the heart of sales today, and it means prioritizing the customer’s wants and needs in order to create a great product and achieve sales. **Cms 13: Content Management System:** A Content Management System (CMS) is a tool designed to neatly organize and store all your sales content - think sales scripts, battle cards, playbooks, one-pagers, and more. The aim is for sellers to be able to easily find this information and provide it to leads. **Pz 14: Personalization:** A key factor in modern selling, personalization means that your interactions with prospects are tailored to their unique circumstances, rather than being generic and sent en masse. **Bj 15: Buyer journey mapping:** Mapping the buyer’s journey (from first interaction with you, to sale and beyond), is a great way to understand and analyze your selling process and reveal potential points of friction which could put buyers off. **Skp 26: SKO Planning:** Sales kickoffs (SKO) are an important part of the sales and enablement calendar. They’re a chance to align sellers and set the tone for the upcoming year of sales, so planning and organizing these events to be engaging, relevant, and fun is something enablement teams should strive for. **Cc 27: Content creation:** Sales content helps sellers sell better. From playbooks and scripts, to battle cards and one-pagers, it’s important for enablement to create (or facilitate the creation of) great content that reps can use to close deals faster. **Sr 28: Sales readiness:** Sales readiness is a concept that while adjacent to sales enablement, is different. Sales readiness involves ascertaining whether sellers are properly equipped to close sales. Enablement is the process of preparing reps, while readiness is determining whether they’re actually ready. **Ca 29: Case studies:** Customer case studies are powerful tools in a seller’s arsenal. Social proof, and evidence that their peers use and recommend your product, can be what convinces a prospect to buy. **Pe 30: Personas:** These are fictional characters that represent the real market segments of a customer base. A buyer persona describes someone who will buy your product. This will likely be a more senior individual in an organization. Meanwhile, a user persona describes the person who will use your product or service. This may be a member of a sales team who works under the person who purchased the product. **Lms 31: Learning Management System:** A Learning Management System (LMS) is a tool which allows for training programs to be administered and tracked, and overall is geared towards the development of the sales team’s skills. **Ai 32: Artificial intelligence:** Artificial intelligence (AI) is technology that enables computers and machines to simulate human intelligence and problem-solving capabilities. In sales, AI can be used to support sellers through call analysis, coaching, email writing, and automation of elements of the sales process to name a few. **Ei 33: Emotional intelligence:** Emotional intelligence (EQ or EI) is the ability to perceive, express, and regulate emotions. As sellers interact with prospects every day, dealing with prospects’ emotions and feelings, emotional intelligence is a skill in which they need to be trained in. **Ske 44: SKO Execution:** Planning your SKO meticulously is all well and good, but you need to be able to execute and run the event on the day in order to get the maximum return. **Cm 45: Content management:** Going hand-in-hand with content creation and your CMS, content management is a key aspect of enablement. There’s no point in creating great content if there’s no one using it or accessing it. **Bc 46: Battlecards:** A sales battlecard provides a concise, at-a-glance summary of your value proposition, answers to common customer queries and explains competitive differentiators. **Pb 47: Playbook:** A sales playbook is a go-to guide for your salespeople to refer to at a glance. It should hold all the key information that a sales rep would need to know while selling.Your playbook should contain all the sales plays, prospect information, tactics, and sales methodology your sales team will need to close a deal. **Cd 48: Cadence:** In sales terms, cadence refers to how often you contact your leads as part of your sales process. A sales cadence will often have touch points across multiple channels, for example starting with a phone call on Day 1, then an email on Day 3, then a LinkedIn message on Day 7, etc. **Ci 49: Conversation Intelligence tools:** These tools use AI to listen to sales reps’ calls and provide feedback and analysis on a whole host of criteria at scale. CI platforms can track a prospect’s mood, the number of times key words/phrases were used, and more to allow enablement and sales managers to assess the sales team’s performance individually and as a whole. **Bt 50: Bootcamp:** Some organizations use sales bootcamps - intensive training programs over the course of 1-2 weeks - to get sales reps up to speed with the essential skills. This is often used to get newly-hired reps trained on the sales techniques they need to succeed. **An 51: Sales analytics:** Per Gartner, sales analytics is used in identifying, modeling, understanding and predicting sales trends and outcomes while aiding sales management in understanding where salespeople can improve. **Ob 74: Onboarding:** Onboarding, one of enablement’s primary responsibilities, is the process of providing newly-hired reps with the knowledge and skills necessary to perform in their role. The ultimate goal of an enablement team’s onboarding program is to prepare new reps so that they are able to sell effectively as soon as possible. **Tr 75: Training:** One-to-many training is one of the many ways to improve the sales team’s skills. Training is used to teach reps the essential skills they need to thrive, as well as to implement organizational changes such as a new sales methodology. **Ses 76: Sales enablement strategy:** Sales enablement’s influence is at its greatest when acting strategically and proactively, rather than reactively. Building a long-term sales enablement strategy is the most effective way to prove your ROI as a team and influence the organization in a positive way. **Ssc 77: Sales scripts:** Sales scripts help ensure that each prospect is being given the same value proposition and that they have a seamless experience regardless of which rep they talk to. Each seller follows the script and therefore hits the correct talking points consistently. **CR 78: Competitor research:** Inevitably, your competitors will come up during conversation with prospects who are exploring your options. Therefore, competitor research is essential so that your reps know where you’re a cut above, and what differentiators your product has that your competitors can’t match. **CF 79: Cross-functional collaboration:** Enablement has to be on the same page with a whole host of stakeholders, from product marketing and sales leadership, to marketing and RevOps. Cross-functional collaboration is an essential part of ensuring alignment across your organization’s go-to-market teams and strategies. **Srp 80: Sales readiness platforms:** Like LMS’, these platforms allow for training programs to be administered and tracked, and overall are geared towards the development of the sales team’s skills. Sales readiness platforms often contain exams or assessments to determine whether a rep is ready to sell based on their training results. **Sf 81: Sales forecasting:** Sales forecasts provide future revenue estimates for each sales rep, which can then be consolidated into forecasts for the sales team as a whole. These are based on the amount of prospects/potential revenue in each rep’s pipeline, and the average percentage of deals in a pipeline which close. **Db 82: Dashboards:** Dashboards across your tools like your CRM, CMS, and LMS can provide you with up-to-date data on the essentials your sales and enablement teams need to track. **Eb 95: Everboarding:** Everboarding is the idea that onboarding shouldn’t be the end of a sales rep’s learning journey. Instead, reps should be “everboarded”, with continuous learning and development the core principle behind the concept. **Co 96: Coaching:** One-to-one coaching is equally as important as one-to-many training, as it gives reps an opportunity to work on individual areas of improvement to better their performance. One-to-one coaching is a chance for reps to talk to a mentor from whom they can learn, grow, and set development goals. **Sc 97: Sales culture:** Culture is an often-misunderstood element of sales. Organizations with a positive culture of encouragement and growth are more likely to succeed than those in which the sales team are criticized and not given opportunities to grow and improve. **Wp 98: Whitepapers:** As content, whitepapers can help your reps highlight your organization’s reputation as a trusted authority in your product’s industry. Additionally, it provides prospects with something of value to them, without requiring them to purchase or spend money. **Te 99: Templates:** Like scripts, templates provide a structure for sales reps to ensure they’re sticking to the plan set by the sales organization. Content like email templates can help remove the intimidation factor from a new rep who is sending a cold email to a prospect, giving them the confidence they’re doing things the right way. **Al 100: Alignment:** Alignment goes hand-in-hand with cross-functional collaboration. Enablement team goals need to be aligned with the wider organizations to ensure that everyone is pulling in the same direction and towards the same, aligned goals. **Ts 101: Tech stack:** A sales enablement tech stack often consists of a whole host of tools and technology designed to support sales teams and analyze performance. What’s key is to avoid “bloat” and that you’re only spending money on tools and tech that you actually use and get a benefit from. **Cp 102: Sales compensation:** Compensation is the big motivator for sales reps - most organizations work with some sort of base + OTE structure, where sales reps are incentivized to hit their quota by being rewarded with a monetary bonus should they do so. **Sp 103: Sales psychology:** Sales is about influencing and convincing prospects to buy your product or service, which means understanding the psychology behind customers, and what factors can and do influence their decision to purchase (positively and negatively) is an area worth studying. [What is sales enablement? Everything you need to knowSales enablement is booming - but what is it all about? In this article we dive into the definition of sales enablement, and what sales enablement is.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/02/knowledge-g8321f39c8_1920.jpg)](https://www.salesenablementcollective.com/what-is-sales-enablement/) ## Types of enablement **Bye 9: Buyer enablement:** As the field of enablement developed and was proven to be effective, it naturally began to expand. Buyer enablement involves bringing that same level of empowerment that reps receive from sales enablement, to buyers through helping prospects navigate the wealth of information on the market today, and more. **Se 16: Sales enablement:** Sales enablement is a strategy which encompasses coaching, training, content, technology, processes, and activities with the aim of supporting and empowering sales reps to move sales opportunities forward through knowledge-based interactions with prospects. In short? Sales enablement is about helping salespeople be better at what they do by providing them with support and training. **Le 17: Leadership enablement:** It’s not just sales reps who can and should be empowered by enablement. Leadership enablement involves using enablement techniques and strategies to support more senior positions in the organization. **Re 34: Revenue enablement:** Revenue enablement expands sales enablement’s purview from sales-only, to instead supporting and empowering all revenue-generating channels and customer-facing, revenue-generating roles. It’s sales enablement, but casting a wider net to support beyond the sales team. **Pte 35: Partner enablement:** External partner enablement involves enabling companies that resell our products or services. These partners have their own customers and sell on your behalf, making them an extension of your company, so you need to enable their teams to sell and talk about your products as effectively as your internal sales teams do. **Cse 52: Customer success enablement:** Customer success is a critical part of any organization, as retaining happy customers is cheaper and just as important as acquiring new ones. That means enabling customer success teams with best practices to improve their performance is an area with a lot of potential. **Pre 83: Product enablement:** Enablement has proven to be effective in supporting and driving success across teams, which makes the product team a natural fit to receive enablement support as well. **Gme 104: GTM enablement:** Go-to-market (GTM) enablement is the culmination of enablement’s expansion from sales and then revenue and beyond. Organizations that employ GTM enablement extend their level of support to any department involved in the GTM process of launching a new product or service, including product and often engineering teams too - in addition to the teams covered by revenue enablement. [What is revenue enablement? Everything you need to knowRevenue enablement continues to grow - but what is it all about? In this article we dive into the definition of revenue enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/01/camylla-battani-AoqgGAqrLpU-unsplash.jpg)](https://www.salesenablementcollective.com/what-is-revenue-enablement/) ## Sales and enablement metrics **Cu 2: Content usage:** How much a piece of content has been viewed, downloaded, or used by a rep or prospect **Cf 10: Sales confidence:** A measure of how confident a sales rep is in their ability to move a deal through their pipeline and convert into a sale **#a 18: Number of activities:** How many times in a day/week/month a rep did a certain activity, such as a phone call, email send, etc. **Cv 36: Sales stage conversion rate:** How successful a rep is in moving a prospect from one stage of the sales funnel to the next. From stage one to two is one rate, from two to three another, and so on. **LI 53: Leading indicators:** A group of metrics which cover everything that leads up to closing a sale, which can often give you an indication of how well your sales enablement inputs are impacting rep performance. Leading indicators are essentially predictive, looking at sales activities and using those to predict future success. **T2p 84: Time to productivity:** The time it takes to onboard and ramp new sales reps to full productivity. **At 105: Available selling time:** How much time a rep is spending per day/week/month actively selling to prospects, compared to non-selling time like training, coaching, and inputting to a CRM. **Lg 58: Lagging indicators:** A group of metrics which measure the outputs after the fact - ie, the actual results. This includes win/close rates, quota attainment, and more. **Wc 59: Win/close rate:** How many deals you successfully won out of your total opportunities, usually as a percentage. **Qa 60: Quota attainment:** What percentage of sales reps successfully reached their quota over a set period of time. --- [14 Sales Enablement KPIs You Must Measure in 2025Sales enablement KPIs are performance metrics that tie your enablement efforts to improved selling performance. Here are 14 to track in 2025.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-58.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Stock-Text-1.png)](https://www.salesenablementcollective.com/sales-enablement-kpis/) --- **Chr 61: Churn rate:** The amount of customers who have stopped doing business with you. Essentially, attrition rate per month/quarter/year. **Sv 62: Sales velocity:** A metric gaining popularity in sales enablement circles, used to measure the speed at which deals progress through the sales cycle and generate revenue. The result is a dollar value calculated as: (Opportunities x average deal value x win/close percentage) / average sales cycle length in months. **Tc 63: Training completed:** The number of reps who successfully completed a training session or module out of the total number of reps. **Nh 64: New hires onboarded:** The number of new hires who have been successfully onboarded over a set period of time. **Lv 65: Average LTV:** The average amount of revenue a customer spends over the course of their lifetime with the business. **Xs 66: Cross- and up-sell:** A group of metrics tracking the number of cross- and up-selling opportunities capitalized upon by reps over a set period of time. **Tr 67: Total revenue:** Simply the total amount of revenue generated by either an individual rep or a sales team as a whole. **Pl 68: New pipeline created:** The amount of revenue added to a rep or team’s pipeline over a set period of time. **Lc 69: Lead conversion rate:** The percentage of leads which convert into new customers on a per rep or per team basis over a set period of time. **Ds 70: Average deal size:** Simply the average deal size in revenue on a per rep or per team basis over a set period of time. **Cf 71: Certification completion**: The number/percentage of reps who completed an assigned certification out of the total number. **Mb 90: Meetings booked:** The number of meetings with prospects booked by a rep or team over a set period of time. **Nps 91: Net Promoter Score (NPS):** NPS is a metric used to qualitatively measure customer or sales rep satisfaction through surveys. Enablement teams can use it to assess the enjoyability or effectiveness of training programs, for example. **Cac 92: Customer acquisition cost:** How much it costs for your organization to attain a new customer. Measured by dividing the total expenses to acquire customers (your cost of sales and marketing) by the total number of customers acquired over a set period of time. **Rw 93: Renewal rate:** The ratio of the number of customers who renewed their contracts in a set period of time, to the total number of customers who could potentially have renewed their contracts during the period. [Sales metrics for sales enablement: explainedLearn to calculate and measure key sales enablement metrics that help you analyze your enablement and sales team’s performance![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/05/SEC_Framework_Tiles_objectives_kpis.jpg)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 8,500+ of your sales enablement peers in SEC's Slack group! Idea-share, network, and ask questions in the** [**community**](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Ac4heni%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2NjEwMzI3MS4yMDkuMC4xNjY2MTAzMjcxLjAuMC4w)**.** --- ### Mastering the art of change management: The essential role of enablement URL: https://www.salesenablementcollective.com/mastering-the-art-of-change-management/ Last updated: 2024-10-25T08:20:27.000Z Have you ever found yourself in the middle of a major organizational change, wondering how to keep your team afloat and aligned? If so, you're not alone. As the VP of Ops at Zippy, I've navigated my fair share of change management challenges, from early-stage startups to global enterprises. Through it all, I've come to appreciate the critical role that enablement plays in making change successful. But what exactly is change management, and how can enablement professionals like you and me help our[ organizations](https://www.salesenablementcollective.com/how-modern-sales-organizations-are-approaching-sales-enablement-to-drive-results/) through it? In this article, I'll share my experiences and insights on everything from understanding the key principles of change management, to the practical tools needed. By the end, hopefully you'll have a deeper understanding of how enablement can help organizations navigate change, along with some practical tips and [tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) to add to your change management toolkit. So, let's dive in! ## **Understanding change management** ### So, what exactly is change management? In a nutshell, it's any change in an organization that impacts company culture, internal processes, product pivots, reorgs, go-to-market shifts, and more. There are two main types of change: **adaptive change**, which is small, gradual, and iterative, and **transformational change**, which is typically larger in scale, like reorgs, layoffs, or expanding globally. Both types of change can be positive or negative, but they all require careful management. Here are the four key principles of change management that I've learned throughout my career: 1. **Understand the change:** Why do you need it? What are the objectives and benefits? How will it impact people and the way they work? 2. **Plan the change:** Identify sponsors, involve the right people, secure buy-in, and define success metrics. 3. **Implement the change:** Ensure everyone is involved and understands what needs to happen, and use tools like change agents and effective communication. 4. **Support the change through enablement:** Develop skills, provide resources, leverage technology, and create support systems. [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/SEC_Membership_Email_Banner_--1-.png)](https://learn.salesenablementcollective.com/course/change-management-certified-masters) _This post is for paying subscribers only._ ### The importance of diversity in sales enablement [Video] URL: https://www.salesenablementcollective.com/the-importance-of-diversity-in-sales-enablement-video/ Last updated: 2024-10-21T08:22:45.000Z ### Discover the Sales Enablement Hired certification... [Sales Enablement | HiredEverything you need to forge a successful career in sales enablement and climb the elusive ladder.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/8874beaf0fd61e0ad4cc42524f2ad2e3.jpg)](https://learn.salesenablementcollective.com/course/sales-enablement-hired) [Leveraging AI in the sales enablement job market \[Video\]Discover how important leveraging AI is to today’s sales enablement career market from experts at AWS, Rattle, and Field Nation. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AI-in-the-sales-enablement-job-market.png)](https://www.salesenablementcollective.com/leveraging-ai-in-the-sales-enablement-job-market-video/) [How to stand out in the sales enablement interview process \[Video\]Jocelle Sarenpa, Director of Sales Enablement at Field Nation, discusses interesting and creative ways to stand out in the sales enablement interview process. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Stand-out-in-the--enablement-interview-process.png)](https://www.salesenablementcollective.com/stand-out-in-the-sales-enablement-interview-process-video/) ### Sales battlecard template URL: https://www.salesenablementcollective.com/sales-battlecard-template-framework/ Last updated: 2024-09-22T07:16:01.000Z ## What is a sales battlecard template? Our sales battlecard template has been developed to help you provide sales teams with quick access to critical information that will help them effectively position their product against competitors. Designed in collaboration with sales enablement professionals, the battlecard serves as a quick reference guide to be used during sales calls, helping reps stay on message, [confidently address objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/), and reinforce the strengths of their product over others. The template is particularly useful for sales representatives who need to address potential customer concerns, counter competitor claims, and highlight the unique value of their offerings in real-time during sales conversations. ### Why should you use a sales battlecard? [A sales battlecard is a powerful tool](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/) designed to provide sales teams with critical, real-time information that can make or break a deal. Here’s why you should use one: 1. **Competitive edge**: A battlecard equips your sales team with detailed insights into competitors' strengths, weaknesses, and common objections, allowing them to effectively counter any challenges during customer interactions. 2. **Consistent messaging**: It standardizes responses to common competitor claims and customer concerns, ensuring that everyone is on the same page. 3. **Quick reference during calls**: It allows sales reps to swiftly pull up relevant information on pricing, features, and competitive positioning without interrupting the flow of the conversation. 4. **Confidence in negotiations**: Knowing how to address a competitor's claims and highlight your product's unique advantages instills confidence in your sales team. 5. **Enhanced training and onboarding**: For new sales reps, a battlecard is an invaluable training resource. It accelerates the learning curve by providing a comprehensive overview of the competitive landscape, key selling points, and potential objections they might face. 6. **Focus on value-based selling**: Rather than getting bogged down in feature comparisons, a well-crafted battlecard emphasizes [the unique value your product delivers](https://www.salesenablementcollective.com/value-based-selling-taking-the-fear-factor-out-of-cold-calling/). ## Download your sales battlecard template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/battle-card.png) [Battle card template![](https://ssl.gstatic.com/docs/spreadsheets/spreadsheets_2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJd-Zx9CqNQzeDDljmTIOXa1oqxLaGDxul1xKSKGUetMhzQgelciLoyLB9pUe-dQwsvNnPMWIyJgWHj_6PZieRLn8Rv06hGxAY2QZRxogUg5djPaIZU=w1200-h630-p)](https://docs.google.com/spreadsheets/d/1NtoFfiEwoMszuzYka7%5FCmB3J%5FZOmMcPA0f9wZ-XUgJA/edit?usp=sharing) [Battle card template - Sheet1Battle card template - Sheet1.pdf68 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Battle-card-template---Sheet1.pdf "Download") [Battle card templateBattle card template.xlsx31 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Battle-card-template.xlsx "Download") _This post is for subscribers only._ ### Leveraging AI in the sales enablement job market [Video] URL: https://www.salesenablementcollective.com/leveraging-ai-in-the-sales-enablement-job-market-video/ Last updated: 2024-10-21T08:23:04.000Z ### Discover the Sales Enablement Hired certification... [Sales Enablement | HiredEverything you need to forge a successful career in sales enablement and climb the elusive ladder.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/6a72683f0042c97981ffaa30ccb9c149.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/8874beaf0fd61e0ad4cc42524f2ad2e3.jpg)](https://learn.salesenablementcollective.com/course/sales-enablement-hired) [The importance of diversity in sales enablement \[Video\]Bana Kawar of AWS discusses the importance of diversity in sales enablement and why ask about diversity when job searching. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Diversity-in-sales-enablement.png)](https://www.salesenablementcollective.com/the-importance-of-diversity-in-sales-enablement-video/) [How to stand out in the sales enablement interview process \[Video\]Jocelle Sarenpa, Director of Sales Enablement at Field Nation, discusses interesting and creative ways to stand out in the sales enablement interview process. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Stand-out-in-the--enablement-interview-process.png)](https://www.salesenablementcollective.com/stand-out-in-the-sales-enablement-interview-process-video/) ### Plan content to drive conversions: Content mapping template URL: https://www.salesenablementcollective.com/content-mapping-template-framework/ Last updated: 2026-08-21T12:16:53.000Z ## What is a content mapping template? Our content mapping template is a strategic tool designed to help you deliver the right content to the right people at the right time, effectively guiding prospects through the various stages of the buying funnel. Developed in partnership with leading sales enablement practitioners, the template ensures that each piece of content is aligned with your buyer personas and their specific journey stages, from awareness to decision-making. Key elements of the template include: - **Persona identification**: Tailor content for each unique buyer persona. - **Funnel stages**: Map content to specific stages in the buying journey (Awareness, Interest, Consideration, Decision). - **Content types and themes**: Specify the type of content (e.g., blog posts, webinars, whitepapers) and the themes that resonate with your audience. - **Distribution channels**: Determine the best channels to reach your audience (e.g., email, social media, website). ## What are the benefits of content mapping? When used correctly, our content mapping template has several benefits: - **Targeted content delivery**: Ensures that content is customized for each persona, addressing their specific goals, pain points, and barriers. - **Enhanced buyer engagement**: Aligns content with the buyer’s journey, making it more likely that prospects will engage with and respond to your messaging. - **Improved sales and marketing alignment**: Fosters collaboration between sales and marketing teams, ensuring unified messaging and strategy. - **Efficient content creation**: Provides a clear framework for content creators, streamlining the development process and ensuring consistency. - **Optimized Resource Allocation**: Focuses efforts on creating and distributing content that's most likely to drive conversions, maximizing ROI. ## Download your content mapping template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/2024/09/content-mapping.png) [Content mapping templateContent mapping template.pdf69 KBdownload-circle](https://www.productmarketingalliance.com/content/files/2024/09/Content-mapping-template.pdf "Download") [Content mapping template (1)Content mapping template (1).docx1 MBdownload-circle](https://www.productmarketingalliance.com/content/files/2024/09/Content-mapping-template--1-.docx "Download") [Content mapping templateContent mapping template A content mapping template helps you make sure you’re putting the right content, in front of the right people, in the right way, and at the right time. It targets prospects at various stages of the buying funnel and is designed to pinpoint which types of content will be…![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/icon/kix-favicon-2023q4.ico)Google Docs![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/thumbnail/AHkbwyJMeBZ2TIEh61e-3GcNB22sr9iZ3lhh0hisvxt_IEIYl6bBrKuRuYbWqoyxTD4zeIlm-DVeeXVVO7nlPXoehq53OBADyq7GWh5vCiQDui71Fr4qDes=w1200-h630-p)](https://docs.google.com/document/d/1IMBDBH87LAw1gFeY8z2Y1uiB8maQMPfLf1ucOqhX61w/edit?usp=sharing) _This post is for subscribers only._ ### What is a sales methodology? [Video] URL: https://www.salesenablementcollective.com/what-is-a-sales-methodology-video/ Last updated: 2024-10-21T08:23:23.000Z ### More like this... [The SPICED Sales Methodology: What It Is, How to Use ItThe SPICED selling method consists of five elements designed to help salespeople identify customer needs, and position their product or service as the solution to those needs.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Doodles--1-.png)](https://www.salesenablementcollective.com/spiced-sales-methodology/) [Designing a sales methodology that works \[Video\]72% of sales professionals don’t expect to hit their annual quota. Michel Tornabene, shares his advice for designing a sales methodology that actually works. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Designing-a-sales-methodology-that-works.png)](https://www.salesenablementcollective.com/designing-a-sales-methodology-that-works-video/) [What is the SPIN Sales Methodology?We take a deep dive into the SPIN sales methodology to understand what it means, and explain how to use SPIN selling’s four-stage model to close more deals.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Website_Article_Images_Stock.png)](https://www.salesenablementcollective.com/spin-sales-methodology/) ### Sales Kick-Off (SKO) checklist URL: https://www.salesenablementcollective.com/sales-kick-off-sko-checklist-framework/ Last updated: 2025-12-02T08:51:37.000Z A successful [Sales Kick-Off (SKO)](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/) sets the tone for the year ahead, motivating your sales team and aligning everyone on strategy and goals. Whether your SKO is virtual, in-person, or hybrid, our SKO checklist template is designed to ensure no detail is overlooked, helping you plan an engaging and impactful event that your team will remember. ## Why do you need an SKO checklist? An SKO checklist is essential for sales enablement professionals because it ensures that no crucial details are overlooked during the planning and execution of a Sales Kick-Off event. SKOs are pivotal for aligning the sales team on strategies, goals, and new initiatives, and a checklist helps manage the many moving parts, from securing engaging speakers to coordinating schedules and handling technical logistics. It also ensures the event caters to diverse learning styles and fosters engagement, ultimately driving better retention of key messages. With a well-organized checklist, sales enablement professionals can mitigate risks, prepare for contingencies, and deliver a seamless, impactful event that energizes the sales force for the year ahead. ## What's inside the SKO checklist template? The SKOchecklist provides a comprehensive guide for planning your Sales Kick-Off event. It covers all the critical components you need to ensure a smooth, engaging, and successful event. Key areas include: - **Creating a fun environment**: Don’t forget to inject some fun into your SKO! Keep your team engaged with interactive activities, breakout rooms, and social events. - **Open lines of communication**: Ensure you can communicate with your speakers at all times, whether through earpieces for in-person events or online messaging for virtual settings. - **Catering to different learning styles**: Make sure your content and activities accommodate various learning styles, including hands-on sessions for those who learn by doing. - **Thinking globally**: Leverage virtual or hybrid events to bring in global speakers and fresh perspectives from around the world. - **Having a contingency plan**: Prepare for tech issues, last-minute cancellations, or schedule changes by having backup plans for every part of the event. ## Download your SKO checklist If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![sales kick-off (SKO) checklist](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SKO-checklist.png) [SKO checklist templateSKO checklist template.pdf78 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/SKO-checklist-template.pdf "Download") [SKO checklist templateSKO checklist template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/SKO-checklist-template.docx "Download") [SKO checklist template5 tips for SKO success checklist Sales kick-offs (SKOs) are a major event in the sales world - whether they’re virtual, hybrid, or in-person. Our Sales Enablement Landscape Report 2022 found that 72.2% of sales enablers were involved in running SKOs at least partially, so it’s a big responsibil…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyKkEJR-oZNw3oXNgL1Y9sOVVicOpcomTaaifs7GCs2AWG_2AFyfQ1c91q2X16umpKY8LBrth9pHThF695t4pR31tml1pSvIHljHRr-36nFm76GjWI0=w1200-h630-p)](https://docs.google.com/document/d/1rVdzJro%5FmHcVVUtq1zGuywDpPH8yBs5y7EA4P%5Ftsj6U/edit?usp=sharing) _This post is for subscribers only._ ### “From no onboarding structure to a complete package”, Shannon Story URL: https://www.salesenablementcollective.com/from-no-onboarding-structure-to-a-complete-package-shannon-story/ Last updated: 2025-06-18T11:02:47.000Z ## More resources: [SEC Sales Enablement Innovation podcastDiscover new ideas, hear from your enablement peers, learn about the industry and much more with SEC’s Sales Enablement Innovation podcast![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-343.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Innovation_Podcast_Article-Image_-7.png)](https://www.salesenablementcollective.com/check-out-secs-sales-enablement-innovation-podcast/) ### Why annual Sales Enablement Summits are your best investments URL: https://www.salesenablementcollective.com/why-annual-sales-enablement-summits-are-your-best-investments/ Last updated: 2024-06-04T16:10:58.000Z In our rapidly evolving world, keeping up with changing customer needs is essential. Sales enablement has transitioned from a nice-to-have to a must-have. **Annually attending a Sales Enablement Summit isn't just beneficial - it's crucial.** ## Why change matters Customer expectations and market dynamics are in constant change. Each year brings new challenges and opportunities, making it vital to stay updated. Attending these summits helps us adapt to these changes swiftly and effectively. For example, in the past year alone, we've seen a significant shift towards hybrid sales models, where combining virtual and in-person interactions has become the norm. Additionally, the use of AI and data analytics in sales strategies has increased dramatically, offering more personalized customer experiences and improved decision-making processes. **Thorsten Stiller**, **Senior Sales Enablement Manager** at **Juniper Networks says**: > *I cannot speak at an SEC Summit without bringing up "AI in Action, with Juniper Networks", as AI/ML will play major roles in education and sales enablement, both now and in the future.* > *Technology and emotion are the winning motions to follow in sales enablement, as modeling and gamification touch on the emotion of fun.* > *I support business growth and expansion plans and strategies in sales enablement. The Sales Enablement Summit helps to build expertise in organizing and running enablement activities, encouraging adoption, and calculating the large-scale effects of enablement initiatives.* > *It is equivalent to having the capacity to manage projects, organize various stakeholders, and cultivate solid, dependable connections throughout the company, particularly in sales.* ![Image of Heidi on stage at the Sales Enablement Summit Amsterdam](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/IMG-20240516-WA0008-02-1.jpeg) ****Heidi on stage at the Sales Enablement Summit Amsterdam** ## What are the benefits of attending the Sales Enablement Summit each year? ### 1\. You’ll learn from experts: Every summit features a lineup of presenters who bring unique insights and expertise. This diversity enriches our understanding and equips us with the best strategies to implement in our organizations. Learning from the top minds in our field helps refine our approaches and keeps us ahead of the curve. What I like the most is that the event typically features presenters and speakers from a diverse range of business types, sizes, and industries - giving attendees a much broader view. **Richard de Veer**, **Director of Revenue Operations** at **Just Eat Takeaway.com** **\- Corporate Solutions** points out: > *Enablement is ever-changing and against a backdrop where sustainable growth is key and with us here at JET for business in a more early stage of our journey, these events accelerate our learning while also validating our actions and plans.* > *Every speaker presenting or attendee you talk to is on their own journey and it helps us to understand which pitfalls to avoid and how, where enablement is heading and learn from the frontrunners in the sector who, in various ways, are dealing with similar challenges.* > *Ultimately, it’s all about understanding and working with people. The insights you gain paired with practical how-tos plus the valuable connections you make during these events make it worthwhile to go.* ### 2\. Building connections: One of the most rewarding aspects of these events is the chance to network with like-minded professionals face-to-face! Sharing experiences and solutions with peers who have similar challenges fosters a strong sense of community. It reassures us that we are not alone in our struggles, and inspires us with fresh ideas. **Felicita Calfat, Sales Enablement Consultant** and **owner of Pass the Peas** says: > *I think it’s good to attend every year, because during my second year here I started feeling like part of a community. This is important to me as the role is often very lonely within a company, with only a few people making up the team - often you’re alone.* > *The value lies in the sense of community and staying up to date on trends. You can connect with sales enablement professionals both on stage and* between *sessions, as well as with people in related roles such as RevOps and product marketing.* > *These roles overlap, but not in the same way at each company. So exchanging how collaboration happens over coffee breaks provides you with a lot of additional insights.”* ![Image of an insightful roundtable discussion at Sales Enablement Summit New York](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/IMG_7847.png) ****An insightful roundtable discussion at Sales Enablement Summit New York** ### 3\. Staying ahead of the curve: The market landscape changes yearly, and each summit brings new trends and insights. By attending regularly, we stay ahead, becoming more knowledgeable, consistent, and future-proof. This ongoing learning ensures we are always prepared for what's next. Your company might not be facing the same issues as others *right now*, but attending can help you better equip your team for future challenges. **Felix Dumutrica, Director of Revenue (GTM) Enablement** at **Pleo** emphasized: > *In today’s ever changing environment it’s key to be constantly aware of your customers needs and challenges. For us in enablement it’s the same, we need to stay on top of things.* > *We need to know what our internal customers expect us to help them with, we need to be proactive and suggest new methods, we need to implement technology to make them more effective and efficient.* > *In simple terms, we need to be relevant and for this reason I attend every year.* --- [“Meeting like-minded people has huge value”, Heidi KalmárThis case study focuses on Heidi Kalmár’s experience as a speaker and attendee at the Sales Enablement Summit in Amsterdam.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/06/Copy-of-SEC_Case_Study_-13.png)](https://www.salesenablementcollective.com/meeting-like-minded-people-has-huge-value-heidi-kalmar/) --- ### 4\. Problem-solving and innovation: Summits provide a collaborative environment where we can brainstorm and tackle current challenges together. We often engage in excellent brainstorming exercises, fostering a dynamic exchange of ideas. By understanding the issues others face, we can better prepare for similar situations in our own organizations - this collective problem-solving accelerates our ability to find innovative solutions. ### 5\. Personal AND professional growth: Every summit is an opportunity for growth. It’s not just about learning new strategies but also about feeling connected and supported. Meeting others who share our passion and challenges helps us grow both professionally and personally. You can find your next role, manager, or new hire in your team. Either way, it’s a win-win. Attending a Sales Enablement Summit annually is crucial. It keeps us up-to-date, connects us with a supportive community, and provides the knowledge needed to tackle new challenges. **These summits are more than events; they are essential experiences that help us thrive in an ever-changing world.** Many thanks to the Sales Enablement Collective members for continuously supporting our community with valuable events and sessions! [Find a Sales Enablement Summit near you!](https://world.salesenablementcollective.com/) --- *Heidi Kalmár, Founder & CEO at Zero2HeroEnablement* --- ### “Meeting like-minded people has huge value”, Heidi Kalmár URL: https://www.salesenablementcollective.com/meeting-like-minded-people-has-huge-value-heidi-kalmar/ Last updated: 2024-06-03T09:24:42.000Z **Heidi Kalmár, Founder and CEO of Zero2Hero Enablement**, is dedicated to helping others elevate their sales teams through the power of enablement. At SEC’s 2024 Sales Enablement Summit in Amsterdam, Heidi was both an attendee and a speaker, and in this case study she discusses: - Why she chose SEC Sales Enablement Summit Amsterdam specifically - What Heidi felt was the most valuable part of attending - Her advice for someone attending a Sales Enablement Summit for the first time ## Why attend SEC’s Sales Enablement Summit in Amsterdam? Sales Enablement Collective’s Summits are hosted all over the world with the aim of bringing together the best and brightest in the world of enablement to learn, grow, and network. **Heidi** explained why she felt our Amsterdam event was the right fit for her: “I attended SEC’s Sales Enablement Summit for the first time back in 2019, in London. I saw it on LinkedIn and I was very curious - ‘Oh my God, there's a summit with people within my area of expertise!’ In 2020, I moved to Amsterdam and I started looking for summits there as well, because I'd heard that SEC hosts them in many other cities. Due to Covid, they were postponed, so then last year (2023), I went for the first time to the summit in Amsterdam and decided to speak as well. I was a speaker last year, and I enjoyed it so much that I felt I had to come back this year as well - from now on, I'll definitely keep attending!” ![Image of Heidi on stage at the Sales Enablement Summit Amsterdam](https://lh7-us.googleusercontent.com/OsdL4WjOfoZNFSI86WkDorK7bmohrBoxj1ZompuCYYdm3h4VGFDG_DN2ufpXWRwovjs37U65-HkVI4yCVzxu1SqLAa0GGH9gPHapwSII7fFejay2pUsPPgzEVlgQIc_CwJ1qZrl8MA-aQyW0HdNkZJ0) ****Heidi on stage at the Sales Enablement Summit Amsterdam** ## What part of the event did Heidi find most valuable? SEC’s Sales Enablement Summits aim to provide everything a sales enablement professional needs to have a great experience. Attendees will experience roundtable discussions with their peers, networking, drinks, opportunities, keynote presentations from some of the best speakers around, and more. But what did **Heidi** find the most valuable from her time in Amsterdam? “For me it’s definitely the fact that it’s in person. That fact helps me a lot, because for the past four years, I’ve worked remotely. So meeting like-minded people in person gives me the bestvalue. As well as that, building that community of like-minded people that stay connected *after* the sessions. We help each other, we ask each other how things are going. It's not just networking and building a community, but also getting a lot of inspiration and motivation from each other. It really helps to see best practices from other people as well. We all have different backgrounds, different expertise, so learning from each other helps us to not only solve our own issues, and to prepare for issues we might not have at this point, but may face later.” ## Advice for attending your first Sales Enablement Summit Want to make sure you get the most out of the action-packed day? **Heidi**, a multiple-time attendee and speaker, shared her advice: “I would make sure that you’re prepared with some kind of note taking tool. Because while the presentations and recordings are shared with us, it's always better to make notes for yourself, to remind yourself of what you're really interested in. Also prepare yourself to meet with people and have your LinkedIn profile’s QR code ready to connect with people because sometimes people have names you don't know how to pronounce and or spell! It’s much quicker and easier to connect when you have your QR code ready. For me, it's most important to be ready *mentally* as well. Because there are a lot of people, there’s a lot of buzz - it's a busy day. Don't just hide in a corner eating your food alone, you’re there to collaborate and make the most out of the event and connect with people.” ## How to attend If you feel like you’ve missed out on something BIG - you have. 😉 But, don’t fret. There’s plenty more where that came from. We’re bringing the Sales Enablement Summit to a variety of worldwide locations every year. **Attend an SEC Summit and:** 🥇 Stay on top of trends to get ahead of your competitors 📈 Learn how to drive consistent growth with proven, actionable tactics 🗣 Network with your peers and make meaningful connections 🤩 Meet mentors and form relationships to help you excel in your career 🤝 Discover new talent and scale your team [Find our events schedule here!](https://world.salesenablementcollective.com/) ### A blueprint for collaborative sales enablement URL: https://www.salesenablementcollective.com/breaking-down-barriers-a-blueprint-for-collaborative-sales-enablement/ Last updated: 2024-10-25T08:23:57.000Z Have you ever felt like you're a one-person show, responsible for equipping your entire sales team with every shred of knowledge they could possibly need? I get it. I've been there. But here's the thing: we can't be *all* things to *all* people. It's just not sustainable, nor is it our job. Instead, our role as sales enablement professionals is to break down barriers and empower our sales teams to find answers independently, ultimately freeing them up to do what they do best – close deals. So without further ado, let’s dive into my blueprint for success! ## **The geese formation** Let me start with an analogy that really resonated with me. When geese migrate for the winter, they fly in a V-formation, constantly switching who's in the front. The lead bird takes the brunt of the wind resistance, making it easier for the others to follow. Brilliant, right? Now, think about how often we in enablement are expected to be that lead bird, pushing forward while our sales team coasts behind us. We're the ones organizing the chaos, deciding who flies where and when. But here's the twist: what if, instead of a rigid hierarchical structure, we could create a more fluid system? One where we empower our sales reps to take turns leading the charge, while offering guidance and support from the side? > *That's the true power of sales enablement – breaking down those pesky departmental silos and fostering cross-functional collaboration.* We're not just trainers or enforcers; we're liaisons, ambassadors, and diagnostic wizards, supporting our teams in whatever way they need. _This post is for paying subscribers only._ ### How to establish enablement as a strategic function [Video] URL: https://www.salesenablementcollective.com/how-to-establish-enablement-as-a-strategic-function-video/ Last updated: 2024-10-21T08:23:46.000Z ### More from Let's Talk Enablement... [How to build a sales onboarding program \[Video\]Join four expert sales enablement leaders as they discuss the best practices of designing a sales onboarding program. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-build-a-sales-onboarding-program.png)](https://www.salesenablementcollective.com/how-to-build-a-sales-onboarding-program-video/) [Creating a world-class enablement strategy \[Video\]Join three expert enablement leaders as they dive deep into how to create an enablement strategy that will lead your organization to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Creating-a-world-class-enablement-strategy.png)](https://www.salesenablementcollective.com/creating-a-world-class-enablement-strategy-video/) [Building a sales coaching culture in your organization \[Video\]Join three expert enablement leaders as they dive into the world of sales coaching, and how to coach sales reps to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Building-a--coaching-culture-in-your-organization.png)](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) ### “Educational, collaborative”: Sales Enablement Summit Amsterdam testimonials URL: https://www.salesenablementcollective.com/educational-collaborative-sales-enablement-summit-amsterdam-testimonials/ Last updated: 2024-05-29T16:12:39.000Z We returned to Amsterdam in 2024 for another fantastic Sales Enablement Summit, and three attendees kindly took the time to chat to us about their experience at the event, surrounded by 100+ of their peers. - **Rafael Mlynek, PM Sales Enablement & eDetailing, Roche** - **Joshua Harris, Sales & Marketing Director, Cloudapps Ltd** - **Aparna Muralidharan, Senior Director of Revenue Operations, DScout** The trio discussed why they chose to attend and what they gained from attending the summit in Amsterdam. 0:00 /2:04 1× ## Why attend? SEC’s Sales Enablement Summits take place all year round, all over the world. No matter where you are, you have the opportunity to network and learn from dozens of your peers. But what stood out to Rafael, Joshua, and Aparna when choosing SEC? **Rafael:** > *“The biggest benefit to attending in-person and not virtually, of course, is connecting to others, feeling the energy in the room.”* **Joshua:** > *“The speakers and the talks were the things that interested me the most and why I wanted to come. I've also been to some of the past events and what I love about it is that all the talks are actually really insightful and you get a lot from them.”* **Aparna:** > *“The networking and knowledge-sharing. It’s a small professional community, and we don't get that many chances to meet each other and network, especially in a remote world.”* ## What Rafael, Joshua, and Aparna gained from the experience With roundtable discussions, keynote presentations, networking drinks, and more - there are countless benefits to attending a Sales Enablement Summit. Rafael, Joshua, and Aparna picked out their highlights: **Rafael:** > *“It was great to meet the brands represented at the event like Mindtickle, Showpad, and learning about the new technologies.”* **Joshua:** > *“I feel like I came away with a load of actions and lists of things that I want to do. The other huge thing for me is networking - the reason I come back to each event is that I've met different people every time and that's been really useful to learn, make notes, and look at the next steps of what I want to do as well.”* **Aparna:** > *“These events are priceless opportunities to meet other people, identify with them, and empathize with them in terms of the problems that they're facing at their organization and help strategize on solutions together - it’s pretty cool.”* ## How to attend If you feel like you’ve missed out on something BIG - you have. 😉But, don’t fret. There’s plenty more where that came from. We’re bringing the Sales Enablement Summit to a variety of worldwide locations every year. **Attend an SEC Summit and:** 🥇 Stay on top of trends to get ahead of your competitors 📈 Learn how to drive consistent growth with proven, actionable tactics 🗣 Network with your peers and make meaningful connections 🤩 Meet mentors and form relationships to help you excel in your career 🤝 Discover new talent and scale your team [Find our events schedule here!](https://world.salesenablementcollective.com/) ### The four major elements of SWOT analysis you need to know URL: https://www.salesenablementcollective.com/the-four-major-elements-of-swot-analysis-you-need-to-know/ Last updated: 2025-06-26T13:22:14.000Z *Dive into the world of SWOT with the help of our sister community,* [*Competitive Intelligence Alliance*](https://www.competitiveintelligencealliance.io/major-elements-of-swot-analysis/)*!* Ever heard of SWOT analysis? 🤨 Businesses of all sizes can use this strategic planning tool to figure out their strengths and weaknesses. But that’s not all, because this analytical framework will also help uncover opportunities and threats in your industry. All-in-all, it's a great way to get a better understanding of the internal and external factors that can impact your org. Trust me, whether you're a small business owner or a big-time manager, understanding SWOT can be a game-changer for achieving your goals and growing your bottom line. 💰 In this article, we'll be breaking down: - What SWOT analysis is - The goals of SWOT analysis - How to perform a SWOT analysis - The challenges and shortcomings of SWOT Let’s go. 🕶️ ## What is a SWOT analysis? The four major elements of a SWOT analysis are easy to remember, since each is a part of the SWOT acronym: - Strengths - Weaknesses - Opportunities - Threats SWOT is a framework for identifying and analyzing the strengths and weaknesses, opportunities, and threats of any competitive entity. That goes for organizations, products, and individuals. Wait… individuals?! 🤯 Yep, you can run a SWOT analysis on yourself to understand and shape where your career is headed. Very handy for staying a few steps ahead of other candidates during your next job search. ## The goals of SWOT analysis There are a ton of [benefits to performing a SWOT analysis](https://www.competitiveintelligencealliance.io/swot-analysis-benefits/). Most often, though, the SWOT framework is used by businesses when they want to better **understand how strong their position is** in the competitive landscape. Regularly [performing a competitive SWOT analysis](https://www.competitiveintelligencealliance.io/competitor-swot-analysis/) and taking stock of where your business (or product) is strong or weak versus competitors keeps you in tune with the wants and needs of the market. That means it’s harder to drift off course and start selling stuff no one really wants. 😮‍💨 Being aware of opportunities and threats, too, sets you up to make better strategic business decisions down the line. You’ll be well-prepared next time you perform a market opportunity analysis and, whether it’s your marketing strategy or your product development roadmap, you’ll know how to move defensively or offensively as best befits your business. ## How to perform a SWOT analysis The primary goal of any SWOT analysis, then, is to **take stock of your position** in the marketplace**,** and to **inform business strategies**. SWOT analysis does this by drawing out the internal and external factors that can influence success or failure in your business. Do this, and you’ll have yourself a successful SWOT analysis. ### Internal and external factors Standard practice groups your strengths and weaknesses as internal factors, while the external elements of SWOT analysis are the opportunities and threats. You’re over here, they’re over there. That means, while you’re doing your SWOT analysis, you look at [the strengths and weaknesses of your *own* products](https://www.competitiveintelligencealliance.io/swot-analysis-of-a-product/) and processes. Opportunities and threats arise from the industry and are apart from your business. More important than this black and white divide, though, is that you have useful data at the end of the process. This means doing a thorough analysis that covers all bases. We’ll get to that in a minute. ⏱️ ### SWOT vs TOWS TOWS (threats, opportunities, weaknesses, strengths) analysis has you perform the SWOT “steps” in reverse. By focusing on the external environment, and its opportunities and threats first, you gain a different perspective on the market and your place in it, which means more informed business decisions. But why not just consider every aspect from every angle the first time you conduct the analysis? **Here’s what we suggest:** 1️⃣ Consider the strengths and weaknesses of your competitors (external), *as well as* of your own business or product (internal). 2️⃣ Consider the opportunities and threats that exist *within* your own business (internal), *as well as* from externals that you have no control over (external). Being thorough, rather than adhering to strict rules about the “right” and “wrong” ways of doing the analysis, will net you the best results. ## The SWOT analysis process 💡 **Remember: there’s a supposed divide between internal and external factors, but a comprehensive analysis will consider all angles.* Here’s how it’s done. You’ll learn all about strengths and weaknesses, both internal and external, from **conversations with customers**, as well as from the candid opinions of your colleagues. You’ll begin taking action around *internal* opportunities and threats by speaking with people inside your business. External opportunities and threats are seized or remedied by dealing with those *outside* your business. Here are some example questions to help you fill each quadrant in your SWOT analysis template: ### Strengths **Internal (your strengths)** - What does your product do better than anyone else’s? - Where are you outperforming your competitors? - What features do you have that competitors lack? **External (the strengths of others)** - What do customers prefer about competitor products? - What area is your biggest competitor strongest in? - What features have competitors implemented better than you? ### Weaknesses **Internal (your weaknesses)** - Where could your internal processes improve? - Are there places you’re falling behind the competition? - What do customers dislike about your product or service? - Do you have a problem with churn? **External (the weaknesses of others)** - From your conversations with customers, where do they think competitors let themselves down? - Do key competitors have any particularly weak features? - Do they fail to offer a quality experience for their customers? ### Opportunities **Internal opportunities** - What unfilled customer needs could your product begin to fill with a low-investment tweak or update? - Are you making the most of internal ideas, opinions, experience, and talent? - Do incentive structures adequately reflect the few core goals of the business and effectively drive growth in those areas? **External opportunities** - Are there gaps in the market you’re in a good position to fill? - Could you move part of your operation overseas where rates, terms, or taxes are more favorable? - Can you forge contracts with suppliers to create more favorable terms if none exist already? ### Threats **Internal threats** - Are your internal processes efficient enough? - Do staff members lack the necessary time to perform key duties? - Are you exposed to ‘person-risk’? ✏️ **Person risk: If one or two key people left the business, would you still function just fine? Could someone else take over? Are this person’s skills vetted on a regular basis?* **External threats** - Has a new competitor just entered the market? - Is growth in your industry slowing or declining? - Does the socio-economic situation have negative implications? - Do consumer trends imply weakening demand for solutions like yours? ### PEST analysis When it comes to market factors that could affect your business, the PEST analysis framework is a useful tool for identifying such external opportunities and threats. PEST stands for political, economic, socio-cultural, and technological factors. There are variations on the PEST framework, each with increasingly odd names (PESTLE, STEEPLE, LONGPESTLE). But the standard PEST analysis will get you thinking along the right lines all on its own. ## Challenges of SWOT analysis SWOT analysis is a great tool, but it’s not perfect. Perhaps that’s why it’s so divisive? 🤔 Here’s a shortlist of some of SWOT’s key challenges. ### SWOT analyses use a lot of resources Since the conclusions from a good SWOT analysis will go on to influence the future of the business thanks to the strategic decisions they’ll inform, it’s important to get it right. ❗️ That means **you can’t rush**. A thorough SWOT analysis, performed well, can take a long time to complete. Especially if your business is large. It’s critical to pull **input from all corners** of the business to ensure no stone is left unturned. While people are sat in a meeting room contributing to the SWOT analysis, though, they’re not getting on with other work that needs doing. In other words, there’s a resource-cost to performing the analysis. One that’ll touch every department by the time you’re done. ### Successful SWOT analysis needs the right company culture If your company culture isn’t right, people won’t feel comfortable being **candid with their opinions**. Even once you’ve got them away from their desks and into the meeting room where they can contribute. Want your SWOT analysis to be successful? Then your people *need* to feel comfortable sharing their opinions on the **weaknesses of your business**and products. Tough to swallow? Bad news - you’ll need to hear their opinions on what competitors are doing well (threats), too. So they’ll need to feel comfortable sharing *those*. #### Radical Transparency This is what [Ray Dalio](https://en.wikipedia.org/wiki/Ray%5FDalio?ref=competitiveintelligencealliance.io) calls “radical transparency”. In his book “Principles”, he talks about how important it is that everyone be “radically transparent about everything, including mistakes and weaknesses” since this “helps create the understanding that leads to improvements”. It’s not always easy to be honest. Actually, it’s pretty difficult. But being honest and open, rather than dishonestly mute, puts the demons in the firing line. Those demons that sit in the shadows, that everyone knows are there, just waiting to cause the destruction of your business, but are too scary for most to turn and look at directly. With the right culture, you can tear down those hidden harbingers of destruction, but it takes an understanding that honesty isn’t personal. That it comes from a mutual place of wanting *the business to be better* for *everyone’s* benefit*.* ### SWOT is time-consuming Going from the ‘data-gathering’ stage, where you’re collecting opinions and insights, through the implementation stage, to actually seeing results, can take a long time. Even once all the work is done, communicating back to initial stakeholders how the project played out, what the results were, and how it paid dividends on their initial time investment is important. That’s super challenging for time-starved project leaders and members of the C-suite, though. What’s more, since the SWOT process *does* take time to play out, the competitive **landscape may have shifted** significantly by the time your strategic planning has borne fruit. 📁 Wondering how to apply[SWOT analysis in project management](https://www.competitiveintelligencealliance.io/swot-analysis-in-project-management/)? Check out Competitive Intelligence Alliance's comprehensive guide. 👆 ### SWOT is hard to make truly objective The best SWOT analyses don’t just consider the strengths and weaknesses of their own brand and products. They consider the strengths and weaknesses of competitors, too. But they also recognize the danger of bias. ☝️ Businesses can become echo chambers for their own ideas and opinions. Especially if no one’s doing the work to make sure the culture supports radical transparency and that it stays that way. That’s why it’s important to speak directly to *the market itself*. Yup, we’re talking about your customers and wider target audience. **Talk to your customers.** There’s no substitute for speaking directly to customers and getting them to tell you *exactly* what it is they love about a competing product, or exactly why they churned, or what attracted them to you in the first place. It gives you a rock solid understanding of where you’re strong, where you could do better, and what needs they have that no vendor has been able to meet for them yet (hint: these are golden opportunities). The issue, of course, is that SWOT is already all too easy to turn into a resource hog. Now, we’re suggesting you expend even more resources on it. ### **How to move forward** That’s why, if we’ve one tip for conducting *successful* SWOT analyses, it’s to define a **hard budget and timeline** for them at the start, and to be aggressive. Then cut both by 20%. If you end up shooting slightly over, you’ll have worked in some buffer in terms of both time and cost. Therefore, you won’t have to abandon the project as a sunk cost and write SWOT off as a complete waste of time and money. Get SWOT right, see it through to the end, and you’ll uncover golden insights that’ll inform near on every strategic aspect of your role. ### How to create a simple and effective sales contract URL: https://www.salesenablementcollective.com/how-to-create-a-simple-and-effective-sales-contract/ Last updated: 2024-07-30T14:22:57.000Z Congratulations – you’ve almost closed that deal after a long [sales process](https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/). But don’t crack out the champagne quite yet, there’s still a few more steps to go before you can mark the opportunity closed-won. Writing up a sales contract formalizes the agreement between your company and the buyer, and is a fully-fledged legal document that creates goodwill between parties. While writing a sales agreement may seem like a daunting process, it can be much easier than you’d imagine. This in-depth guide will help you to create a simple and effective contract to gain legal’s approval and close your deal. We cover: - What a sales contract is - Why it’s important - When you need a written agreement - Sales contract vs bill of sale - Best practices for writing a contract - Types of sales contracts - Must-include details - 5 steps to create a contract ## What is a sales contract? Simply put: a sales contract is a legal agreement between a buyer and a seller describing the details of their transaction. This will include details such as [pricing](https://www.revenueoperationsalliance.com/how-to-identify-a-suitable-pricing-strategy/), product or service description, and service terms. ## Why is a sales contract important? A sales contract sets clear expectations and can protect your business from disagreements with your customers down the line. The document will limit liability for all parties involved in the transaction. If a buyer doesn’t pay for a good or a seller doesn’t deliver their service, a sales contract can be used as evidence to clarify what was agreed upon and resolve the conflict. A document detailing the agreement is much less risky than a deal based on a handshake alone. The clarity gained from a sales contract relies on the document being clear and using simple language both parties can easily understand. This means there should be no need for a lawyer to translate the contract terms - but that doesn’t mean your legal team isn’t involved. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2021/03/03-SEC-4--1-.png) ](https://podcast.salesenablementcollective.com/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Podcast%20Ad) --- ## When do you need a sales contract? It’s best practice to always use a contract to secure your deals as contracts create goodwill and trust between parties. Contracts can also preserve business relationships and ensure livelihoods in the case of a disagreement. A general rule for basic agreements is anything above $500 should be sold via a contract. Complex deals should only be sold via written agreements. For example, products with complex components, agreed-upon maintenance, and any services lead to more complexity, requiring a contract to reduce risk. Most [SaaS](https://www.revenueoperationsalliance.com/revops-is-crucial-for-growing-saas-companies/) companies now also utilize contracts within their sales cycle to foster long-term business relationships with their clients. ## Sales contract vs. bill of sale While a sales contract and a bill of sale both describe the product, service, or property purchased, the purpose of these documents is different. A sales contract will outline the details of the agreement such as warranty information, delivery arrangements, and terms and conditions of the purchase. This document is drafted and signed before the transaction occurs. On the other hand, a bill of sale is similar to a receipt as it proves the transfer of ownership after the purchase takes place. --- [BDRs, SDRs, and account executives - what sets them apart?BDRs, SDRs, and AEs all work with leads to move them along the sales funnel. But if you asked ten organizations for a definition, you’ll get ten answers![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/01/SEC_Article_Meta_DEC23_Test_Just-Doodles-3.png)](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) --- ## Do's and don’ts of creating a sales contract There are many best practices for creating a simple but effective (and legal-approved) sales contract, so we summarised the most important do’s and don’ts of contracting. ### Do: **✅ Determine customer needs and expectations.** Before drafting a sales contract, it’s important to understand what your customer requires from your product or service and ensure that your company can fulfill their needs. Being unable to provide what you promised a client may cause issues down the line, so it’s best to clarify this before signing on the dotted line. **✅ Mention all parties involved.** Include the names and addresses of the buyer and seller company and the names and contact details of the sales rep and purchasing client who sign the contract. **✅ Ask legal to review the contract before signing.** When dealing with contracts, you should get your legal team to read through them to check for any errors or strange terms. If your company has a deal desk team, ask them for help to navigate this approval process. ### Don’t: **❌ Miss out details.** Sales agreements should be detailed to protect your business in the future. So, make sure to include all the relevant details about the purchase, including any warranties or guarantees. **❌ Ignore the possibility of a breach of contract.** While we don’t typically sign deals to intentionally violate the terms, we shouldn’t rule this out as a possibility. That’s why it’s important to explain the penalties for non-payment or another policy violation. --- [What is sales enablement content? | SECIn this article, we’re going to be focusing on sales enablement content, both internal and external-facing, and how to make it great.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1457369804613-52c61a468e7d?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDIzfHxjb250ZW50fGVufDB8fHx8MTY0MjAwNzc4NA&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) --- ## Types of sales contracts There are many types of sales contracts with different use cases so it’s important to understand which contract type your deals will require. ### Sales agreements This is the standard and fundamental sales contract you think of when you imagine a sales contract. A sales agreement contains information about the buyer and seller, what’s being purchased, the terms of the sale, and any liabilities if the exchange doesn’t occur. ### Order forms An order form is a variant of the standard sales agreement. A template of this form is given to the buyer to fill in with their specific needs and return to the seller. Once a seller accepts the order form it becomes a legally binding agreement. Order forms can simplify the contracting process by asking all buyers the same questions and using the same templated agreement. ### Change order forms This isn’t a standalone form type, instead a change order form is an addition or update to a previous agreement. Allowing adjustments to a current long-term agreement without needing to negotiate from scratch. This type of agreement can allow an organization to honor new customer requests part-way through a project without the legal headache of undocumented changes. ### Master service agreements A master service agreement (MSA) covers a long-term business relationship. It acts as an overarching contract that breaks down the terms and conditions of future agreements between two parties. MSAs create good business relationships by clearing up basic terms and speeding up the approval process for new agreements. These contracts are common within the SaaS industry and other long-term technology purchasing agreements. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Hired_Banners_.png)](https://certified.salesenablementcollective.com/p/sales-enablement-hired) --- ### Statements of work This form of contract is typically used by contractors and freelancers to describe the services they’ll be providing – including deliverables, communication, and deadlines for completion. Statements of work are best practice when customized products or services are being offered, or in a contracting business agreement. For example, a [RevOps consultant](https://www.revenueoperationsalliance.com/what-does-a-revenue-operations-consultant-do/) may use a statement of work to clarify their services to a client. ### Terms of service The terms of service (or terms and conditions) is a document defining how clients interact with your products and services. These are most often used in digital environments and don’t directly impact sales. However, if prospects refuse the terms of service many businesses will withhold from selling to them. Terms and conditions should limit your firm’s liability, protect your intellectual property, and clarify dispute resolution. ### Renewal and upsell agreements Similar to change order forms, [renewal and upsell](https://www.revenueoperationsalliance.com/a-strategic-guide-to-monetizing-customer-success/) agreements reference previous agreements. In contrast, these contracts replace any previous agreements. A renewal agreement is an order form where a client renews a previous agreement, usually with slightly different terms (for example, a price increase). Whereas an upsell contract is a renewal, but with additional goods and services included. These contracts are priceless when it comes to [nurturing long-term client relationships](https://www.revenueoperationsalliance.com/the-art-of-the-deal-mastering-major-account-relationships/). --- [Revenue operations - the new key to unlocking growth? | SECLeore Spira is right in the middle of today’s fast-changing organizational structures. Read her thoughts on enablement and revenue leadership.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1551907075-c126d10ce529?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDQ3fHxrZXl8ZW58MHx8fHwxNjMwNTExNTIw&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/revenue-operations-the-new-key-to-unlocking-growth/) --- ## Details to include in a sales contract As we mentioned, it’s crucial to include all the necessary details in a contract to ensure all your bases are covered legally. Here’s a checklist of the key details your sales contracts should include. ⬇️ ☑️ **Confidentiality.** If your product or service includes the transfer of sensitive information, it’s best practice to add a confidentiality clause. ☑️ **Penalties for non-payment.** What happens if the client doesn’t pay on time? ☑️ **Any included services.** What other services are included (eg. maintenance, installation, customer support)? ☑️ **Pricing and payment terms.** State what the client is responsible for paying and the expected amount. Also, ensure to include the payment schedule. ☑️ **Contract duration and timelines.** How long will this agreement last? When will the contract be fulfilled? ☑️ **All rights, guarantees, and restrictions.** These should be outlined in a terms and conditions section. ☑️ **Delivery arrangements.** Where is the delivery going? When will you deliver the goods? Who’s paying the delivery cost? ☑️ **Detailed description of the goods or services.** For products: model number, size, weight. For services: scope of work and time to complete. ☑️ **All parties involved.** Including names, addresses, and contact details. --- [What is revenue enablement? Everything you need to knowRevenue enablement continues to grow - but what is it all about? In this article we dive into the definition of revenue enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/01/camylla-battani-AoqgGAqrLpU-unsplash.jpg)](https://www.salesenablementcollective.com/what-is-revenue-enablement/) --- ## 5 steps to create a sales contract Now that we’ve discussed the key information you need to know before you start creating a sales agreement – let’s take a look at the five steps to craft the perfect agreement. ### 1\. Use a template or tool The easiest way to create perfect contracts every time is to utilize a standardized template across your sales organization. This will have spaces to input the client's information, the product description, and pricing information. Once these blanks are filled in, you’ll have a finalized contract. This can save your sales reps time writing contracts from scratch and gaining approval for every deal. But it’s still important to double-check you’re using the right contract type, and most up-to-date template before signing. There are also contracting tools you can add to your sales [tech stack](https://www.revenueoperationsalliance.com/how-to-build-a-winning-revenue-operations-tech-stack/) to help your sales team manage contract creation. ### 2\. Ensure all details are correct It may seem obvious, but it’s crucial to read through all contracts closely and make sure all the details are correct - even if you’re using a template. A typo in an email address, purchase price, or delivery date may cause issues down the line if they aren’t caught before the dotted line is signed. ### 3\. Prepare for negotiations and carefully consider customizations Sales contracts can involve a back-and-forth discussion between buyer and seller to negotiate terms that work for both parties. To make the most of this process, it’s important to be prepared with relevant information and policies. Likely, you've already dealt with most of their [objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/?ref=revenueoperationsalliance.com) by this point, but more may arise during contract negotiations. Use clear communication, listen to your prospect, and stay calm to reassure your buyer. Many companies offer custom packages or deals for specific clients, these should always be considered carefully and discussed cross-functionally. Checking custom deals with sales, product, and finance leadership can avoid conflicts or losses. If in doubt, send the contract over to your [deal desk](https://www.revenueoperationsalliance.com/the-importance-of-a-deal-desk/) team to check over and gain the right approvals. It’s better to check early to avoid getting caught out down the line. ### 4\. Use clear language While writing a legal document, you may be tempted to break out your thesaurus and discover elaborate legal jargon to pad out your contract, but **that won’t be necessary**. In reality, it’s best practice to use clear and precise language so your sales agreement can be understood by anyone who may need to read it – no legal degree required. Using complex wording causes confusion and may lead to lengthy legal discussions if a disagreement arises in the future. This risks your company’s bottom line as your legal team will have to work double-time to resolve the conflict, or your business may even be found liable for the dispute. ### 5\. Sign after approval Once your contract has been proofread and approved internally you can send it to your client to sign. Then it’s finally time to sign on the dotted line yourself and close the deal. But don’t forget to add the contract and details of the closed deal into your CRM system! Keeping an up-to-date contract in your sales database allows internal teams such as customer success or RevOps to check over the details of the deal to manage their account. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-6.png) ](https://www.salesenablementcollective.com/stay-inspired-sign-up-to-our-newsletter/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Reports%20Ad) --- ## Final thoughts While you may want to rush into closing a deal after a grueling sales cycle – it’s crucial to keep your eye on the ball until the paperwork is approved and signed to avoid a last-minute mistake. At the end of the day, sales contracts are important legal documents that protect your organization from disputes, so it’s best practice to take your time to create accurate and legal-approved agreements. --- [](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 9,000+ of your sales enablement peers in SEC's Slack group! Idea-share, network, and ask questions in the** [**community**](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Ac4heni%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2NjEwMzI3MS4yMDkuMC4xNjY2MTAzMjcxLjAuMC4w&ref=salesenablementcollective.com)**.** --- ### Software evaluation checklist URL: https://www.salesenablementcollective.com/software-evaluation-checklist-framework/ Last updated: 2024-09-25T09:46:40.000Z Our software evaluation checklist helps streamline the decision-making process, allowing you to compare vendors side-by-side based on key criteria. Whether you're evaluating CRM systems, project management tools, or other software solutions, this template makes it easy to assess and select the best option for your needs. ## What's inside the checklist? The software evaluation checklist/scoresheet is a tool designed to help businesses evaluate different software solutions based on factors like features, pricing, and support. It provides a structured way to assess each vendor, ensuring no critical detail is overlooked. Key sections include: - **Feature Evaluation**: Rate whether essential and nice-to-have features are included, and whether they come at an extra cost. - **Pricing Breakdown**: Compare upfront, recurring, and additional costs across vendors, including contract length and frequency of charges. - **Tech Support**: Analyze the level of customer support provided by each vendor, such as email, call, or chat, and whether these services come at an extra cost. - **Overall Scoring**: Calculate and compare scores across all categories to find the best software for your needs. ### How to use the checklist To get the most from the checklist, simply follow the steps below: - **List your vendors**: For each software solution you're considering, copy the template and fill out the details for key criteria, including features, pricing, and support. - **Evaluate key features**: Rate how well each software delivers on must-have and nice-to-have features, and note any extra costs or limitations. - **Compare pricing models**: Understand the total cost of ownership by assessing upfront fees, recurring charges, and additional costs like support or upgrades. - **Assess customer support**: Rate the vendor’s support options, such as email, phone, or chat, to ensure you’ll have the help you need post-purchase. - **Tally scores**: Once all vendors are rated, compare the total scores to identify the best-fit software solution for your business. ## Download your software evaluation and comparison checklist *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![software evaluation and comparison checklist](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/software-evaluation-scoresheet.png) [Software evaluation scoresheet - Example Sheet (Vendors)Software evaluation scoresheet - Example Sheet (Vendors).pdf60 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Software-evaluation-scoresheet---Example-Sheet--Vendors-.pdf "Download") [Software evaluation scoresheetSoftware evaluation scoresheet.xlsx121 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Software-evaluation-scoresheet.xlsx "Download") [Software evaluation scoresheet![](https://ssl.gstatic.com/docs/spreadsheets/spreadsheets_2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyIp3JSCae_f2hcWjP4WVP9r7Yq19h_t9XkBKWdoLU9RXmR_-FoHhr_gzy9cwQd9cG34ja8Z6KEQHia9-1YEuxs-715sRHlSK5hNNwCF8HYFUCz-7DOy=w1200-h630-p)](https://docs.google.com/spreadsheets/d/1tztq-fONws5tyK1pSC-%5FwX0LqE5Gg%5F2IW0MghfQmwtg/edit?usp=sharing) _This post is for paying subscribers only._ ### Sandler Pain Funnel template URL: https://www.salesenablementcollective.com/sandler-pain-funnel-template-framework/ Last updated: 2024-10-31T08:02:01.000Z The Sandler Pain Funnel is a strategic questioning framework used in sales to uncover a prospect’s pain points, enabling more effective and empathetic sales conversations. It's part of the Sandler Selling System, which you can read more about [here](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/). The idea is that by guiding the prospect through a series of increasingly specific questions, the seller can help the prospect recognize the severity of their challenges, increasing the likelihood of closing the deal by presenting your solution as the answer to their problems. The funnel is designed to progressively move the conversation from surface-level issues to the emotional and business impacts of those problems, creating a sense of urgency and the desire for resolution. ## How to use the Sandler Pain Funnel Here's a detailed breakdown of the template’s key levels and how to use them: ### **1\. Surface problems** At the top of the funnel, you begin by identifying the general issues your prospect is facing. These are surface-level problems that the prospect is aware of but might not have explored deeply. Questions here are designed to encourage the prospect to share more about their challenges, such as: - "Tell me more about that..." - "Can you be more specific? Maybe give me an example?" - "Why do you suppose this is happening?" The goal at this stage is to gently prompt the prospect to open up and articulate their pain in a way that makes it clear they need a solution. ### **2\. Business reasons** Once the surface-level problems are identified, the funnel moves into uncovering the business implications of these issues. These questions help quantify the impact the problem has on the prospect's business, making the pain more tangible. You might ask: - "What have you already tried to solve this? How has that worked?" - "Out of everything you could have chosen to solve, why this?" - "What is the potential impact on revenue?" This level helps both you and the prospect understand the scale of the problem in terms of lost opportunities, inefficiencies, or revenue impact. It highlights why solving this issue is critical from a business perspective. ### **3\. Emotional impact** At the bottom of the funnel, the questions focus on the emotional and organizational impact of the problem. This level taps into how the issue affects people within the company and the urgency around resolving it. Questions here include: - "Who else in your organization is aware of and affected by this issue?" - "Is the organization committed to fixing it now?" - "What happens if you do nothing?" This step is where the prospect internalizes the personal or team-level impact of the problem, making the need for a solution more immediate. By addressing these emotional concerns, you build a deeper connection with the prospect and demonstrate empathy for their situation. ## Why should you use the Sandler Pain Funnel template? The strength of the Sandler Pain Funnel lies in its structured approach to deepening the prospect’s awareness of their challenges. By systematically guiding them through these levels, you can position your product or service as the ideal solution to alleviate both their business and emotional pain. Using this template effectively can help salespeople do the following: - Uncover hidden challenges that the prospect may not have considered. - Establish a sense of urgency for resolving the issue. - Build a stronger relationship by demonstrating empathy and understanding. - Differentiate your solution based on a deep understanding of the prospect’s pain points. ## Download your free template *If you’re not already a member, simply sign up to our free plan and refresh this page to access your template.* ![sandler pain funnel template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/sandler-pain-funnel.png) [Sandler pain funnel templateSandler pain funnel template.pdf34 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sandler-pain-funnel-template.pdf "Download") [Sandler pain funnel templateSandler pain funnel template.pptx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Sandler-pain-funnel-template.pptx "Download") [Sandler pain funnel templateSandler pain funnel 1 Level 1 Level 2 Level 3 Review Emotional Impact - Who else in your organisation is aware of and affected by this issue? - Is the organization committed to fixing it now? - What happens if you do nothing? Is there anything else I should know that would be helpful? Business Re…![](https://ssl.gstatic.com/docs/presentations/images/favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyLGBJjU_MhVHdrCnwl9k4e3o-rXPPWGyE2s_v3A60i-EN443WBjDmyzqyHbxUWZkRBUoqSAYja7EO5T48lQO5PWFGEZTD2OtCAuPYxVcS_r0yUMi2b1=w1200-h630-p)](https://docs.google.com/presentation/d/1DoEY8pv9H1w3NZCRQaxyF%5FuyEOb1E7afASAWYActgJQ/edit?usp=sharing) _This post is for subscribers only._ ### Buyer journey (stages and tactics) template URL: https://www.salesenablementcollective.com/buyer-journey-stages-and-tactics-template-framework/ Last updated: 2024-09-22T07:16:39.000Z Our buyer funnel (stages and tactics) template outlines the stages of the buyer's journey, from initial awareness to post-purchase relationship management. Each stage is paired with tactics businesses can use to guide potential customers through the funnel. Here's an overview: ## What is the buyer funnel? The buyer funnel represents the stages a potential customer goes through before making a purchase. It helps businesses understand how to engage customers at each step, from awareness to purchase and beyond. This funnel is crucial for creating targeted marketing and sales strategies that move prospects closer to conversion. ## What's inside the template? The template covers the five key stages of the buyer funnel, and provides options for each: - **Awareness**: In this stage, the customer is unaware of your product or business. The goal here is to create visibility through methods like digital advertising, social media, word of mouth, or search engine marketing​. - **Interest**: Once the customer is aware of your product, the focus shifts to engaging them and converting their interest into a prospect. Tactics include webinars, infographics, video content, and calls-to-action to encourage interaction​. - **Consideration**: At this stage, potential buyers are evaluating whether your product is the right solution for them. Providing detailed information, free trials, case studies, and testimonials is essential to help them make an informed decision​. - **Purchase**: The decision has been made, and it’s time to execute. Here, delivering on promises is critical, and businesses should focus on smooth order processing, product delivery, and contract negotiation to ensure satisfaction​. - **Relationship management**: After the purchase, it’s important to maintain the relationship. Ongoing customer support, training, VIP programs, and regular check-ins can help with retention, repeat business, and generating referrals​. ## Download your buyer funnel template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![buyer funnel template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/buyer-funnel-new.png) [Buyer funnel \[stages + tactics\] - Sheet2Buyer funnel \[stages + tactics\] - Sheet2.pdf43 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Buyer-funnel--stages---tactics----Sheet2.pdf "Download") [Buyer funnel \[stages + tactics\]Buyer funnel \[stages + tactics\].xlsx81 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Buyer-funnel--stages---tactics-.xlsx "Download") [Buyer funnel \[stages + tactics\]![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/spreadsheets_2023q4.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyJSRXPJKT_1ZzcV0R8ukWCs7zeFffDLoyIGnwrXDvMqS6k0xBfG1ylb6iB8KyhN0TXh_l6q43BwXJbZAuqh99dhG1HKbNbKoisBDWxCMn_w9C4jcWaa-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1vCpPBapWlA8PEUV%5FQShQqKUFfVROm4j271PqfJLH4q8/edit?usp=sharing) _This post is for subscribers only._ ### Empathy map template URL: https://www.salesenablementcollective.com/empathy-map-template-framework/ Last updated: 2026-08-03T15:04:15.000Z ## What is an empathy map template? An empathy map template is a one-page framework for capturing what a buyer sees, hears, does, thinks, fears, and stands to gain, so your messaging describes the customer your evidence shows rather than the one you assume exists. Most versions of this exercise share two flaws. They map a single persona, when the average B2B buying group runs to five or more people who don't share the same fears. And they leave out the thing that actually decides deals: roughly half of lost B2B deals aren't lost to a competitor at all; they end in no decision. This version fixes both. ## What's inside the template? Six sections, built from insights shared by speakers across our product marketing, revenue, and win/loss summits: 1. Map the buying group first 2. Where each box's evidence comes from 3. The empathy map 4. Getting to the emotional layer 5. Worked example 6. Turn the map into something that ships ## How to use the template Start with the buying group, not the map. Listing who's involved and what each of them personally risks tells you how many maps you actually need, and stops you writing one composite buyer who exists nowhere. Then work through the evidence table before filling in a single box, and use the laddering questions to reach the fears and personal exposure that buyers won't volunteer unprompted. If your finished map could be pasted into a competitor's file and still read as accurate, you've mapped the buyer rather than your own pitch, which is the whole point. ## Download your empathy map template ![Empathy map template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2026/08/Empathy-map-template.png) [Empathy map template (1)Empathy map template (1).docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/08/Empathy-map-template--1-.docx "Download") [Empathy map template (1)Empathy map template (1).pdf158 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2026/08/Empathy-map-template--1-.pdf "Download") [Empathy map templateEmpathy map template Map what your buyer sees, hears, fears, and risks, from evidence, not assumption An empathy map is a one-page picture of a buyer’s world. Used well, it stops your messaging describing the customer you assume exists and starts it describing the one your data shows. This versio…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/docs-favicon-2026-v2-e41925bd-c203-4ecf-aa0c-9ea7b8567d74.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyL6SaIP6-vhYkv4OqD00OFOqZvw8Y8RSNuakvdUEy4EHx3Jpq85Fv61rfMkrugk8nQEiLi82fns-_bvQIrqRfk2_mDpqwCU4lZnU1RJM36w_in_EuNA-w1200-h630-p-4b2f6fb0-1562-4527-a5ff-1f7a6f4d958b)](https://docs.google.com/document/d/1NZJ5K3r3iUmY4UX9UBGVVeGjHERz1RnXe16i-JdqUKk/edit?usp=sharing) _This post is for subscribers only._ ### Embracing AI as a partner, not a replacement: How to balance tech with human connection URL: https://www.salesenablementcollective.com/embracing-ai-partner-not-a-replacement/ Last updated: 2024-10-25T12:07:10.000Z Let's start with the million-dollar question in sales today: How can we fully capitalize on the potential of AI without losing the essential human elements that drive real connections and impact? There's no denying the awesome capabilities AI brings to the table - automating tasks and augmenting our productivity in powerful ways, but we can't just hand over the keys to the machines entirely! We have to be intentional about **finding the right balance**, using AI as a complementary partnership that expands what we can do as humans rather than replacing us altogether. As someone obsessed with the world of tech and machine learning, I've witnessed firsthand the fears and resistance new technologies often breed. That knee-jerk "Rise of the Machines" mentality is natural, but *misguided*. When leveraged correctly, AI can be an incredibly skilled copilot, not the one actually taking the controls, so let me share my journey and key insights for striking this all-important balance... ## **My journey with technology as an enabler** ### My journey actually began in the IT world, where I got hands-on experience with everything from machine learning and RPA to coding. So I was primed and ready when AI started taking off. While everyone else was nervous, I was like a kid in a candy store - just super eager to explore the possibilities! What I realized early on is that the key for getting people on board is to tap into their emotions with a clear, compelling "*Why?*" - the bigger vision and aspirations that these new capabilities can help achieve. As the famous "Golden Circle" concept teaches us, people don't buy what you do, **they buy why you do it**. [AI and sales enablement: a match made in the cloud?AI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1516110833967-0b5716ca1387?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fGFydGlmaWNpYWwlMjBpbnRlbGxpZ2VuY2V8ZW58MHx8fHwxNjQyNjk4NjA3&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) ## **The 5 key components for transformation** ### Speaking of visions, I want to introduce a hugely valuable framework for making transformational changes happen when implementing new technologies and strategies. There are five key components: 1. **A clear vision** that paints the vivid picture of what you're working towards 2. **The skills and knowledge** required to execute on that vision 3. **Proper incentives** to motivate people to make the change 4. **Having the necessary resources** and tools in place 5. **A solid, communicated action plan** with clear steps *No vision?* You'll cause confusion. *Lack of skills?* Anxiety kicks in. _This post is for paying subscribers only._ ### Sales script template URL: https://www.salesenablementcollective.com/sales-script-template-framework/ Last updated: 2024-10-31T08:03:20.000Z ## What is a sales script template? Our sales script template is a tool designed to help sales professionals confidently navigate their conversations with prospects. It provides a structured outline that guides reps through the key stages of a sales call—from building rapport to addressing objections and moving the prospect toward a decision. Unlike rigid, word-for-word scripts, our sales script template has been designed to offer flexibility, allowing your team to personalize each interaction while ensuring they hit all the essential talking points. ### Who's the template for? This template is perfect for sales teams, business development representatives, and account executives who want to enhance their effectiveness in prospecting and closing deals. Whether you're new to sales or an experienced pro looking to refine your approach, the sales script template provides a valuable framework that can be adapted to any industry or sales scenario. It's also ideal for sales managers who want to equip their teams with a consistent, proven process for engaging potential customers. ### How to Use the Sales Script Template 1. **Start with the basics:** Begin by using the template's introduction section to greet your prospect, briefly introduce yourself, your company, and the purpose of your call. 2. **Build rapport:** Use the rapport-building prompts to establish a connection. This could be as simple as congratulating the prospect on a recent achievement or commenting on something relevant to their industry. 3. **Transition to the value proposition:** Once the conversation is flowing, smoothly transition into why you’re calling. Highlight the key benefits of your product or service that are most relevant to the prospect’s needs. 4. **Handle objections:** Be prepared with the template’s suggested responses to common objections. This will help you navigate potential roadblocks and keep the conversation on track. 5. **Move to the next step:** Use the template’s prompts to guide the prospect toward the next step, whether it's scheduling a demo, sending more information, or setting up a follow-up call. 6. **Personalize and adapt:** While the template provides a solid foundation, make sure to personalize your approach based on the prospect's specific situation and feedback during the call. ## Download your sales script template *If you’re not already a member, simply sign up to our free plan and refresh this page to access your template.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/sales-script.png) [Sales script templateSales script If the option’s there, providing your sales team with a sales script is a great opportunity to a) take learnings from top performers and roll them out across the rest, and b) regain a level of control over how your reps are positioning your product. Tip #1: sales scripts shouldn’t…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJx7qqGhWf5Yp7vyGQVp9fbSYz2zuTJI3TSxpiSCX4AEV2kSfJUEP0hvxuFFEYi8J-MWQUAJahmSzIx5F4EYZZZ5nbZ2Bq2x4FoRMiXoqslrO3DqGI=w1200-h630-p)](https://docs.google.com/document/d/1fOZoF5FQVDCvARW9ayLinnL7bST-pFqj9anpcG-L4j8/edit?usp=sharing) [Sales script templateSales script template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Sales-script-template.docx "Download") [Sales script templateSales script template.pdf81 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Sales-script-template.pdf "Download") _This post is for subscribers only._ ### “Certifications at scale mean a consistent baseline of competence and confidence”, Alan McIntosh URL: https://www.salesenablementcollective.com/certifications-at-scale-mean-a-consistent-baseline-of-competence-and-confidence-alan-mcintosh/ Last updated: 2025-11-21T13:33:41.000Z On this episode, we spoke to Alan McIntosh, Senior Manager, International Channel & Strategic Programs Enablement at RingCentral and SEC One to Watch in 2024! Alan discussed the keys to building an effective, scalable, rep certification program based on his real-life experiences. [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000655039390) [ Spotify ](https://open.spotify.com/episode/0hDvVTLIXzEVLOx8llcVW6?si=c561605e907644b4) ## Key talking points: - Creating sales rep certifications and coaching for consistency at scale - Certifying both sales reps and managers in unison - Measuring the immediate and long-term success of certifications And more! ## A little bit about our guest Alan McIntosh is Senior Manager, International Channel & Strategic Programs Enablement at RingCentral and an SEC One to Watch in 2024! Building on his successful 25 years + career in B2B/Technology Sales and Enablement leader roles at UK, EMEA and global level, he currently works with RingCentral's external strategic partners sales teams to enable & train them to deliver key UCaaS / CCaaS (Cloud based communication) strategies to the market place, in the international territories outside of the US. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### The incremental approach: Small shifts for big results URL: https://www.salesenablementcollective.com/the-incremental-approach/ Last updated: 2024-10-25T12:08:54.000Z Driving meaningful behavior change in our sales teams can feel like an uphill battle sometimes, am I right? We pour our hearts into creating amazing [enablement programs](https://www.salesenablementcollective.com/how-to-build-a-sales-enablement-program-from-the-ground-up/), only to be met with lackluster results or reps who just don't seem to buy into the changes. Trust me, I've been there. Over the years, I've learned that trying to overhaul everything at once is often counterproductive, and **less is more** when it comes to facilitating lasting behavior shifts. By zeroing in on smaller, incremental changes and meeting our reps where they are in their journey, we can actually drive greater impact and more sustainable results. It's all about being strategic, focusing our efforts on the highest-leverage areas, and understanding the [psychology](https://www.salesenablementcollective.com/how-to-get-a-yes-using-the-8-principles-of-sales-psychology/) behind how people adopt new behaviors (because let's be real, change is hard!). So let me walk you through my "less is more" philosophy when it comes to enabling behavior change. Who's ready to start making a bigger impact with less effort? Let's dive in! ## The five stages of behavior change ### To understand why prioritizing bite-sized behavior shifts can be so effective, it helps to look at the five stages of change that therapists refer to: **1) Pre-contemplation** **2) Contemplation** **3) Preparation** **4) Action** **5) Maintenance** I've witnessed these stages play out across numerous sales teams. The **pre-contemplation** phase tends to involve reps blaming external factors, rejecting feedback, or lacking self-awareness about areas for improvement. **Contemplation** is a bit better - reps acknowledge challenges exist, but are still hesitant to move out of their comfort zone. It's not until **preparation** and **action** mode that you really start to see the momentum build. Reps actively upskill, consistently apply new techniques, and demonstrate positive results. But even then, reps can regress into a **maintenance** mindset when fresh challenges or distractions arise, requiring renewed focus to sustain the behavior change. *The key takeaway?* _This post is for paying subscribers only._ ### Everything you need to know about Go-to-Market strategy URL: https://www.salesenablementcollective.com/everything-you-need-to-know-about-go-to-market-strategy/ Last updated: 2024-07-30T14:23:34.000Z *Learn the ins and outs of Go-to-Market strategy with the help of this featured article from our sister community,* [*Go-to-Market Alliance*](https://www.gotomarketalliance.com/the-go-to-market-hub/)*!* ## What is Go-to-Market? Go-to-Market is the strategy that takes you from the first spark of an idea, to a successful product or feature launch and beyond, to the market success of your product. Put simply, it’s the process of launching a new product. But rather than approaching each launch as a new process, a Go-to-Market strategy is a defined process you’ve tailored for your business and can use time and time again. It’s a broad strategy that touches pretty much every aspect and function of your business. A defined [Go-to-Market strategy](https://www.gotomarketalliance.com/why-you-need-to-invest-in-go-to-market-strategy-2/) is repeatable, scalable and will help you launch more effectively. In this article, you’ll learn about the core teams involved, the stages of Go-to-Market and agile strategies you can adopt. And don’t forget to follow the links for more detail on the topics most relevant to you. ## Go-to-Market teams Every company functions differently, and this list could be a lot longer, but these are the core teams you need for a Go-to-Market strategy to function. ### Product **Product** teams combine market knowledge, business strategy and technical expertise to design and build products that solve customer problems and, ideally, plug a gap in the market. Product design is not a function that can happen in isolation, and bringing in a marketing lens early on in the process is hugely beneficial for strategic product design. For this reason, the product team tends to work closely with product marketers when it comes to Go-to-Market strategy. [Using customer feedback to improve your productAs many product marketers will testify, bringing a product to market is no piece of cake. From conducting market research and forming your personas to completing competitor analysis, you need to follow a long process, before unleashing your creation on the world.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceLawrence Chapman![](https://www.gotomarketalliance.com/content/images/2022/04/jason-goodman-vbxyFxlgpjM-unsplash.jpg)](https://www.gotomarketalliance.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) ### Product marketing **Product marketing** is marketing with a product lens. Instead of building a product and then looking to see if it has a place in the market, product marketing prioritizes building products with market research, customer **pain points** and opportunities for **product market fit** at the forefront of your design process. If you don’t have a designated product marketing team, getting marketing input on the product stage is still incredibly beneficial. Sitting within the marketing team, product marketers are often viewed as bridging the gap between internal and external stakeholders. Product marketers can bring customer and market knowledge to the ideation stage of your Go-to-Market process, as well as being arguably the best placed to carry out **positioning, messaging, pricing strategy** and the **product launch** itself. Product marketers will lead all marketing activities before, during and after launch, but any PMM worth their salt will also have product insights and be instrumental in crafting your value proposition and effectively communicating with and educating teams further down the Go-to-Market timeline. Read more about: - [Positioning](https://www.gotomarketalliance.com/everything-you-need-to-know-about-product-positioning/) - [Messaging](https://www.gotomarketalliance.com/positioning-and-messaging-in-the-startup-space/) - [Pricing strategy](https://www.gotomarketalliance.com/how-to-choose-the-best-pricing-strategy-for-your-go-to-market-launch/) - [Product launches](https://www.gotomarketalliance.com/launching-success/) ### Sales enablement An effective Go-to-Market strategy depends on frontline teams being properly onboarded with product knowledge, **buyer personas** and customer pain points. If you want every step in your customer’s journey to be seamless, then sales reps need to know what's happened before they’ve got involved. **Sales enablement teams** make sure that your sales reps are up to scratch when it comes to all of this information and have everything they need to convert prospects into buyers. The leading responsibilities of sales enablement teams are onboarding reps, sales content creation, revenue enablement and sales KOs. Read more about: - [Sales enablement for Go-to-Market](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) - [Sales enablement tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) - [Revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) ### Customer success **Customer success** is too often overlooked, given they’re the most important team in your Go-to-Market strategy after a prospect becomes a buyer. It’s easy to think that once someone buys your product it’s job done, but that couldn’t be further from the truth. Customer acquisition is really expensive, whereas **retention** is cheap. Once you’ve a customer in, you want to keep them for as long as possible. Customer success ensures that a customer’s lifetime value (ie how long they’re a customer of your brand) is as long as possible. They achieve this by **onboarding customers** to get the most value out of your product and preventing **customer churn**. Read more about: - [Customer onboarding](https://www.gotomarketalliance.com/why-you-need-to-nail-your-customer-onboarding-process-and-how-to-do-it/) - [Customer retention](https://www.gotomarketalliance.com/our-top-five-tips-for-customer-retention/) ## Go-to-Market stages ### Ideation The **ideation** stage is when the product is developed, and the product roadmap and sales pipeline are planned out. It’s important to make sure that those leading on the Go-to-Market strategy have a working knowledge of the product at this stage, so they can think tactically about its value and how to achieve product market fit. Getting the **product roadmap** nailed down at this stage allows you to set expectations for the launch and communicate to stakeholders when they will be involved in the strategy. At this stage you’ll also need to decide: - Who your total addressable market are - Your buyer personas - The distribution model for your product - Your pricing strategy This will influence the work you do at the build stage. ### Build At this stage, your Go-to-Market team should be building out the assets you’ll need for your launch. This doesn’t just mean the launch day itself, but everything leading up to it. The strategies most associated with this stage are positioning and messaging. Positioning is literally how you position your product in the market. You’ll develop an internal positioning statement, which is used to communicate to your stakeholders the value of your product, the pain points it resolves, the type of customers (i.e. personas) you’ll be targeting and what sets this product apart from the competition. [Messaging](https://certified.salesenablementcollective.com/p/messaging-certified-masters?%5Fgl=1%2Ankyoj3%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcxNDY2NDA3Ny4xMzU3LjEuMTcxNDY2NDQ0NS40MC4wLjA.) is guided by your positioning. This is the external tool that conveys everything you’ve defined in your positioning statement to your prospective customers. Messaging encompasses all of your marketing assets, such as social media, email campaigns, webinars and so on. This is also the time to be educating your frontline teams and making sure you have everything ready for launch. [The top ten examples of brand positioning, as voted by our teamGood positioning is all about knowing your target audience, understanding how you can make your product essential to them and finding that all-important product market fit. The intended effect? You graft your product onto a consumer’s life so effectively they can’t imagine living without it.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2023/03/toptenpositioningexamples.jpg)](https://www.gotomarketalliance.com/the-top-ten-examples-of-brand-positioning/) ### Soft launch An important but often overlooked stage, this is where you carry out **testing** of your product and launch assets to see if they’re hitting the mark. You should test internally first, then externally with focus groups or a selection of existing customers. If you find at this stage that your messaging isn’t resonating, or users are struggling to find value in your product, you have the opportunity to make adjustments before you commit to an expensive full launch. Learn more about testing here: [What beta testing is, how it’s done - and why you need to pay attentionA term originating within software development, beta testing plays a critical role in gaining feedback from users about a product and/or its respective features. Once this phase has been completed, the product in question is on the cusp of being launched amongst the target market.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceLawrence Chapman![](https://www.gotomarketalliance.com/content/images/2022/04/niklas-bischop-df3C-hSOFv4-unsplash.jpg)](https://www.gotomarketalliance.com/what-beta-testing-is-how-its-done-and-why-you-need-to-pay-attention/) ### Go-to-Market launch At this stage, all of your assets should be ready to go. Landing pages should be built, email campaigns set up. Everything is ready to go live at the flick of a switch. Your launch size will vary depending on the type and scale of your product. If it's a big flagship launch, you’ll want all hands on deck and a big splashy launch that grabs attention. For a smaller launch, you won’t want to expend that many resources. [The tiers of Go-to-Market launchesWhile you may assume bigger is better, when it comes to product launches this isn’t always the case. Effectively scaling a launch can make or break a company, so you have to be tactical or risk over launching, putting your budget, resources and customer retention on the line.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2022/06/tu-nguy-n-yW9DcLDYdMw-unsplash--1-.jpg)](https://www.gotomarketalliance.com/the-tiers-of-go-to-market-launches/) But whatever you do, make sure it’s consistent with your messaging and all launch assets go live at the same time. You don’t want to announce a product to customers, only for them to find it doesn’t yet exist on your website. Make sure you have everything ready for launch with our product launch checklist: [Your ultimate product launch checklistf you own your company’s Go-to-Market strategy you’ve probably got a lot of plates spinning right now. In the run-up to launch, there’re lots of tasks belonging to multiple teams that you have to make sure get done.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2022/11/productlaunchchecklist.jpg)](https://www.gotomarketalliance.com/your-ultimate-product-launch-checklist/) ### Post-launch There ain’t no rest for the wicked. Meaning, in this case, just cause the launch is over doesn’t mean your work is done. To make sure a product really finds its place in the market and stays there, you need to carry out post-launch activities. This will look different for different companies, but for a large launch, you’re looking at at least six more months of marketing activities. And of course, your customer success and sales strategies will be in full swing at this point. These are essential to keep new customers coming in and to convert casual buyers into advocates of your brand. The **customer journey** doesn’t end when a purchase is made, it’s actually only just beginning. Don’t overlook that. Learn more about post-launch activities here: [The biggest mistakes companies make post launch.Launch day means your job is done, right? Wrong. Post launch can make or break your Go-to-Market, but too many companies leave it up to chance.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2022/06/Product-launch-mistakes.jpg)](https://www.gotomarketalliance.com/the-biggest-mistakes-companies-make-post-launch-and-how-to-fix-them/) ## Go-to-Market strategy ### Cross-functional alignment You’ve probably picked up on the fact that a lot of different teams are involved in GTM. In the modern business world, increasingly made up of hybrid and remote teams, it’s harder than ever to make sure your teams are properly aligned. This doesn’t just mean working together, although it’s a good place to start. **Cross-functional alignment** is about ensuring that all your teams understand the overall business objectives, have access to the same information and know what the responsibilities of their fellow teams are. Misaligned work results in missed deadlines and wasted time, which you just don’t have room for in a successful business. Get everyone on the same page and speaking the same language, make sure your teams are transparent about their responsibilities and workloads AND remove any barriers to communication between teams that you can. Beyond this, it’s important to set a **business cadence** for meetings early on in your Go-to-Market strategy, to make sure your teams come together often enough to keep abreast of each other’s progress, but not so often that you’re wasting time. Build your own cross-functional Go-to-Market strategy with Go-to-Market Alliance's *free* playbook: [The Cross-Functional Go-to-Market PlaybookDid you know only 33% of PMMs have a defined Go-to-Market strategy? At Go-to-Market Alliance, we don’t think that’s good enough. There’s a lot of confusion around what Go-to-Market is, who does it and how it benefits growth and revenue. We’re here to change that.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2022/11/GTM_Cross-Functional_GTM_Playbook_2022_Blog_.png)](https://www.gotomarketalliance.com/the-cross-functional-go-to-market-playbook/) ### Go-to-Market motions Every Go-to-Market strategy has a driving force behind it; that driver is better known as a **motion**. The four main Go-to-Market motions are: - Product-led - Sales-led - Community-led - Content-led Whichever you choose for your GTM strategy, it should support your overall business objectives. Your motion will guide all your Go-to-Market activities, how you grow your customer base and your business model. To find out more about the Go-to-Market motions and how to choose the best one for your business and product, download your *free copy* of the playbook here: [The Go-to-Market Motions PlaybookGo-to-Market isn’t a one size fits all strategy. Done right, it’s dynamic. It’s agile. And most importantly, it’s built to support your long-term business goals. Motions are the building blocks of a GTM strategy that takes you closer to achieving your business objectives with every product cycle.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2023/03/GTM_Motions_Playbook_2023_Blog_Meta_.png)](https://www.gotomarketalliance.com/the-go-to-market-motions-playbook/) ## Quick Go-to-Market index When you’re researching Go-to-Market strategies, there are some key terms you’ll come across time and time again. You can find definitions of those terms here. - **Buyer personas** Buyer personas are a tool to help you better understand your prospective customers. You identify the types of customers your product will appeal to, then research them and fill out a persona so you and your GTM teams can know how to sell to that customer type. - **Product roadmaps** Product roadmaps are a single source of truth, outlining the timeline and vision for a product. These are essential tools for your stakeholders to understand what their product strategy is working towards, what’s needed of them and what the priorities and challenges of their peers are. Learn more about product roadmaps here: [Why you need an outcome driven product roadmapa product roadmap can be so much more than a timeline. It can be an agile and strategic tool to help you not only keep up with a rapidly changing market, but to have the adaptability you need to get ahead of competitors.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2022/07/outcomedrivenroadmaps.jpg)](https://www.gotomarketalliance.com/why-you-need-an-outcome-driven-product-roadmap/) - **Sales funnel** The sales funnel allows us to understand the journey buyers go on. As with a real funnel, prospective customers are taken on a journey, ideally from their first introduction to your brand to being loyal advocates of your business to others. A Go-to-Market strategy is designed to try and move as much of your TAM (total addressable market) down the funnel as possible. - **Segmentation** Many customers make up your TAM, and they’ll have different pain points and priorities. By segmenting your customers you can tactically apply the right marketing strategies to the right segments. Common segments include age, geography, gender, and so on. Find out how to use segmentation to your advantage here: [How buyer personas and segmentation can supercharge your product marketing strategyIt gets tough to explain product marketing. Is it in product management? Is it in marketing? But if there’s one topic we all agree it belongs to, it’s personas and segmentation.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceBekka Nathan![](https://www.gotomarketalliance.com/content/images/2023/03/personassegmentation.jpg)](https://www.gotomarketalliance.com/how-buyer-personas-and-segmentation-can-supercharge-your-product-marketing-strategy/) - **Pain points** Pain points are the problems a customer has. Your job is to deliver products that resolve these pain points and to design a GTM strategy that effectively communicates how the product will do so. Learn more about pain points here. 👇 [Do you know how to use customer pain points to your advantage?Imagine the feeling of that inconvenient thing that’s been annoying you just a little bit every day. How much would you pay to get rid of it? The solution to that problem, that makes your days run smoother and your life easier, that’s what you want to be for your customers.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2023/01/customerpainpoints.jpg)](https://www.gotomarketalliance.com/do-you-know-how-to-use-customer-pain-points-to-your-advantage/) - **Product market fit** Product market fit refers to having successfully found a gap in the market and plugged it with a product that consumers want. It’s hard to measure, and unfortunately, there’s no magic wand you can wave to achieve it, but if you have product market fit your product will be selling, you’ll have organic growth and your revenue will be going up. [How to scale with product-market fitIf you have a product-market fit, you’ve found a need in the market and you are fulfilling that need. Customers want your products and you can make a profit off of them. But, as we’ve said, the hard part is getting to that stage, and maintaining product-market fit once you’ve found it.![](https://www.gotomarketalliance.com/content/images/size/w256h256/2022/04/GTM_Social_Facebook_Profile.png)GTM AllianceKate Onley-Gregson![](https://www.gotomarketalliance.com/content/images/2022/07/productmarketfit.jpg)](https://www.gotomarketalliance.com/how-to-scale-with-product-market-fit/) - **Total addressable market** More commonly known as TAM, this refers to the total number of potential market opportunities for your product. Not everyone in the world will be interested in your product, it’s important to work out what your market opportunities are and focus on them, to make the best use of your resources. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 9,000+ of your sales enablement peers in SEC's Slack group! Idea-share, network, and ask questions in the** [**community**](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Ac4heni%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2NjEwMzI3MS4yMDkuMC4xNjY2MTAzMjcxLjAuMC4w)**.** --- ### What is a sales rep certification program? URL: https://www.salesenablementcollective.com/what-is-a-sales-rep-certification-program/ Last updated: 2025-11-21T13:33:52.000Z [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) involves a lot of training and coaching sales reps on the *right* or *best* way to sell your company’s products and services. But one thing remains a constant struggle - proving sales reps actually took the training to heart, understood it, and are ready to apply the learnings when they’re on the phone to, or emailing prospective customers. While you can and should track improvements across the sales team’s metrics, that will require some lead time due to the length of the sales cycle. For example, if you trained sales reps on new negotiation skills, it’ll be at least a few months before you can tell if negotiation success rates have improved and that reps are actually using the techniques you taught them. **That’s where sales rep certifications come in.** If you can certify that a rep passed the training or coaching program through a test, exam, quiz or other means, it provides you with a short-term view of how effective your initiative has been. In this article, we’ll dive into: - What a sales rep certification program is - Why you might create a sales rep certification program - The potential downsides - Expert advice to know when building a sales rep certification program Let’s get started. 👇 ## What is a sales rep certification program? A sales rep certification program is a [training](https://certified.salesenablementcollective.com/p/sales-training-certified-masters?%5Fgl=1%2A19tt7lc%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcxNDU4MTM5NC4xMzU0LjEuMTcxNDU4MTQxMS40My4wLjA.), upskilling, or knowledge development program for your sales team which includes a pass or fail exam, quiz, or other form of test at the end. The sales rep only becomes successfully certified if they pass with a pre-determined score. You can certify sales reps on: - Product knowledge - [Messaging](https://certified.salesenablementcollective.com/p/messaging-certified-masters?%5Fgl=1%2A19tt7lc%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcxNDU4MTM5NC4xMzU0LjEuMTcxNDU4MTQxMS40My4wLjA.) - Specific sales skills - Key role competencies Really, you can certify reps in anything that you feel is worthwhile. However, it’s important to consider how relevant the certification will be to the rep’s day-to-day role, as well as if it’s worth taking up the reps’ time with it. Time spent with prospects is extremely valuable, so you need to ensure your certification isn’t meaningless busywork that doesn’t relate to the reps, and is instead a valuable, upskilling exercise that improves their abilities and allows you to benchmark performance. > *In short, sales rep certification programs are training programs that require a rep to become “certified” in that skill through an exam of some sort, rather than simply attending a session.* ### Why create a sales rep certification program? Sales rep certification programs can be useful tools in an enablement team’s arsenal for several reasons. Firstly, they can provide a view of how [engaged](https://www.salesenablementcollective.com/do-you-need-sales-experience-to-engage-reps-and-more-with-richard-bond/) your sales teams are with your enablement initiatives. If you have very low completion rates, it could be an indicator that you need to change how you’re running [training](https://www.salesenablementcollective.com/building-beyond-training-to-the-enablement-horizon/) sessions - either to make them more engaging or to encourage participation. Low pass rates might mean you need to look into increasing the actual knowledge retention from sessions. It also provides your enablement team with more immediate feedback on sales reps’ ability to perform new skills. Going back to our first example, if you trained sales reps on new negotiation skills, it’ll take some time before [lagging indicators](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) like win/close rates are affected by that training. A certification program in which sales reps have to pass an exam before attaining that certification can provide *some* level of confidence that your sellers have picked up the skill successfully and are ready to start applying it - even though nothing beats actually testing the new skill, product messaging, etc. on a real call. Another benefit of certifying sales reps is that, when done correctly, it can be done at scale. If you’re dealing with hundreds of sales reps, it can be a challenge to train them in the same way, especially if the sales managers conduct their own on-the-job [training](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) and put their own “spin” on how to teach reps to sell. A certification will be the same no matter which rep takes it, and each rep will be assessed on the same set of questions in their exam - which provides your enablement team with a base layer of consistency which can be hard to achieve if your training is ad-hoc or administered in other ways. ### Potential downsides to a sales rep certification program? While many sales enablement professionals use certification programs, not all do, as there are some potential downsides to consider before implementing an initiative like this. The first is to ensure that certification isn’t seen as a “[check the box](https://www.salesenablementcollective.com/moving-away-from-the-checkbox-mentality-with-jaren-krchnavi-siemens/), you’re done” exercise. Enablement teams aim to continually empower sales teams, and encourage long-term knowledge learning and skills development within reps. This means that certifications can run against the overall culture of learning within your organization if you treat them as one-offs. **Matt Doyon**, **Co-Founder and CEO** at **Triple Session**, said that “we talk a lot in sales enablement and sales leadership about everboarding and [coaching](https://www.salesenablementcollective.com/when-coaching-doesnt-work-its-because-organizations-dont-make-it-a-cultural-thing-mark-garrett-hayes/). Those two principles are essentially sending the message that we're never done, learning is [continuous](https://www.salesenablementcollective.com/sales-readiness-how-to-develop-an-ideal-rep-profile-to-drive-continuous-excellence/), and we always have to keep coming back. “Certification is the opposite - certification says that you're done, you've learned it, congratulations, you've graduated, you never have to come back to this ever again. You know it, it's in your brain forever - and those are two conflicting ideas.” If you are implementing certifications as part of your enablement strategy, it’s important that you don’t neglect that key element of continuous learning that’s at the heart of sales enablement. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://learn.salesenablementcollective.com) --- ## Expert advice to know when building a sales rep certification program Now that you know what a sales rep certification program is and why you might want to create one, it’s time to look at what the experts think are the most important considerations when creating certifications. ### Onboarding certifications [Onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) is one of enablement’s many major responsibilities, and certifying reps as they finish their initial onboarding can be a useful practice for your team. **Kieran Smith, Senior Director of Enablement** at **TechnologyAdvice** told us that: “If you’re talking about [onboarding](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/) certifications, for me, the big thing is relevancy. You're going to cover so many things during onboarding, so the certification has to match what people are going to do straight away. > *If you're working with enterprise reps, there's no point in doing negotiation calls, because an enterprise sales cycle might be six to nine months, right?* “There's no point in working on that as a passing out of onboarding certification, if the rep isn’t going to use it for another nine months. “For [SDRs](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/), I’ll always have it on cold calls, because they’re going to do that straightaway. For AEs, it would be discovery calls, because even if it’s an inbound lead they’ll have to deal with those.” ### Build up to the certification and make it achievable Becoming certified in a skill can feel like a big leap for a rep, particularly if they’re not [confident](https://www.salesenablementcollective.com/shortening-salespeoples-time-to-confidence/) in that area of their role to begin with. **Shawn Pillow, Director of Sales Enablement** at **Granicus** said: “What I've seen is that a lot of certification programs are trying to certify a skill at a macro level - meaning they want to certify a big important skill, like delivering a new pitch deck. “But often there’s not an articulation or certification of how each of the items that are required to *actually attain* that certification get met along the way. “I think one of the things that gets overlooked in certification programmes is that there's that big, culminating event, but there's not a series of checkpoints along the way for a seller to demonstrate their adoption and integration of best practices *before* the final certification activity. “Sometimes it feels like checking a box, or, even worse, it feels like it's something that's totally out of reach. It becomes scary, rather than something that they can be practicing for and building mastery in as part of their everyday expertise.” --- [What is Channel Sales Enablement? Your Complete GuideChannel sales enablement is the process of enabling your channel partners (like resellers, referral partners, and affiliates) to perform better.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SEC_Sharing_Article_Images_Doodles-Text_-1.png)](https://www.salesenablementcollective.com/channel-sales-enablement/) --- ### Shifting from what reps need to know, to what reps need to do While a level of product knowledge is important, **Jonathan Mahan**, **Co-Founder** at **The Practice Lab** thinks that the true purpose of certifications should be to identify *not* whether sales reps know, but instead whether they can do what they need to do to succeed in their roles. “The big shift that I think is important for people to make around certifications is that the question you should be asking yourself is not ‘do our reps *know* what they need to know to be successful?’. “Obviously, in some cases, that's appropriate - but generally speaking, for salespeople, we want to shift the certification focus to ‘can reps *do* what they need to do to be successful?’. > *Specifically, ‘can they do it on the pressure of a live call?’* “The first conclusion is that, when it comes to passing a certification, nothing else should be adequate, other than supplying a recording of them doing the thing on a live call with a real buyer. Nothing else will really tell you that they're ready! “The second conclusion is that while they are being trained and prepared to pass the certification, you should minimize the knowledge-based component, and emphasize more practice-based and activity-based components, where reps are actually doing something. “This could be demonstrating a video of themselves doing the right actions in the new tool that they're supposed to be certified to be able to use, it could be them doing role plays (if it's selling skills that you're certifying them on), it could be them using tools like [Brainshark or Mindtickle](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) to submit videos of themselves delivering elevator [pitch](https://www.salesenablementcollective.com/how-to-make-virtual-sales-pitches-as-effective-as-face-to-face/), going through a new slide deck, etc. > *Whatever it is, there should be less focus on knowledge-based training, and more focus on activity-based, practice-based, and challenge-based training.* “Again, the final step to pass the certification is to do a live call. The video they've submitted of themselves doing it in Brainshark, that's not quite enough. They’ve got to do it on a live call and then they're officially passed.” ### Start with the end in mind Regardless of what topic your sales rep certification program is going to cover, it’s important that you understand *why* you’re creating it and *why* it’s needed. This means that the enablement team has to be on the same page as the sales managers and leaders who will ultimately benefit from this certification. **Kieran** added that: “The biggest thing is to start with the end in mind. What is the purpose of this certification? The reason I start there first is I need to know what my success criteria is. But also, I need to understand if it needs to be a certification. “Lots of certifications are self-paced, so does it need that? Is this a slight modification or update to something that's already happening - and then at that point, would it be more effective to do it in a different way? > *You don't want to over-fatigue people by having a thousand certifications to go through.* “From there, if I look at the end goal and the ideal outcome and determine that a certification is the best way to do it, I then look at: - “Is this something entirely new? - “Or is this a refresh? “And depending on where it falls on that scale, will determine how much depth and detail that the certification needs to go into. “If it's an entirely new skill, it probably needs to be slightly longer, with a bigger practical element. So with certifications such as for certain sales skills, it may involve a 30 second self-recorded clip. With a brand new pitch deck, we might ask them to pitch the entire thing.” On our upcoming [Sales Enablement Innovation podcast](https://alliance.ghost.io/podcast/sec-sales-enablement-innovation/) episode, **Alan McIntosh**, **Senior Manager, International Channel & Strategic Programs Enablement** at **RingCentral** shared his insights into creating scalable certification programs and echoed Kieran’s sentiment about understanding the program’s purpose. **Alan** said: “The *why* starts with knowing why we're trying to do the certification, but then it's about going out and understanding from our sales leadership on what *actually* matters. “We, in enablement, shouldn't be the decision makers of what we're going to train on often, because we can be seen as a factory generating content - but is it really what sellers need? Often we do know what they need, but getting that tacit buy-in from sales managers is critical. “40 to 50 of our leadership responded to a dense survey that we did, which allowed us to look at - from a data perspective - what the key skills, what the key competencies, what the key activities are that will be critical in 2024\. “That allowed us to prioritize and therefore, we knew all six to eight modules in our sales certification were based on what most managers are saying is critical.” ### Metrics and measuring the success of certification programs It’s all well and good to create a certification program, but you need to have some way to [measure the success](https://www.salesenablementcollective.com/metrics-that-matter-how-to-use-data-to-communicate-enablements-business-impact/) of the program and determine whether it works or needs some tweaking. Some ways you might choose to measure your certification program include: - Module completion percentage - Certification pass rates - Leading and/or lagging indicator changes - Tracking behavior change through call recording tools **Lindsay Hoyle**, **Senior Sales Enablement Manager** at **Smartsheet** told us: “One of the measurements I often use is the percentage of reps who pass the certification. If I have access to a conversation intelligence tool such as Gong, I'll also implement scorecards *before* the certification, and measure any changes to overall performance. “If it makes sense for the situation, I'll also create a tracker on the topic. For example, if it's new messaging that the team was certified on, I'll create a tracker to measure how often the messaging is being used in actual conversations”. **Matt** added: “First you immediately test the rep, to make sure they weren't on Facebook or doing their taxes, make sure that they actually got the core principles from the training. “Even if you do it in a light way, they should just be able to get 100% essentially as a knowledge check - this isn't a gotcha, it’s checking were they actually paying attention to what we just did. > *After that, using conversation intelligence. We're recording everything now, we should be able to see that the rep is using what we train them on.* “Whether it's a general skill like building rapport effectively, asking great discovery questions, setting an agenda at the beginning of a [demo](https://www.salesenablementcollective.com/4-signs-your-sales-demo-is-boring-buyers/), or something company-specific like product messaging. “We should be able to now measure and score everything from calls, and those are the two levers that I recommend pulling to say ‘okay, you get the theoretical premise of what you trained on and now you're actually using it when you're supposed to”. ### Building a certification takes time - be prepared for that As the saying goes, Rome wasn’t built in a day. And neither will a certification program, as there’s a level of depth involved that naturally requires time to build. On the podcast, **Alan** stressed this, saying: “the thing I would highlight is that this is not a quick job. This is something that takes time, from getting everybody on board and taking them on the learning journey. “It’s about [resources](https://www.salesenablementcollective.com/a-three-step-blueprint-to-attaining-resources-and-driving-success/) \- do I have the resources to be able to deliver this grand plan? In my case it was about wanting all our sales organization, at the same time, on a consistent level of enablement - with the list of key topics. “What you have to do then is decide if you have resources to help you build the journey in the LMS, manage the journey, and have resources to help build the content. “But also do you have the resources to go out and advocate for this and to drive adoption? To message it, to try and troubleshoot it. > *Above all, do you have reporting resources, because it's great doing these certification programs, but if you can't see what's happening, and you can’t actually communicate back to leadership, issues will arise.* ## Wrapping up In short, sales rep certification programs are training, upskilling, or knowledge development programs for your sales team which includes a pass or fail exam, quiz, or other form of test at the end. The sales rep only becomes successfully certified if they pass with a pre-determined score. And there you have it - the expert view on sales rep certification programs, whether they’re worthwhile, and best practices to keep in mind when building one. If you have questions about certification that haven’t been answered in this article, be sure to listen to our [podcast](https://www.youtube.com/watch?v=MhvekgDJHtQ&list=PL6MP4ErennfopNStgG8PGAIS66IAF1c6n&pp=gAQBiAQB) with **Alan McIntosh**, and join our [free Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) where you can ask 9,000+ of your peers as many questions as you want! ### Creating a world-class enablement strategy [Video] URL: https://www.salesenablementcollective.com/creating-a-world-class-enablement-strategy-video/ Last updated: 2024-10-21T08:24:01.000Z ### More from Let's Talk Enablement... [How to build a sales onboarding program \[Video\]Join four expert sales enablement leaders as they discuss the best practices of designing a sales onboarding program. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/How-to-build-a-sales-onboarding-program.png)](https://www.salesenablementcollective.com/how-to-build-a-sales-onboarding-program-video/) [How to establish enablement as a strategic function \[Video\]Join expert four enablement leaders as they explain the keys to turning enablement into a strategic powerhouse within your org. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Establishing-enablement-as-a-strategic-function.png)](https://www.salesenablementcollective.com/how-to-establish-enablement-as-a-strategic-function-video/) [Building a sales coaching culture in your organization \[Video\]Join three expert enablement leaders as they dive into the world of sales coaching, and how to coach sales reps to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Building-a--coaching-culture-in-your-organization.png)](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) ### Segment sentiment audit checklist URL: https://www.salesenablementcollective.com/segment-sentiment-audit-checklist-framework/ Last updated: 2026-08-21T12:22:39.000Z Our segment sentiment audit checklist is a tool used to evaluate customer sentiment and experiences at [different stages of the buyer's journey](https://www.salesenablementcollective.com/buyer-journey-stages-and-tactics-template-framework/). By analyzing the relevance and effectiveness of various touchpoints, businesses can identify areas where they excel and where improvements are needed. The template focuses on key stages: - **Acquisition**: Reviewing strategies like sales models, channel strategy, and website flow. - **Onboarding**: Assessing the ease of onboarding, including product tours and customer support. - **Engagement**: Evaluating engagement campaigns, customer education, and upsell opportunities. - **Retention**: Monitoring strategies for winbacks, cancellations, and re-engagement. This audit helps refine strategies to ensure relevance, improve customer experiences, and increase satisfaction across the journey. ## Download your segment sentiment audit checklist *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Segment sentiment audit checklist](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/2026/08/Segment-sentiment-audit-checklist.png) [Segment sentiment audit checklistSegment sentiment audit checklist.docx1 MBdownload-circle](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/files/2026/08/Segment-sentiment-audit-checklist.docx "Download") [Segment sentiment audit checklistSegment sentiment audit checklist.pdf160 KBdownload-circle](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/files/2026/08/Segment-sentiment-audit-checklist.pdf "Download") [Segment sentiment audit checklistSegment sentiment audit checklist Score how relevant each stage of the experience actually is for one segment at a time Most experiences are built once and shown to everyone, even though different segments care about completely different things. A B2B buyer sourcing raw chemicals cares about saf…![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/icon/docs-favicon-2026-v2-e0bf1ee9-96e6-4ceb-8530-7b734e585dc9.ico)Google Docs![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/thumbnail/AHkbwyKn8nQIsrmGX-G52YpvTUYfgkswpGvIWd0KHWXCnbPP2JIVvdeG0qgbvLwovrocvoMdQUDGm__pZytHfNmyOiPjG6kXCdrZ1wlcvYJhZ16d-YX4dbPu-w1200-h630-p-7c13c132-b023-4494-9377-9f0ba0be1785)](https://docs.google.com/document/d/1%5FQ%5FMXQvTU%5FxmeADxaLPLVzkxNdsHg3MqsQE2Oea5tM0/edit?usp=sharing) _This post is for paying subscribers only._ ### The Enablement Value Chain: The blueprint for sales enablement success URL: https://www.salesenablementcollective.com/enablement-value-chain/ Last updated: 2026-02-24T08:19:26.000Z What if I told you there was a way to finally break your sales enablement efforts out of neutral and shift them into overdrive? That there’s a proven [framework](https://www.salesenablementcollective.com/templates-and-frameworks/) to align your analytics, partnerships, and enablement team operating model in a unified approach that demonstrably improves seller behavior and business outcomes? Well, there is - introducing the **Enablement Value Chain (EVC)**. As the **VP of Enablement** at Seismic, I've spent over a decade moving through different enablement roles and regions, always on the lookout for that elusive “*enablement engine*”. When I joined Seismic four years ago, I finally found it in the EVC, and now I'm here to share the secrets! In this article, I'll dive into the core components that make up the EVC and how implementing this approach can level up your sales enablement impact across the business. Ready to turn your enablement efforts up to a level 10? ## **What is the Enablement Value Chain?** ### At its core, the EVC is the "engine" that powers our entire sales enablement approach. It's a strategic framework made up of interconnected components: ### **The 360 enablement teams** ### These are the buying teams and value teams that we enable across the entire customer lifecycle. Think sales, customer success, professional services - basically everyone who is customer-facing. We call this 360 enablement or revenue enablement. Tying these 360 teams together is the "unifying thread" made up of four key elements: ****1) The customer lifecycle** \- Having a clearly defined way to map out the steps customers go through from awareness to retention. ****2) The field methodology** \- The unified methodology and core value story that threads through your pre and post-sales motions. ****3) The field process** \- The internal processes that your teams follow as they progress opportunities and customers through the lifecycle. ****4) The skills program** \- The core skills and competencies required across all customer-facing roles to effectively execute the methodology. _This post is for paying subscribers only._ ### What is change management in sales enablement? URL: https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/ Last updated: 2026-06-23T08:17:42.000Z [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) teams are responsible for many changes within their organizations. Whether it’s [new sales methodologies](https://www.salesenablementcollective.com/what-is-a-sales-methodology/), revamped [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) processes, new ways of training and coaching sales reps, or something else entirely - change is at the heart of sales enablement’s role. But what exactly is change management, and how can you use it in enablement? In this article, we’ll dive into: - The definition of change management - Why using change management in sales enablement is important - Risks to not using change management - How you can learn to use change management techniques Let’s get started. 👇 ## What is change management? [Change management](https://www.revenueoperationsalliance.com/what-is-change-management-in-revops/) is a strategic approach taken within an organization to move from its current state to a future desired state. This is a coordinated effort to ensure that the [change](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/) to systems and processes goes smoothly. These projects typically aim to deliver business value to the organization, and aim to result in improved revenue growth in some way. A good change management strategy will ensure that the change not only goes smoothly but also leads to the embedding of the change in the organization’s workflow. > *Change management is about influencing culture as much as it is about influencing our ability to retain go-to-market employees. Because at the end of the day, change is about people and human behavior, so we can't just say: “Do this, do that”, and expect that everyone does it.* > *Del Nakhi, CEO & Founder of Lead to Catalyze at the Sales Enablement Summit San Francisco 2022* [Change management template | Free downloadThe change management template is a strategic guide we’ve designed to help organizations manage and navigate the complexities of change.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/Content-Strategy--4-.png)](https://www.salesenablementcollective.com/change-management-template-framework/) ## Why use change management in sales enablement? Sales enablement professionals are agents of change by their very nature, and so it’s vitally important to understand how to use change management principles and techniques to make meaningful changes within an organization. > **Almost every project an enablement team undertakes involves changing how people in the company operate.** Whether it’s a new onboarding program that requires more hands-on involvement from frontline sales managers, or the implementation of a new [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) or [tool](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) that changes how every sales rep goes about their day-to-day, sales enablement is about change. Considering that [70%](https://www.mckinsey.com/capabilities/transformation/our-insights/why-do-most-transformations-fail-a-conversation-with-harry-robinson?ref=revenueoperationsalliance.com) of business initiatives fail, either because there’s no change management framework in place or because the framework is implemented ineffectively, we can begin to understand that *effective* change management goes hand-in-hand with sales enablement success. > **How can your enablement programs succeed if no one who’ll be affected by the changes understands how and why they’re happening?** If you’re a sales enabler, you’ve likely worked hard alongside relevant stakeholders in a project, performing informal change management without even realizing it! That’s how integral change management is to enablement. The next step is to formalize your knowledge and understanding of the topic so that you can implement tried-and-tested change management techniques as part of the rollout of your next enablement initiative. --- [“Change is an opportunity for us in enablement”, Sarah Fricke and Ben PurtonSarah Fricke and Ben Purton join us on the podcast to discuss all things sales enablement!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/06/Copy-of-SEC_Innovation_Podcast_-5.png)](https://www.salesenablementcollective.com/change-is-an-opportunity-for-us-in-enablement-sarah-fricke-and-ben-purton/) --- ## Risks to not using change management Before diving into how you can apply change management techniques within your sales enablement team, let’s examine the risks of not using change management when rolling out new initiatives. ### Unplanned downtime A poor change management strategy can lead to problems during changeovers, which can result in unplanned downtime as the [sales team](https://www.salesenablementcollective.com/building-effective-sales-teams-driving-yield-and-ramp/) can’t access critical tools or information. For example, changing your CRM in a way that makes it unavailable to the [sales reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) stops them from effectively closing deals - ultimately resulting in lost revenue. To avoid this outcome, ensuring the changes work as intended and teams understand how to use the new program is crucial. ### Misaligned GTM teams Misalignment within your [GTM team](https://www.salesenablementcollective.com/extending-the-olive-branch/) can occur when you manage change poorly. Your stakeholders need to all be on the same page in order to succeed, otherwise, you risk misunderstandings, poor data tracking, and teams working in counterproductive ways. To avoid this, ensure that you communicate what the change is, how it will affect stakeholders, and when it will take place in plenty of time, so everyone feels prepared. ### Human error Without a change management strategy, you might make mistakes as you implement changes to processes. And while this might be fine in a sandbox, if you skip straight to production this could cause some major issues, including: - Confusion and misunderstanding among teams - Badly implemented change - Inaccurate[ data and reporting](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) > *I would go so far as to say if you don't have change management built into your enablement strategy, that your strategy is actually incomplete.* > *Del Nakhi, CEO & Founder of Lead to Catalyze at the Sales Enablement Summit San Francisco 2022* --- [Managing change with enablementKira Greer explains how she learned the importance of modern change management, from an enablement perspective.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveKira Greer![](https://images.unsplash.com/photo-1525433712192-ab7b4628bd52?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDEyfHxzaWducG9zdHxlbnwwfHx8fDE2NDkxNjQ3NzE&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/managing-change-with-enablement/) --- ## How to use change management in sales enablement? Now that we’ve established why a lack of change management is harmful to your project’s prospects, it’s time to look at how you can implement change management best practices into your enablement workflows. SEC’s [Change Management: Certified](https://learn.salesenablementcollective.com/course/change-management-certified-masters) course, led by experts Del Nakhi and Arup Chakravarti, goes in-depth into two major change management frameworks and how to implement them, allowing you to lead projects with confidence. Before you jump into that packed curriculum though, here’s some general change management advice that you can use when building your next sales enablement project: ### Define benefits The first step of any successful change management strategy is to define and communicate the benefits of the change to stakeholders. If the teams impacted don’t understand the reason for the change they are more likely to fail to adopt the change into their workflow. In turn, causing your change process to fail. Clearly explaining the benefits of the change in a tangible way such as time saved or money lost will incentivize the stakeholders to care about the change and implement it. You should also communicate what challenges the change may bring to the team, as this will build trust and allow you to gain feedback on potential deal breakers before the change takes place. ### Buy-in from management [Managers](https://www.salesenablementcollective.com/how-can-you-involve-frontline-managers-in-your-enablement-and-more-with-gail-behun/) are great allies when implementing a change. They can help to direct their team towards making the most of the new system. Without management buy-in, adoption rates may be lower as the team’s manager doesn’t care about the change, so the team feels like they can get away with using any system they like. If you can’t get the team’s managers to buy in it might be time to go up an organizational level to upper management to help push the change. As long as you have a strong benefit statement, this shouldn’t be too tricky. ### Test, test, test Testing is a crucial part of change management. If the change breaks the system or is complicated to use, adoption rates will be low and you risk having unplanned downtime. Think outside of the box and try to break the system in any way you can think of. Then ask your team to do the same. If you can’t break it then it’ll hold up when launched. However, if it breaks make sure to work out how and why it broke and fix it before launch. But don’t stop testing there, ask some future users of the system (e.g. sales reps) to try out the system. Give your sales reps minimal instructions, to see how intuitive your new process is. The areas they get stuck in should be improved so that users are less likely to get frustrated and return to an outdated system. --- [“Sales enablement is a change agent” - Aaron Evans on stakeholder buy-in and moreAaron Evans is constantly evolving and modernizing his enablement techniques and strategies, and he’s always eager to share with the wider community, so read on to find out his thoughts on enablement hot topics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1533073526757-2c8ca1df9f1c?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fGNoYW5nZXxlbnwwfHx8fDE2NDM5MDY1MTc&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/sales-enablement-is-a-change-agent/) --- ### Recruit champions Recruit individuals to [champion](https://www.salesenablementcollective.com/power-influence-the-difference-between-a-sales-champion-and-a-sales-catalyst/) your change and spread the word of its benefits across their team. This is especially useful if you can turn around a vocal skeptic. If someone is negative about the project publicly, ask them to show them the benefits of the changes and explain how it’ll work. If you can convince them the project is important they’re likely to spread the word. People talk, so use this social proof to your advantage to increase stakeholder adoption. ### Early preview As a bonus for your champions, let them preview the project early. Their feedback will be useful in refining the changes and catching problems before the mass rollout. Plus, your champions will feel involved in the project and will want it to succeed, making them even more valuable as champions. ### Communicate the details Typically people hate change - so make sure to communicate with [stakeholders](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/) at each stage of the project to help them prepare for the changes. Here’s a list of things affected teams should know: - Benefits of the project - How the change will affect them - When will the project launch - What support and resources are available - Who to contact if there’s a problem 💡 ****Tip:** Send out frequent reminders about the launch, eg. one month, one week, today. ### Define, measure, and evolve Before launching, define what [metrics](https://www.revenueoperationsalliance.com/how-to-use-revenue-operations-metrics-to-drive-business-growth/) you’ll be tracking and some goals for the project. This will help you to truly see the impact the changes have made. Measure these metrics frequently - it may take some time for the changes to show!If the project isn’t as successful as planned, go back and make some adjustments. Change management is that it’s an iterative process, not a static event. So continue to evolve and iterate the project. > *​When you have established with your company that you have this change management approach, you can go back and say: “OK, we're going to start with this - this is the first step in the process".* > *Del Nakhi, CEO & Founder of Lead to Catalyze at the Sales Enablement Summit San Francisco 2022* ## Become Change Management Certified Overall having an effective change management strategy is crucial for a smooth transition toward a more efficient process or project. In SEC’s [Change Management: Certified](https://www.salesenablementcollective.com/learning/on-demand/change-management-certified-masters/) course **Founder and CEO of Lead to Catalyze, Del Nakhi**, and **Director of Sales Excellence at Equifax UK, Arup Chakravarti** use their combined 35+ years of experience to teach you how to: - Prepare to lead and facilitate strategic change - Learn to implement a change framework for your own organization - Overcome common change management challenges With their guidance, you can become an expert in facilitating organizational change through coaching and the use of change management frameworks and models. [Get certified today](https://www.salesenablementcollective.com/learning/on-demand/change-management-certified-masters/). 👈 --- ### Sales cadence template URL: https://www.salesenablementcollective.com/sales-cadence-template-framework/ Last updated: 2024-09-22T07:17:29.000Z ## What is a sales cadence template? Our sales cadence template helps sales teams implement a scalable and repeatable process for reaching out to prospects. By following a well-defined cadence, sales reps can consistently engage potential customers, ensuring no opportunity slips through the cracks. The template serves as a guide to creating an effective outreach strategy that balances persistence with professionalism. ### What's in the template? The sales cadence template provides an example of a sales cadence that outlines a sequence of actions spread over a specific timeframe. It includes various touchpoints such as emails, calls, LinkedIn interactions, and voicemails. The template is also customizable, allowing sales teams to adapt the cadence to their specific needs and the preferences of their target audience. ## Download your sales cadence template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![sales cadence template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/sales-cadence.png) [Sales cadence template![](https://ssl.gstatic.com/docs/spreadsheets/spreadsheets_2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJews_0hHJmG_an0K8Vta3GMAfnBFaTcDLCj_5efpsE-DfKYynE8uG8hLR5t5hott2vvPRv-bLNPs-_pQTIKwG44iL_pSgtZAxftv1wXLasLyREXbLi=w1200-h630-p)](https://docs.google.com/spreadsheets/d/1ZygTOkzJYCCKcH7ddiKn6xJlsSJM395Nhc5uF4jfvDU/edit?usp=sharing) [Sales cadence templateSales cadence template.xlsx48 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Sales-cadence-template.xlsx "Download") [Sales cadence template - Example sheetSales cadence template - Example sheet.pdf71 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Sales-cadence-template---Example-sheet.pdf "Download") _This post is for subscribers only._ ### Change management process template URL: https://www.salesenablementcollective.com/change-management-template-framework/ Last updated: 2024-09-22T07:17:38.000Z ## What is a change management template? The change management template is a strategic guide we've designed to help organizations manage and navigate the complexities of change. Whether you're implementing new technologies, revamping processes, or restructuring teams, this template serves as a central document to ensure clarity, consistency, and collaboration throughout the change process. The template is particularly useful for project managers, department heads, and [change management](https://www.salesenablementcollective.com/what-is-change-management-in-sales-enablement/) leads who need to plan, communicate, and track the progress of organizational changes across different departments. ### How to Use the Change Management Template: 1. **Initiate the change**: Start by defining the objective, stakeholders, and initial communication plan. Fill out each section of the template with specific details relevant to your change initiative. 2. **Assign responsibilities**: Clearly assign roles for each task and ensure that all team members are aware of their responsibilities. This helps maintain accountability throughout the change process. 3. **Track progress**: Regularly update the status of each item in the template to monitor progress. Use the "Status" and "Comments/Notes" columns to keep a real-time record of where things stand. 4. **Facilitate communication**: Use the template as a central point of reference for all communications related to the change. Ensure that updates are timely and that feedback is recorded and addressed. 5. **Evaluate and adjust**: Periodically review the KPIs and other metrics to assess the effectiveness of the change. Make adjustments as needed to stay on track with your goals. ## Download your change management template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/change-management.png) [Change management templateChange management template This change management template serves as a strategic guide to navigate the complexities of organizational transformation. Whether you’re implementing new technologies, revamping processes, or restructuring teams, successful change hinges on meticulous planning, comm…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJ7x4bRV7nR-7W2Ln19fQM5RUsKGinF9jRmK_mciBvannqdNScgSkFMic6ipbLQadmf3CPJXu5VhU4CcW-xbXbeT-snQlCkiDtYGj9OG54_Gl0ya_gj=w1200-h630-p)](https://docs.google.com/document/d/1dIKYndzTlhRn7dQBWJUwW1aFtjoZ4ZIWovppYiZ2O6g/edit?usp=sharing) [Change management templateChange management template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Change-management-template.docx "Download") [Change management templateChange management template.pdf70 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Change-management-template.pdf "Download") _This post is for subscribers only._ ### “Helping sellers grow revenue is a shared responsibility”, Nitin Kartik URL: https://www.salesenablementcollective.com/helping-sellers-grow-revenue-is-a-shared-responsibility-nitin-kartik/ Last updated: 2024-04-12T15:46:00.000Z On this episode of the podcast, we spoke to Nitin Kartik, Director of Product Marketing at Carbyne! Nitin took the time to dive into his experience with sales enablement and share advice from his successes. [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000652265156) [ Spotify ](https://open.spotify.com/episode/0hDvVTLIXzEVLOx8llcVW6?si=c561605e907644b4) ## Key talking points: - Sales enablement’s differing role between small and large organizations - Using Ideal Customer Profiles to adapt sales enablement initiatives - Measuring enablement program success with the right metrics And more! ## A little bit about our guest Nitin Kartik is Director of Product Marketing at Carbyne, and has been recognized as a Top Product Marketing Voice by LinkedIn. With an MBA from the University of Chicago Booth School of Business and a Masters degree from Stanford University, Nitin has also been featured as a product expert on BBC TV. Nitin is also host of multiple Product Marketing shows where he interviews thought leaders to bring fresh insights to the Product Marketing community. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! --- ### AARRR (Pirate Metrics) framework URL: https://www.salesenablementcollective.com/aarrr-pirate-metrics-template-framework/ Last updated: 2024-09-25T09:47:29.000Z The AARRR model, also known as the Pirate Metrics framework, is a strategic tool designed to help businesses, particularly startups and product teams, systematically grow their customer base and maximize revenue. The acronym AARRR stands for Acquisition, Activation, Retention, Referral, and Revenue, representing the five key stages of the customer lifecycle. 1. **Acquisition**: Focuses on how potential customers discover your product. It emphasizes targeting the right audience and tracking the conversion rates at each step of the [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/). 2. **Activation**: Ensures that once users find your product, they quickly understand its value. This stage is about guiding users to their "Aha Moment" through effective onboarding. 3. **Retention**: Aims to keep users engaged and prevent churn. This stage is crucial for ensuring long-term customer relationships that outpace acquisition efforts. 4. **Referral**: Involves turning satisfied users into advocates who refer others to your product. A well-executed referral strategy can drive viral growth. 5. **Revenue**: The final stage focuses on optimizing the first four stages to ensure sustainable revenue generation, pricing, and business model viability. The AARRR model is ideal for product managers, growth hackers, and marketing teams looking to systematically track and optimize customer behavior from the first touchpoint to revenue generation. By focusing on these five stages, businesses can build a robust strategy for customer acquisition, engagement, and monetization. ## Download your AARRR model framework *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/aarrr-model.png) [AARRR model template1 A A AARRR Model Step 1: Acquisition Step 2: Activation Step 3: Retention R R R Step 4: Referral Step 5: Revenue![](https://ssl.gstatic.com/docs/presentations/images/favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyKZRtZB3tu27vmS13V-lIHFXR4QNlCx_9ICYCkIaWZ6vNIh7IHbDDSLNo40qOGtUF1215_hu_QH_RnDTD4ZVzSWL2p12X7_tQxHsjzehD2MsxrQJRc=w1200-h630-p)](https://docs.google.com/presentation/d/1oqWjsIXYkJ0eDarqbsZAlSA-rkZb7RNYIm5gdN7mdX4/edit?usp=sharing) [AARRR model templateAARRR model template.pptx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/AARRR-model-template.pptx "Download") [AARRR model templateAARRR model template.pdf34 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/AARRR-model-template.pdf "Download") _This post is for paying subscribers only._ ### Your onboarding questions answered with Amanda Dossey! URL: https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/ Last updated: 2025-02-20T14:57:53.000Z Sales Enablement Collective’s [Slack channel](https://www.salesenablementcollective.com/join-the-sec-slack-community/) recently hosted another expert “Ask Me Anything” (AMA) session, this time with **Amanda Dossey, Senior Director of Sales Enablement at Keyfactor**. Amanda is an SEC Ambassador with over six years of experience across sales and [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/), the perfect person to field the community’s [sales onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) questions and queries! During the session, Amanda answered questions on: - [How to build a successful onboarding program](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/#building-a-successful-onboarding-program) - [What the best session format is](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/#which-session-format-is-best) - [Choosing the right onboarding metrics](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/#choosing-onboarding-metrics) - [SDR-specific onboarding](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/#onboarding-sdrs) - [Who needs to be involved during onboarding](https://www.salesenablementcollective.com/your-onboarding-questions-answered-with-amanda-dossey/#who-needs-to-be-involved-in-onboarding-and-when) And more! Missed Amanda’s AMA session? Don’t worry, we’ve condensed all her answers right here. 👇 But if you want to catch the next session live, and even ask some questions of your own, join our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) and keep an eye on our #announcements channel! ## Building a successful onboarding program **Q: “How do we go about building a successful onboarding program that actually works? It's overwhelming at times!** **“We have checklists that managers/employees follow and complete on their timelines, but I don't feel this is the most effective - but I also don't like to "babysit" the process. Do you have suggestions?”** A: Great question! When onboarding, I always feel the push/pull of what we can do in enablement versus how we can partner with sales/hiring managers. Before I build anything, I always start with my [stakeholders](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/). This is usually my manager and a variety of sales leaders (depending on the scope of your onboarding program). I do use a list, but I dig a little deeper to determine *who* does *what* and *when*. The [accountability](https://www.salesenablementcollective.com/data-democratization-how-to-flip-sales/) piece is so critical, otherwise, you definitely end up "babysitting." Before I meet with sales leaders, I break down the components of onboarding into what will be live and what can be done asynchronously. Asynchronous material can live in a sales enablement platform or even a shared drive. However, if you do have an [enablement tool](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/), it’s great because you can assign material and easily track completion! Live material will then be broken out into: - What enablement will cover - What sales leaders/hiring managers will cover - What other subject matter experts will cover I present this plan to all of the stakeholders and get everyone to agree on the plan.I also make sure that the sales manager's manager is involved (SVP of Sales, CRO, etc.). The good news is that you really only need to do this once. When everyone agrees on the framework, you can execute it as new hires begin to onboard. As things change and needs evolve, you can revisit the process above. Once I meet with everyone and there is agreement on who does what, I book the live sessions for the new hire with each person. This ensures that everyone does what they agreed to do as part of the [onboarding](https://www.salesenablementcollective.com/more-efficient-onboarding-with-salesforces-tas-hirani/) plan. It is a little manual, so this may not be possible depending on the size of your organization and/or the number of people on your team. If booking the live sessions isn't possible, you can work with the new hire to get meetings booked with their manager, etc. Meet with the rep once or twice weekly for a "check-in" and see what they have accomplished and where they are stuck. If they can't get the support they need, I will escalate it to management. > *I guarantee you that a rep will let you know what they need!* If you can establish a good cadence for assigning content, booking calendar meetings with SMEs and managers, and meeting with a new rep for quick touch-bases during the first few weeks/months, you will find that the need for following up lessens. Assuming accountability is in place, I have seen this work well. If you don't see accountability from either new hires or sales managers, that is a larger issue to discuss with sales leaders and your manager. ## Which session format is best? **Q: “I'd like to know: Which format do you find more effective for your onboarding experience: instructor-led, in-person sessions akin to a classroom environment, virtual sessions, online modules, or other formats?”** A: I am a huge fan of all formats, depending on the situation! Process-type content that doesn't change much usually works well as pre-recorded content that reps can view on their own time. Generally, a lot of basic "101" content can be done this way. I like live Q&A sessions to dig deeper into topics initially covered in pre-recorded content. Let the new hire ask questions and apply what they learned in a live dialogue. Specific selling skills, product enablement, etc. should usually be live. It's always great to be in person, but it isn’t always possible, given the [remote world](https://www.salesenablementcollective.com/onboarding-remotely-during-covid-tips-from-the-top/) we live in. That being said, I have found that [virtual meetings](https://www.salesenablementcollective.com/10-top-tips-for-running-virtual-sales-kick-offs/) can be just as effective! Whatever you decide to do, keep it fun and interesting. > *People don't want to sit in live meetings all day (major Zoom fatigue!), but they also don't want to sit and watch videos all day with no human interaction.* Start out with basic material in a video format that gives them the flexibility to watch it when it makes sense for them. Do follow-up meetings to discuss what they reviewed, ask them what they think, and probe for questions. Set up live sessions with subject matter experts for more complex topics (think discovery strategy, sales skills, call shadowing, etc). There should be a good balance of material to learn and exposure to actual sales calls - this allows reps to apply what they are learning to actual customer scenarios. **Q: “How do you determine the right blend of on-demand vs virtual training? How much role-play and pitching do you do? Shadowing? We have a four-week onboarding program and the challenge is inputting too much information to the point where advisers become overloaded.”** A: That is the million-dollar onboarding question! When thinking about onboarding, I like to break it up. There is only so much material that an adult can consume at once, so I break onboarding into phases: **Phase One:** I focus on knowledge to support a rep through discovery and into the proposal stage. The reality is that most reps aren't going to have [deals](https://www.salesenablementcollective.com/value-based-selling-taking-the-fear-factor-out-of-cold-calling/) progress past the proposal stage within the first few months. Some may, but generally speaking, it takes several months to ramp up fully. I usually spend the first month on this phase and really get a rep comfortable with discovery, product & pricing, and demo/working with solutions consultants. **Phase Two:** I usually pick this up in months two or three; it just depends on your sales cycle. This phase will focus on the late-stage deal process (negotiations, procurement, etc.). However you approach this, consider what a rep needs *right now* versus what can wait a few weeks/months. This gives the new rep time to digest the new material and also gives your subject matter experts some breathing room. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://certified.salesenablementcollective.com) --- ## Choosing onboarding metrics **Q: “What metrics/KPIs do you use to measure your program effectiveness? What type of content are you delivering in your program that directly impacts those KPIs? And do those KPIs change?”** A: Great question. When you think about [metrics and KPIs](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/), look at it in two buckets: - **Leading indicators:** content completion, knowledge check/test scores, content engagement, rep satisfaction, etc. - **Lagging indicators:** time to first call, time to first deal closed, pipeline creation, quota attainment, etc. Leading indicators can be tracked quickly, but they miss a critical part of the picture. Lagging indicators will likely take a while to track, but they can give you a much better understanding of overall onboarding effectiveness. However, leading indicators are great for adjusting strategy to ensure success by measuring a rep's will to put in the work and learn. If a rep isn't putting in the work, how will they be able to close a deal? Lagging indicators can measure onboarding effectiveness, or sometimes even a rep's *ability* to learn. > *If you see strong leading indicators but weak lagging indicators, it is a good idea to meet with the sales manager.* It could mean adjusting some of the onboarding program, or sometimes it can indicate that a rep is struggling to do the job. Either way, it's an opportunity to dig in and find out what is going on. ## Onboarding SDRs **Q: “I’d love to know how you deal with onboarding differences between SDRs and more advanced roles like Account Executives? How much of the content do you share vs separate between programs?”** When I think about [SDR](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) onboarding, I treat it like a junior sales role. When I break out onboarding into phases, I start with a "101" approach and then slowly build from there. So, an SDR and a sales rep will go through the same/similar material initially, but then they break into role-specific enablement. There are a lot of things that both reps and SDRs need to know, so there is quite a bit of overlap: - Marketplace/industry - Company messaging - Product & pricing - Discovery - Etc… I start to see the paths separate when you look at tools (some tools will only be used by SDRs, some will only be used by reps, and some tools are used differently by each group), and the mid-to-late-stage sales stage process. But [alignment](https://www.salesenablementcollective.com/how-to-gain-better-alignment-for-your-sales-enablement-program/) between SDRs and sales reps is key, so I keep as much of their onboarding aligned as possible! **Q: “I'm developing our SDR onboarding right now and would love to hear your thoughts on the ideal timeframe for this specifically.** **“In my mind, once SDRs have a good understanding of the product and how we sell it, they can learn more on the job than in the classroom, so I have built a two-week program with regular check-ins for the first 30 days in the role, then the standard 60/90 day check-ins.** **“Does this sound about right or is a different approach better? And are there any non-negotiable things that you include every time for SDR training?”** A: I love that approach. I also usually spend about two weeks doing the foundational work while they listen to calls and shadow other SDRs. Then, by week three, they start to work a lot with their manager or mentor on actual calls. Regular check-ins are a great way for SDRs to ask questions outside of their manager. You can also get a sense of if their onboarding is comprehensive enough: - *Are they getting the "real world" training from their manager?* - *Is their foundational knowledge sticking?* New hires are much more likely to initially open up to enablement versus their managers when they first start a new role. > *In regards to non-negotiables, I always include industry background, competitive intelligence, company positioning/messaging, product, and* [*objection handling*](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/)*.* Additionally, I like doing a variety of activities to apply and test concepts covered during onboarding. Whether it is onboarding or ongoing enablement, I build a foundation, reinforce concepts, provide examples of what good looks like, and build practical applications of the concepts. ## Who needs to be involved in onboarding, and when? **Q: “What is your experience or opinion on best practice for getting frontline managers involved in their direct reports' onboarding?** **“How do we determine when they should weigh in, what is the value of doing so, while also ensuring they align to the onboarding program that has been designed (i.e. don't go off-script/freestyle!)"** A: I love this question, and I was just discussing this with one of our Sales VPs this week. The first step for me is always setting up expectations for both sides. With any new program, you will want to do an intake on any skills, concepts, etc., that reps will need in the next 30 days, 60 days, and 90 days. That has to come from them (or sales leaders, with [frontline manager](https://www.salesenablementcollective.com/how-can-you-involve-frontline-managers-in-your-enablement-and-more-with-gail-behun/) agreement) because: - **A: It ensures alignment**. If they share the need, they are more likely to help execute it. - **B: There are many things that we, as enablement professionals, cannot teach** as part of onboarding, such as live sales calls, region-specific knowledge, company-specific discovery processes, etc. There will always be the core needs (think industry/competitive intelligence, sales tools, etc.), but [frontline managers](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/) have to support the more “day-to-day” side. Once I have all the concepts, I map out a full onboarding ramp recommendation. Then, it goes back to the sales manager to review *who* does *what*. When there is agreement, I make sure all stakeholders are aware of who is doing what and when, including my manager, the sales manager’s manager, and anyone else that is aligned with sales onboarding. > *The good news is that, while this is usually a labor-intensive process, it only happens when you initially build a program.* I will do check-ins and [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/)/program updates with managers one or two times per year, but that is a much faster process. When a rep is onboarded, I think of myself as the “tour guide”. I kick off a rep’s experience, walk through the program, and help set up their initial meetings. The new rep should also be aware of who does what. --- [The SEC onboarding playbook - download it today!We worked with our partners at Second Nature and other expert onboarding professionals to build this playbook. Download and elevate your processes today.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/07/SEC_Onboarding_Playbook_2022_Blog_Meta_2.jpg)](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) --- Outside of any enablement-led onboarding, I meet with new reps one or two times a week to do a check-in and see where they are blocked. This is usually when a rep will tell you if they haven’t been able to connect with their manager, and that is then my opportunity to go to the manager directly and ask them how I can support them. > *It’s in the best interest of the manager to ensure a rep is properly onboarded so they can start closing deals!* And while it rarely happens, if you can’t get anything done with the frontline manager and you get blocked, you can escalate it to your other stakeholders. **Q: How hands on are you during the actual onboarding? Do you run most of the training, or are you more of a quarterback connecting new hires with their training, content, meetings, etc.?** A: I like a mix of asynchronous training that reps can do on their own, live training with me, live training with subject matter experts, and live training with frontline managers. I make sure that the rep is completing the various steps and I will do a few live training sessions, but a lot of it is connecting the new hire to the right [SMEs](https://www.salesenablementcollective.com/how-to-run-a-one-person-enablement-team/)! ## Finding more AMAs and sales enablement content First of all, another big thank you to Amanda for taking the time to answer the sales enablement community’s questions. If you want to ask a question of your own next time we host one of our regular "Ask Me Anything" sessions, all you have to do is join our free Slack community. You’ll join thousands of your sales enablement peers in a space where you can [network](https://world.salesenablementcollective.com/?%5Fgl=1%2Agi8xce%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcxMjYwMDY5Ny4xMzAzLjEuMTcxMjYwMTIxOS42MC4wLjA.), share content, ask questions, and stay up to date with all the latest in the space. What’s not to like? [Join the community for free today](https://www.salesenablementcollective.com/join-the-sec-slack-community/). [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) --- ### Winning the workplace: How to empower your sales team URL: https://www.salesenablementcollective.com/how-to-empower-your-sales-team/ Last updated: 2025-02-18T08:26:04.000Z As someone who has spent years in the sales enablement field, I can tell you that one of the most powerful ways to enhance performance and connection within your team is through **effective appreciation** and **recognition**. Time and again, I've seen how acknowledging great work and making people feel truly valued can transform attitudes, boost engagement, and propel teams to new heights of success. In this article, I'm going to share a roadmap for empowering your sales teams through appreciation and recognition. We'll explore the significance of connecting people to purpose, unlocking their potential for great work, and mastering the art of meaningful recognition. By the end, you'll have a deeper understanding of why these elements matter, along with practical strategies you can implement right away, so let’s dive in! ## **Connecting your team to the "Why"** ### Let's begin our journey by revisiting the wise words of Henry David Thoreau, the 19th-century philosopher and author. As the story goes, Thoreau once told his friend Ralph Waldo Emerson that he wanted to live in a small cabin near Walden Pond for a few years to "study the human condition." His objective? To "live life deliberately" and confront only the "essential facts of life." During his time at Walden, Thoreau made a profound observation about the people he encountered working in sawmills, shops, and stores. He noticed a distinct lack of excitement and buy-in – a sense that they weren't feeling truly connected to their work. This realization led Thoreau to pen one of his most famous lines: > *"The mass of men lead lives of quiet desperation."* What Thoreau was getting at is something that rings just as true today as it did nearly two centuries ago. **People crave purpose**; they want to feel that their efforts are meaningful and aligned with something greater than themselves. As Peter Drucker, the renowned business thinker, put it: > "*The purpose of business is to win a customer*." Winning customers requires creating unique brand experiences they love, and to win in the marketplace, as former Campbell's CEO Doug Conant said, you must first "*win the workplace*" – engaging your people. As leaders, it's our responsibility to help teams find and connect with that sense of purpose. One of the best ways is by identifying and articulating the "higher purpose" of what they do within the organization. Unfortunately, research shows only about 19% of employees feel capable of conveying their purpose emotionally, so take that as an opportunity to get your team to practice putting purpose into words with finesse and personality. By working with your team to explore and define their collective "why" – the impact they're striving to make and the principles that guide their work – you'll be planting the seeds for deeper engagement and inspiration. It takes practice, but getting comfortable talking about purpose authentically is a skill every leader should cultivate. _This post is for paying subscribers only._ ### How to build a sales onboarding program [Video] URL: https://www.salesenablementcollective.com/how-to-build-a-sales-onboarding-program-video/ Last updated: 2024-10-21T08:24:33.000Z ### More from Let's Talk Enablement... [Creating a world-class enablement strategy \[Video\]Join three expert enablement leaders as they dive deep into how to create an enablement strategy that will lead your organization to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Creating-a-world-class-enablement-strategy.png)](https://www.salesenablementcollective.com/creating-a-world-class-enablement-strategy-video/) [How to establish enablement as a strategic function \[Video\]Join expert four enablement leaders as they explain the keys to turning enablement into a strategic powerhouse within your org. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Establishing-enablement-as-a-strategic-function.png)](https://www.salesenablementcollective.com/how-to-establish-enablement-as-a-strategic-function-video/) [Building a sales coaching culture in your organization \[Video\]Join three expert enablement leaders as they dive into the world of sales coaching, and how to coach sales reps to success. Watch now.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192.png)Sales Enablement CollectiveRebecca Stewart![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Building-a--coaching-culture-in-your-organization.png)](https://www.salesenablementcollective.com/building-a-sales-coaching-culture-in-your-org-video/) ### From salesperson to sales leader: The 6 dimensions of tactical leadership enablement URL: https://www.salesenablementcollective.com/6-dimensions-of-tactical-leadership-enablement/ Last updated: 2024-03-22T16:30:43.000Z This article comes from **Celine Grey**’s insightful talk, ‘*Tactical leadership enablement to drive sales execution*’, at our **2023 London Sales Enablement Summit**, check out her full presentation [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-london-2023-ondemand/?wchannelid=8zeqina8dg&wmediaid=tegjn8404b). If you're a sales enablement professional, you've likely seen this frustrating cycle play out time and again: A top-performing salesperson gets promoted into a sales management role with high expectations...but they're given very little actual training or support for this major leadership transition they're undertaking. In my 25 years in sales roles, I’ve seen this countless times. It's easy to just assume that because they were a sales rockstar, they'll naturally be able to lead and develop a high-performing sales team. Well, it's not that simple, is it? The skills that made someone an exceptional individual seller don't automatically translate into being an amazing coach and leader of others. This is where **tactical leadership enablement** comes in. It bridges the gap between the great conceptual training many sales managers receive and their ability to effectively implement those concepts day-to-day while juggling a million priorities. Tactical enablement gives leaders specific actions to drive outcomes in a contextual way for their team's situation. Are they building a brand new team? Taking over an existing but underperforming one? Or managing a stellar group in high-growth mode? Each scenario requires tailored strategies for the leader to be successful. Let’s unpack this further … ## **The role of a sales leader** ### One of the very first mindset shifts I try to drive with sales leaders is reframing their primary responsibility. When I ask groups what their #1 responsibility is, the overwhelming response is "to hit the number." But I like to push back on that notion. I think that a sales leader's true #1 responsibility is to enable their entire team to hit the number. It's a small distinction, but an incredibly powerful one when you realize the behavioral implications. If you see your role as just hitting your own personal quota, you'll likely take a more self-oriented, numbers-driven approach as a manager. However, if you see your mission as empowering and supporting every member of your team to maximize their performance, it shifts your entire mindset and actions towards coaching, developing, and creating an environment for collective success. So one of the first "tactical" things I do in any leadership enablement program is have managers reframe and commit to that small but mighty mindset adjustment of: > My #1 priority is to enable my team to hit our goals. Once that crucial mental reframing occurs, we can start layering on other specific skills and behaviors. _This post is for paying subscribers only._ ### “When marketing & sales work independently, they can work against each other”, Jarod Spiewak URL: https://www.salesenablementcollective.com/when-marketing-sales-work-independently-they-can-work-against-each-other-jarod-spiewak/ Last updated: 2024-03-22T10:26:38.000Z On this episode of the podcast, we were joined by Jarod Spiewak, Founder and CEO of Comet Fuel. Jarod kindly joined us to discuss the importance of sales and marketing alignment, coming from the marketing side of the equation with his expertise. [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000645181990) [ Spotify ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000650107324) ## Key talking points: - How a lack of sales and marketing alignment can mean your teams are working against each other - Utilizing your CRM and tech stack to aid alignment efforts - The importance of aligning both teams across the entire customer journey and understanding where the gaps are And more! ## A little bit about our guest Jarod Spiewak is Founder and CEO of Comet Fuel. Jarod helps service & SaaS businesses drive qualified traffic to their website, turn that traffic into leads, measure which leads turn into sales, report on how much money those sales generated, and use that data to optimize each step of the process. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### A complete guide to GTM methodologies URL: https://www.salesenablementcollective.com/a-complete-guide-to-gtm-methodologies/ Last updated: 2024-09-06T14:34:18.000Z We all know we are living through a challenging macroeconomic environment; one that is causing net new purchases to stall or grind to a halt in many organizations. Despite the [economic headwinds](https://www.salesenablementcollective.com/is-your-sales-team-ready-for-a-recession/) most businesses are facing, there is one area of investment that remains strategically topical for businesses as they find differentiated ways to add value to their customers, and as they revisit historical thinking on seller behaviors that drive performance. What is this area of investment, you ask? **GTM methodologies**. While many organizations are investing in methodologies, the reality is that the return on investment can be hard to capture. In fact, according to [Forrester](https://www.forrester.com/bold), only *“40% of revenue leaders surveyed felt that their methodology delivers the value originally expected when it was initially selected.”* [Methodologies](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) are a huge time, resource and (often) monetary investment for businesses, and this practical guide will help equip you with how to get them right. Read on if you’re interested in deepening your understanding of methodologies and learning how you can maximize the [ROI](https://www.salesenablementcollective.com/4-ways-to-prove-the-value-of-sales-enablement-in-a-hybrid-world/) that comes from them. ## Overview This article is intended to be a practical guide to all things GTM methodology, and will cover: - What you need to know about the foundations and objectives of a GTM methodology - How to choose the right methodology for your organization (and whether to do this in-house or not) - How to implement your methodology - And last but certainly not least, how to make it stick This article will focus on foundational aspects of a GTM methodology including what is/isn’t, why you need one, and what you should consider as part of your implementation plan to ensure your time, resources, and budget are going to make a lasting impact. ## **What is a methodology?** A GTM methodology, simply put, is a framework that outlines the *way* your organization sells and is rooted in what outcomes and experiences your organization and its people will deliver to their customers. According to **Ashton Williams, Director of Enablement at Slack**: > *“A methodology should align the entire revenue org to drive an efficient and effective sales and growth process, while delivering a unified customer experience at every hand off.”* Methodologies have existed for a very long time and are relied upon by organizations to create a singular set of principles and practices that outline how your customer facing teams deliver value to customers. However, the modern concept of value selling is not where methodologies originated. The quick visual below will help to better understand the evolution of methodologies: ![An image depicting the evolution of GTM methodologies, from Feature/Function at Step 1, to Feature/Benefits at Step 2, Solution selling at Step 3, and Value Selling at Step 4. ](https://lh7-us.googleusercontent.com/dSs8yBsCoUdey8J3i_rVoBmjAYUh-rAZ7IqjyDf0Y8SKKhf-oAp3qzo6l-nCOrZj1xLq9K6pRw4G0Mj1xfWvkanblD61-mOciX_Bbed_l9faEck2EMnL6R_MM7P0jeekT_ris5Ok_mtUgs3lJn4PqL0) ## Who is it for? It’s important to consider *who* a methodology is for. Notice how I didn’t call it a *sales* methodology? The first thing to know about a methodology in SaaS is that it should be built for *all* of your GTM teams to use, not just those responsible for acquisition. In the above visual, it outlines how methodologies have evolved from being used exclusively by Sales, into being used by all of your GTM teams, including marketing. Why? It needs to help **drive standardization** and continuity across the entire customer journey. This means that from teams like [marketing](https://www.salesenablementcollective.com/b2b-sales-enablement-marketing-driven-approach/), to [BDRs](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/), through to your [CSM](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) and implementation or support teams should minimally have lite [enablement](https://www.gotomarketalliance.com/how-can-sales-enablement-improve-your-go-to-market-strategy/) on the frameworks of your GTM methodology. A methodology will help align what are often disparate, siloed GTM teams. ## What is it not? A GTM methodology is not a sales process and it is not a [qualification](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) framework either. While all three are imperative parts to any [GTM strategy](https://www.gotomarketalliance.com/what-are-the-stages-of-a-go-to-market-strategy/), these concepts have very different definitions and objectives. These terms should not be used interchangeably. A sales process and a qualification framework will feed your GTM methodology but should not be internally perceived as strategies that can mimic or substitute a true GTM methodology. ### **Sales process: defined** A sales process captures each stage that a prospect turned customer will go through to get to the point of adoption and expansion. A sales process outlines a set of steps for internal GTM teams (starting most often with SDR, ending most often with CSM) to execute to move the customer from one stage to the next. Sales processes should include actions and deliverables, as well as enter and exit criteria by stage. When done well, a sales process will be precisely mapped to your [customer journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) to ensure there is connective tissue between what your customer facing teams are doing in the sales process vs what a customer is thinking, feeling and doing at each step in the customer journey. This will allow your organization to ensure that your teams are taking relevant actions in service of what the customer needs through each step of the buying process. ### **Qualification framework: defined** A qualification framework (eg [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/), PUCCKA, SPICED) function as a strategic checklist that outlines the most fundamental aspects of sales conversion such as pain and impact identification, stakeholder mapping, understanding of decision making and paper processes and mutual action plan - all of which are necessary to move the [deal](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) forward. Qualification frameworks help sellers and revenue leadership understand the likelihood of winning the deal, along with any red flags that may be present throughout the sales or expansion cycle. For that reason, qualification frameworks are often consulted as part of deal reviews and forecast calls. According to **VP of Revenue Enablement at Databricks, Nate Vogel:** > *“The difference is that a methodology includes positioning, and if done right, your sales methodology will reinforce your sales process”* --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2021/03/03-SEC-4--1-.png) ](https://podcast.salesenablementcollective.com/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Podcast%20Ad) --- ## **Why do you need one?** If your organization is experiencing one or more of the following, it may be time to consider bringing on a methodology, relaunching an existing methodology, or reevaluating whether your current methodology is still the right fit for your organization. The latter point is particularly if your methodology was chosen several years ago, and your business has been through a large amount of change and/or growth: - Stalled or decreased YoY revenue growth - Lack of standardization in your positioning statements from GTM teams - Low customer retention, NPS or CSAT rates - Lack of clarity around how your top performers are successful, or a systematized approach to replicate that success across other individual contributors ## How do you choose the right one for your business? In most modern sales methodologies, you will notice overlapping approaches (the similarities between the [SPICED](https://www.salesenablementcollective.com/spiced-sales-methodology/) and [SPIN sales methodologies](https://www.salesenablementcollective.com/spin-sales-methodology/), are particularly clear.) We have evolved from feature/ benefit, to solution selling, and are now in the age of value selling. A fundamental tenet of value selling is that sellers must be educated on who their customer is and why their solution is right for them. An equally important element of value selling is a seller's ability to articulate value and cost justification. Generally, methodologies are either implemented with the help of an external vendor (eg Corporate Visions, [Challenger](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/), Force Management, Richardson, etc) OR are designed, built and executed in-house with a cross functional team of influential stakeholders, with enablement typically at the helm. In relation to whether the methodology should be built in-house or if external vendors should be leveraged, **Nate** adds: > *“Vendors are great for speed and usually have something that is plug and play. The important thing is to build and execute your methodology with the customer in mind. Ensure in the development and execution stage that customer feedback has been collected and embedded.”* In order to choose which methodology is right for your business, many factors will need to be considered, starting with **budget**. Can you foot the bill should you decide to go external? If this decision is made to roll a methodology with the in-house approach, internal resources also need to be considered. Do you have dedicated resources with the right experience, skill set, and bandwidth? **Ashton’s** advice is to: > *“Weigh the following three things:* > *1\. Do we have alignment on how we sell and how our customers buy?* > *2\. Do we have the right teams to build the inputs? (Enablement, Product Marketing, Revenue Strategy)* > *3\. Do we have the time and the right people?”* --- ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/03/imgonline-com-ua-twotoone-Xy09OrEgFo1PHe.png) --- ## Steps to implement There are **five core phases** to an implementation plan for a GTM methodology, all of which have many micro steps. In our opinion, these steps are: ### **1) Evaluate and form your perspective on the right methodology for your business** Decide on whether you will go in house or external and what your methodology criteria looks like. If you have decided to use a vendor, you will need to make a business case to your executive team in order to ensure the budget is carved out. In this business case, you should be prepared to divulge your findings after evaluating several vendors that matched your methodology criteria ### **2) Align with key stakeholders** Once you have methodology recommendations, come to the table with a POV but do not make final decisions on your methodology on your own. Involve stakeholders, including your revenue executives, early and often in the process. While it is imperative that you work closely with [stakeholders](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/) across the revenue organization including operations, systems and [product marketing](https://www.productmarketingalliance.com/what-is-product-marketing/), the most critical stakeholder for you to involve in your methodology launch and reinforcement plan is your front line revenue leaders. A methodology will live or die in large part due to the reinforcement and [coaching](https://www.salesenablementcollective.com/in-other-walks-of-life-people-at-the-top-of-their-game-still-invest-in-coaching-why-not-sales-kate-philpot/) that revenue leaders are (or are not) providing. It is critical to ensure that they are bought in and are a part of the decision making process, and have a hand in the design of both the launch and reinforcement plans. ### **3) Design, Build, and Prepare for Launch** This stage will be primarily focused on building the methodology content that will be delivered during your methodology launch. The preparation stage should also include a detailed launch plan (if applicable by team, segment and/or region). In addition, this stage may also require a refresh of several necessary revenue assets such as such as [positioning,](https://www.gotomarketalliance.com/what-is-market-positioning/) playbooks, [personas](https://www.salesenablementcollective.com/buyer-personas-vs-user-personas/), ROI calculators etc. As part of the stage, it is critical that success metrics for your initiative are defined, and the cadence by which you will communicate those metrics are set. It is also critical in this stage for the systems work to ensure your methodology is present in your [CRM](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/), is underway. Lastly, a great launch plan is only half the battle. You need to spend an equal amount of time on the reinforcement plan. Start defining how you will make this initiative stick by crafting your post launch strategy now. ### **4) Launch your methodology** Once steps 1-3 are done, it’s **go time**. Ensure your sessions are given the right amount of time and are highly interactive. A methodology should not feel conceptual or academic. It should be application based and offer ample opportunity for your revenue teams to apply concepts to deals and customer scenarios that they themselves are facing. When you launch the GTM methodology, you will also want to ensure it is launched in tandem in your CRM. This will demonstrate to your GTM teams how integrated and embedded your methodology is into revenue infrastructure. ### 5) Reinforce your methodology There will be organic and inorganic ways to do this. If the methodology was properly imbedded into the CRM, for example, [sellers](https://www.salesenablementcollective.com/the-consulting-seller-is-thriving-andy-springer/) will organically be reminded of it on a daily basis. Same goes for [coaching](https://www.salesenablementcollective.com/when-coaching-doesnt-work-its-because-organizations-dont-make-it-a-cultural-thing-mark-garrett-hayes/), if front line leaders are 100% bought in, trained on the methodology, and thoroughly understand how to coach to it, the methodology will be kept top of mind. You should also consider doing a quarterly or bi-annual methodology refresh to show how the methodology has kept up with business changes, and to have your executive leadership team continuously emphasize the importance of the methodology. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-6.png) ](https://www.salesenablementcollective.com/stay-inspired-sign-up-to-our-newsletter/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Reports%20Ad) --- ## **How to make your GTM methodology stick, summarized** The specifics of this question will be highly dependent on your organization, but a few thoughts below for consideration: - Your organization needs to see your methodology as *the* way to effectively go-to-market. The principles and practices of your methodology should become your organization's language. - Ensure your methodology’s principles and best practises are tied to specific points throughout the customer journey - Methodology content needs to be easily searchable and readily accessible for sellers to revisit - Tech stack integration is critical. Ensure your methodology elements are easily searchable. For CRM integration, you can consider having methodology elements added to enter/ exit criteria between stages in your sales process - Revenue leaders need to be hyper bought into the methodology and constantly and reinforcing it, alongside enablement. - Common reinforcement tactics are: facilitating teach backs, running role plays, listening to exemplar call examples, running formal certification programs. - Revenue leaders should imbed methodology reinforcement into their existing cadence. For example, elements of the methodology should be evident during team activities such as deal reviews, game tape reviews, and forecasting calls ## **Conclusion** While methodologies can be challenging to gain mastery of, they are an incredibly worthwhile pursuit which will result in optimized customer experiences and improved business KPIs such as increased win rates and average deal sizes. > *While methodologies are a large and ongoing undertaking, a GTM methodology is also a requisite for companies to reach their next stage of growth.* Don’t let challenging selling environments sink your team's performance, take hold of your sales organizations success by deepening your investment in, or attention to, your GTM methodology. --- *You can read more from and connect with* [*Vanessa*](https://www.linkedin.com/in/vanessametcalf/)*,* [*Ashton*](https://www.linkedin.com/in/williamsashton/)*, and* [*Nate*](https://www.linkedin.com/in/nate-vogel-712224a/) *on LinkedIn.* --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 8,000+ of your sales enablement peers in SEC's Slack group! Idea-share, network, and ask questions in the** [**community**](https://salesenablementcollective.com/join-the-sec-slack-community/?%5Fgl=1%2Ac4heni%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY2NjEwMzI3MS4yMDkuMC4xNjY2MTAzMjcxLjAuMC4w)**.** --- ### “Partner enablement has similarities and differences”, Brooke Coletti URL: https://www.salesenablementcollective.com/partner-enablement-has-similarities-and-differences-brooke-coletti/ Last updated: 2025-11-21T13:35:15.000Z On this episode of the podcast we chatted with SEC One to Watch and Senior Scaled Go-To-Market Enablement Manager at AWS, Brooke Coletti! Brooke is known for continuously seeking better ways to enable internal and external teams, and joined us to dive into [the world of partner enablement](https://www.salesenablementcollective.com/partner-enablement/) and her experience with the role. [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000649305619) [ Spotify ](https://open.spotify.com/episode/4W902I9hhcB6wE92gceUmL?si=dc1c6d14547a4fef) ## Key talking points: - Partner enablement’s similarities and differences with traditional sales and revenue enablement - The challenges associated with a transition to partner enablement - The insights Brooke has gained from having experienced both partner and revenue enablement And more! ## A little bit about our guest Brooke is one of [2024’s SEC Ones to Watch](https://www.salesenablementcollective.com/enablement-ones-to-watch-list/) and Senior Scaled Go-To-Market Enablement Manager at AWS. Brooke leads the global enablement strategy for the AWS Partner Transformation Program (PTP) that was announced at AWS re:Invent in 2023\. The executed enablement strategy set the standard and foundation that is being replicated for high-priority initiatives throughout AWS in 2024. Brooke is an SEC Ambassador, Women is Sales Enablement (WiSE) Leader, and the Vice President of Training and Development for the Women at AWS affinity group. Brooke is based in California with her husband and two young children. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### Competitor analysis master checklist URL: https://www.salesenablementcollective.com/competitor-analysis-master-checklist-framework/ Last updated: 2025-02-19T17:09:57.000Z ## **What is a competitor analysis master checklist?** A **competitor analysis master checklist** is a structured framework that guides you through the process of gathering and assessing key competitive insights. It helps you compare multiple competitors side by side, covering essential factors such as market share, pricing models, growth rate, and marketing strategies. With this checklist, you get a clear snapshot of where your company stands and how you can gain a competitive edge. ## **Who is it for?** This checklist is built for product marketers, go-to-market strategists, and business leaders who want to stay ahead of the competition. Whether you're launching a new product, repositioning an existing one, or just keeping tabs on industry trends, this resource is designed to help you make data-driven decisions with confidence. ## **How to use the template** 1. **Identify your competitors** – List out your top competitors, including direct and indirect players in your space. 2. **Fill in the details** – Compare them across critical areas such as product features, pricing, target audience, and strengths. 3. **Spot opportunities** – Look for gaps where your product can stand out and refine your messaging accordingly. 4. **Update regularly** – The competitive landscape is always shifting, so revisit and refresh your analysis periodically to stay ahead. Ready to sharpen your competitive edge? ## **Download your competitor analysis master checklist** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in*[ *our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![Competitor analysis master checklist framework](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/02/competitor-analysis-master-checklist-framework-1.png) [Competitor analysis master checklistCompetitor analysis master checklist.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/02/Competitor-analysis-master-checklist.docx "Download") [Competitor analysis master checklistCompetitor analysis master checklist.pdf96 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/02/Competitor-analysis-master-checklist.pdf "Download") [Competitor analysis master checklistCompetitor analysis master checklist This checklist is designed to make sure you’ve covered all the bases for competitor analysis. Create a complete overview of what your competition is doing so you can understand your product’s unique value proposition and see what makes it stand out in a cro…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyLEgYhZxCFvSdPSxxUol8_jNfwsqbta1RIfWsYXim8flmN2mMRe3Cc3FEc3p344BekbvrDOcJIU70AqPvVGEn84T2qCUSw-LUaaoAE12kQ6j_SzELc-w1200-h630-p)](https://docs.google.com/document/d/1yVOk4q0Uw6f0q6iWEFLDPvA-4gqIlWQvXoVGNVK6Nho/edit?usp=sharing) _This post is for paying subscribers only._ ### Monthly recurring revenue (MRR) checklist URL: https://www.salesenablementcollective.com/monthly-recurring-revenue-mrr-checklist-framework/ Last updated: 2024-09-22T07:17:47.000Z Our checklist for growing MRR (Monthly Recurring Revenue) is a useful resource for SaaS companies looking to scale their revenue predictably and sustainably. MRR is a critical metric that represents your regular, predictable income from subscribers. It’s calculated by multiplying the number of monthly subscribers by the average revenue per user (ARPU). Designed specially for enablement professionals, the checklist offers practical, actionable strategies to enhance your business model, pricing, and sales and marketing processes to significantly boost your MRR. ## Download your MRR checklist If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/mrr-checklist.png) [Checklist for growing MMR (1)Checklist for growing MMR (1).docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Checklist-for-growing-MMR--1-.docx "Download") [Checklist for growing MMRChecklist for growing MMR Monthly Recurring Revenue (MMR) is a measure of your regular, predictable revenue - and an essential metric for SaaS companies seeking growth. Calculating MRR is simple. Just multiply the number of monthly subscribers by the average revenue per user (ARPU). For examp…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJJmWKwNOYCuIQir95HWQYHQ95KUEhHbf2OvHqgZnrspBT75S-5vHIKAGq2PZOCmeIADXfUeuU43b5yNoXyIBU38tkD8jFistzfLxchYRNZiiE3ff8=w1200-h630-p)](https://docs.google.com/document/d/1nhqiLxmrOhLzIreBIjPETq3RfiJ15Gix9uh5y6Cz-EE/edit?usp=sharing) [Checklist for growing MMRChecklist for growing MMR.pdf73 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Checklist-for-growing-MMR-1.pdf "Download") _This post is for subscribers only._ ### Acing your first 30-60-90 days joining an enablement team URL: https://www.salesenablementcollective.com/acing-your-first-30-60-90-days-joining-an-enablement/ Last updated: 2024-10-30T18:45:56.000Z Congrats!You crushed your [interviews](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/) and got the job**.** Now, how do you ensure that you maximize your first 30, 60, and 90 days when joining as a team member on an existing [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) team? In this article, I’m going to go through the expectations and milestones you should aim for as a new sales enablement practitioner: - After 30 days in the role - After 60 days in the role - After 90 days in the role Let’s jump in. 👇 ## After 30 days At the end of your first 30 days,you’ll want to have an understanding of your company’s [go-to-market (GTM) goals](https://www.gotomarketalliance.com/ultimate-guide-to-building-a-gtm-strategy/) and the enablement team’s goals, systems, tools, and processes. You’ll also want to understand your product and positioning at a high level, and have met colleagues within your enablement team and broader organization. ### To get there, consider focusing on these activities within your first 30 days: - **Understand your role** by digging into your responsibilities and how you will be [measured](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/). If you were hired to perform a new function within the enablement team, you may also need to better define your role. - **Set objectives for your first 30, 60, and 90 days**. (Hint: consider including some of the activities in this article in your plan.) - **Complete your company-wide onboarding** to gain a context for the company’s vision, products, goals, and processes. - **Take** [**GTM**](https://www.gotomarketalliance.com/the-roles-and-responsibilities-of-your-go-to-market-team/) **onboarding training,** paying attention to the program’s [structure and content](https://www.salesenablementcollective.com/what-is-sales-onboarding/), to relate to the field’s experience and learn more about what your company sells, how it is positioned, and the personas you are targeting. (Don’t forget to document potential areas for program improvement as you go!) - **Get to know your team,** [**cross-functional**](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) **partners, and industry** to build your internal network and gain insight into your organization**.** Leverage your enablement colleagues and [revenue](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) leadership to identify the best [cross-functional](https://www.gotomarketalliance.com/the-why-when-and-how-of-cross-functional-strategy/) patterns and reps (e.g. top performers, early adopters, easy to work with, or strongly opinionated reps) to chat with. - **Review documentation** such as your enablement charter, past business review decks, learning calendar, and resources in your GTM [content management system](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/). (Don’t forget to write down open questions to surface with your manager or other stakeholders as you onboard.) - **Enablement Team Leader Callout:** If you are joining as a new leader of an existing Enablement function, also consider running a “state of enablement” survey with GTM teams to understand the current state of enablement and perceptions of the team. This can help inform your [enablement charter](https://www.salesenablementcollective.com/what-is-a-sales-enablement-charter/) and strategies going forward. - **Shadow internal and customer-facing meetings** to learn more about key projects, observe stakeholder interactions, and see how the field is interacting with [customers](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/). If you cannot join live calls, use a [conversational intelligence](https://www.salesenablementcollective.com/three-enablement-podcast-episodes-you-need-to-tune-into/) solution to watch call recordings. - **Get smart on your product** by completing product training, reviewing demo calls, and spending time with your technical customer-facing teams. - **Learn to use your technology (tech) stack *early*** to start executing in your role faster. Consider reviewing videos, completing e-learning, having a team member walk you through your specific instance of the tool, and practicing enablement workflows in the system. --- [Setting up your enablement intake process for successLearn how to create a repeatable requests intake process and streamline your organization’s enablement workflow with Katie Van Hoomissen.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/06/clayton-robbins-7r7-7RLdwCU-unsplash-2.jpg)](https://www.salesenablementcollective.com/setting-up-your-enablement-intake-process-for-success/) --- ### Here are a few tips for a successful introductory conversation: - **Uncover enablement perceptions** by asking about their experience working with enablement at your current company compared to previous organizations. - **Always ask about metrics and dashboards** to learn how the business is measuring success and where that information is tracked. - **Prepare in advance** by doing your research (role, reporting structure, relevant notes from your onboarding documentation) and outlining the questions you want to ask. - **End by asking who else they think you should connect with at your organization** to build a list of other names for future conversations. ## After 60 days **At the end of your second month,** you should have a strong grasp of your product and how it is being sold today. You should also be able to use your [tech stack](https://www.salesenablementcollective.com/sales-technology-hub/) to execute in your role and have met many people across your organization. Additionally, you should have begun executing quick wins. ### To get there, consider focusing on these activities within your *second* 30 days: - **Mature your understanding of your enablement tech stack** byexecuting enablement workflows. - **Share your identified areas for refinement or** [**optimization**](https://www.salesenablementcollective.com/sales-and-marketing-lead-optimization/)leveraging the notes you took in your first 30 days with your team. - **Identify and execute quick wins** (easy tasks that make an impact) to build initial trust with key stakeholders. - **Set initial and longer goals for your role** and work with your manager to outline activities that will help you make progress towards those goals. - **Complete any relevant product certifications or in depth training** to solidify your understanding of your product. - **Continue reviewing documentation,** getting to know and shadowing others, and learning to use your tech stack. - **Start digging into all the** [**metrics**](https://www.salesenablementcollective.com/enablement-metrics-101/) **and dashboards you collected in your first 30 days** to understand the areas of opportunity within the business and assess the effectiveness of current enablement activities. --- [Setting up your enablement intake process for successLearn how to create a repeatable requests intake process and streamline your organization’s enablement workflow with Katie Van Hoomissen.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/06/clayton-robbins-7r7-7RLdwCU-unsplash-2.jpg)](https://www.salesenablementcollective.com/setting-up-your-enablement-intake-process-for-success/) --- ## After 90 days At the end of your first 90 days**,** you should feel fully integrated into the team and ready to take on more responsibilities. To get there you can: - **Continue building your network**, getting more comfortable with your enablement tech stack, sharing your ideas, executing quick wins, and digging into data. - **Focus on taking action.** Start owning larger projects, putting everything you’ve learned into practice, and delivering in your responsibilities to [make an impact](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/). --- [Overcoming imposter syndrome in enablement | SECKatie Van Hoomissen explains common causes for imposter syndrome while offering actionable solutions and reassurances on how to overcome the feeling.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/10/rishabh-dharmani-IvfAs3Qk64M-unsplash-2.jpg)](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/) --- ## Additional focus areas In addition to the roadmap above, there are also activities that are critical to proper onboarding ***throughout*** your first 90 days and should not be bound by a particular time frame. To set yourself up for success when onboarding, *regardless of your time in the role*, consider focusing on these activities… - **Be intentional with your time and focus.** Build a plan for each day, month, week, and make sure it ladders up to your broader goals. - **Don't hesitate to ask questions** whenever you encounter something new or unclear. - **Speak up** because you were hired for a reason and the organization wants to hear what YOU think. - **Seek feedback** from your team and leaders early and often to refine your approach quickly and avoid any unnecessary escalations. - **Remain flexible and adaptive** to changes in priorities or requirements because the only constant in enablement is change. Finally, don’t forget to celebrate the “small wins.” Sales enablement can be a thankless job so tracking small wins and milestones, however minor, can help you stay motivated and recognize your progress. By following this 30-60-90-day roadmap, you’ll uncover numerous small wins to celebrate along the way as you dive into your enablement role! --- ## Still looking for next steps? Don't worry, our eBook isn't going anywhere. But a few clicks are all that separate you from discovering: - Exactly what sales enablement is (and what it’s not), so you can start doing it the right way. ✅ - The five core pillars of sales enablement (plus a special bonus pillar that’ll help you to work faster and more efficiently). 🔑 - A simple-to-understand mental model of the sales enablement function, giving you clarity and confidence as you navigate enablement challenges. 💡 Discover the pillars now. 👇 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2024/10/SEC_Core_Pillars_Report_Cover--1--1.png) --- ### “5 key shifts to drive higher performing sales teams”, Jeff Jaworski URL: https://www.salesenablementcollective.com/5-key-shifts-to-drive-higher-performing-sales-teams-jeff-jaworski/ Last updated: 2024-03-08T10:33:07.000Z On this episode of the podcast we were joined by the vastly experienced Jeff Jaworski. Jeff dived into the world of sales coaching, the lessons he learned from his time at Google, and how you can take five key shifts and start increasing sales performance. [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000648463221) [ Spotify ](https://open.spotify.com/episode/5HzKO4RYPL0tF7qGDFdPcs?si=6ea06b7fd5e848a8) ## Key talking points: - What sales coaching is and how involved sales managers need to be - Jeff’s five key shifts that can elevate your team’s performance - Measuring sales performance using the Kirkpatrick model - Building a sales coaching program and the lessons Jeff has learned And more! ## A little bit about our guest Jeff Jaworski is Founder of THE Shift Coaching and Consulting, and Senior Vice President of Strategic Partnerships, Americas at Cover Genius. Jeff’s 20+ years of experience across sales leadership and enablement roles (with 12+ years at Google), alongside executive & career coaching certifications from Hudson Institute and ICF ACC, bring a wealth of knowledge and skills to help individuals, teams, and organizations identify and unlock the shifts that will transform their future. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### Sales enablement tech stack checklist URL: https://www.salesenablementcollective.com/tech-stack-checklist-framework/ Last updated: 2024-08-13T17:15:06.000Z ## What is a sales enablement tech stack checklist? We created our sales enablement tech stack checklist to give sales enablement professionals a practical guide for building and maintaining an [effective technology stack](https://www.salesenablementcollective.com/5-essential-features-of-your-sales-tech-stack/). As the number of available tools and platforms continues to grow, this checklist serves as a step-by-step resource to ensure that your tech stack is not only comprehensive, but also tailored to meet the specific needs of your organization. Whether you're new to sales enablement or a seasoned expert, this checklist offers valuable reminders and insights to optimize your technology investments. ### How to use the sales enablement tech stack checklist: 1. **Start with an audit**: Conduct a detailed audit of your current tools to identify strengths, weaknesses, and areas for improvement. 2. **Assess and prioritize needs**: Analyze the feedback from your audit and prioritize tools based on their necessity and impact on your sales enablement efforts. 3. **Vendor evaluation**: Research and compare vendors thoroughly to ensure you’re selecting tools that fit your organization’s specific needs. 4. **Regular updates**: Continuously monitor and review your tech stack to adapt to changing requirements and to take advantage of new technologies that could benefit your team. ## Download your sales enablement tech stack checklist ![sales enablement tech stack checklist](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/se-tech-stack.png) [Building a sales enablement tech stack \[checklist\]Building a sales enablement tech stack \[checklist\] Across sales organizations, tech stacks are becoming more and more complicated. It doesn’t matter whether you operate in the customer success realm, the sales enablement department, or marketing. The truth is that there’s a lot of pressure on…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJFO4oA7cQd2SxSc_QtIJPtz6IdKpsJv48PIBiQAWUN3ZDWsuRVyBf7ElatYW9N7CUFmVtxy9zlYxyi7TsEyhSYhmW3F_GkycmiGgkyLgZElMSzoGwF=w1200-h630-p)](https://docs.google.com/document/d/1GUmYgyzo-ndqyHc0tA1crQpHhQ%5FDHsHcfgJgd1doYAo/edit?usp=sharing) [Building a sales enablement tech stack \[checklist\]Building a sales enablement tech stack \[checklist\].docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Building-a-sales-enablement-tech-stack--checklist-.docx "Download") [Building a sales enablement tech stack \[checklist\]Building a sales enablement tech stack \[checklist\].pdf76 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Building-a-sales-enablement-tech-stack--checklist-.pdf "Download") _This post is for subscribers only._ ### Building a winning revenue enablement strategy URL: https://www.salesenablementcollective.com/building-a-winning-revenue-enablement-strategy/ Last updated: 2025-03-12T17:20:22.000Z *This article comes from *Paul Butterfield*’s insightful talk, ‘Foundations of a winning revenue enablement strategy’, at our *2023 New York Sales Enablement Summit*, check out his live discussion in full* [***here***](https://www.salesenablementcollective.com/sales-enablement-summit-3/?wchannelid=vrm3a3yyin&wmediaid=soknsrnwbb)*.* --- I still remember the day my perspective on sales enablement changed forever. It was a Friday morning in September 2012 when I walked into my regular one-on-one with Bill, our newly hired EVP of Sales. Instead of discussing deal forecasts, Bill turned to his whiteboard and wrote two words: “[**Sales Enablement**](https://www.salesenablementcollective.com/what-is-sales-enablement/).” After over 15 years in sales and leadership roles at companies like Microsoft and Intuit, I had never heard that term before! So I’ll admit - I had to Google it. But Bill went on to explain how before he tripled our team and accelerated growth to **$500 million** in revenue, we needed a dedicated sales enablement function. He sent me home that weekend with a challenge: build the framework for a global program that could scale. Over 10 years later, I'm *still* passionate about revenue enablement and the incredible impact it can have. In this article, I'll walk you through my approach for creating high-performing enablement strategies based on my experience leading successful programs. So, let's dive in! ## **Creating an effective strategy map** Many companies roll out flashy strategies - yet months later, no one remembers what they were. That's why balancing your strategy with clear performance metrics is *critical*. An incredibly helpful tool I rely on is called "strategy [mapping](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/),” popularized by Robert Kaplan and David Norton. At its core, a strategy map makes the connections explicit between your desired outcomes, what capabilities you need, and what activities will help develop those capabilities. I've used this at multiple companies to create alignment and focus enablement priorities. While their approach was designed for huge enterprises like Mobil and Home Depot, I've customized it for internal shared services like enablement. Here’s a glimpse of what layers you could include in your map: 💰 **Financial** \- Increases in sales productivity, quota attainment, reduced discounting rates ⚡ **Customer experience** \- Improving [CX](https://www.salesenablementcollective.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/), shortening sales cycles 📈 **Capabilities** \- Adoption of sales methodology, increased cross-selling ability 📚 **Activities** \- Sales methodology certification courses, negotiation skills training The beauty of balancing [leading and lagging indicators](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) is that you can truly connect enablement priorities to revenue impact. For example, my team analyzed that boosting C-level player performance alone would drive millions in incremental revenue. That helped us secure executive support and enablement headcount. So don’t be afraid to make bold commitments - as long as you have the data and strategy map to back it up! ## **Crafting an enablement framework for each stage** With a well-mapped strategy guiding your work, the next step is translating that into an enablement framework tailored to your organization’s needs. I structure my models around the employee lifecycle to ensure we deliver targeted value during each stage. While models vary across companies, most revenue professionals evolve through a progression like: --- **New Hire** \- Learning core sales skills ⬇ **Conversant** \- Gaining comfort articulating value propositions ⬇ **Proficient** \- Consistently achieving quotas ⬇ **Expert/Leader** \- Taking on management or broader CX roles --- You likely recognize some of these principles already. I believe if enablement teams consult on new hire profiles, analyze the competencies of A-level talent, and collaborate with other groups like renewals, L&D, and CX - there is so much more value we can provide. Here are some examples of programs I’ve tailored for employees at different proficiency levels: ### **New hires** - Bootcamps to reinforce core sales messaging/methodology - Individualized 8-week [onboarding](https://www.salesenablementcollective.com/what-is-sales-onboarding/) journeys integrating product, skills, and culture training - Hiring [profile ](https://www.salesenablementcollective.com/sales-readiness-how-to-develop-an-ideal-rep-profile-to-drive-continuous-excellence/)guidance based on skills assessments of top performers ### **Conversant employees** - Advanced certification in core sales methodology to elevate conversations - Analyzing leader 1:1 coaching effectiveness and gaps - Developing renewal and cross-sell playbooks ### **Proficient employees** - Leadership development for those interested in managing teams - Coaching training to pay it forward to junior team members - Strategic contribution coaching for VP-level leaders The key is balancing a core curriculum with specialized content that keeps teams progressing. ## **Demonstrating business impact with the right metrics** If I had to pick one enablement topic trending recently, it would definitely be "business impact." After all, that burning question from our C-suite partners is always - *how are you directly influencing revenue?* Now there's still debate around leading vs. lagging indicators. In my view, you need both - strategic frameworks help connect those dots. For example, at one SaaS company, we reduced average discount rates from 18% to 8% through better negotiation training. As that metric improved from our work, it directly added dollars to the bottom line. Here are a few other examples of metrics I've tied back: 💡 **New hire productivity** - Comparing representative performance data for program grads vs. tenured reps 🧠 **Sales behaviors** - Tracking methodology adoption with conversation intelligence tools 🤝 **Customer experience** - NPS or CSAT scores for teams who completed CX certification I won't claim we maintain 100% correlation or deserve all the credit. *However*, focusing on business impact forces productive conversations with your stakeholders. Revenue enablement by nature demands a revenue-centric mindset - that's how we get a seat at the table in the first place. ## **The 3 pillars of effective enablement** Once you've mapped your strategy and framed employee lifecycle stages, now the exciting part - we get to build content! When designing enablement curriculums, I focus on three core pillars: ### **1\. Sales methodology** A proven [methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) like [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) or [Challenger](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/) is a game-changer for customer conversations and forecasting. It should elevate levels of business dialogue while minimizing assumptions that lead to pricing pressure. I became a huge believer after achieving double-digit sales increases at ContactCenter. We defined opportunity stages strictly on customer actions - eliminating opinion-based forecast debates! ### **2\. Product and skills training** This pillar focuses on building capabilities - both technical aptitude with your offerings and consultative acumen like presentation or negotiation skills. I align these closely with competency models and development paths for desired roles. ### **3\. Tools and assets** The last pillar encompasses enablement technology, content repositories, battle cards, and any other asset driving sales efficiency. My team manages the full content lifecycle - from ideation to delivery across devices. I also advise collaborating closely with Product Marketing, as they intimately understand positioning and how customers consume information. One new trend I’m excited about is interactive visual selling [tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) \- they keep audience attention levels high while aligning tightly to behavior-based sales methodologies. While models vary across companies, these core pillars drive results by focusing enablement on customer impact and revenue deliverables. ## **Building a coaching culture at all levels** Beyond traditional enablement programs, I believe investing in coaching frameworks pays massive dividends. Studies show consistent coaching shortens ramp times dramatically. Yet few organizations do it consistently without structure. That's why having sales leaders expect and measure coaching is so critical. I like using frameworks to provide that guidance. If you make coaching proficiency part of the promotion criteria, it incentivizes the right behaviors. Additionally, DON'T overlook leadership enablement. I suggest having dedicated programs across three levels: - **First time leaders** \- Builds management capabilities in newer frontline managers - **Newly promoted directors/VPs** \- Onboards these influential leaders effectively sharing company context - **Strategic enablement** \- Partners with Chief Revenue Officer and the executive team to align priorities and build strategic mindsets By distinguishing programs by level, you ensure enablement relevance as leaders progress. It also strengthens alignment and relationships with those executives determining your internal budgets! ## **In summary** I hope sharing my enablement framework sparked new ideas and a passion for driving sales impact. While every organizational strategy is unique, focusing on customer journey alignment, business deliverables, and coaching/leadership culture puts any revenue enablement function on the path to maximizing impact. So trust yourself. Have confidence in the potential you see to better serve revenue professionals in your company. Then take action today - build on small successes until you achieve that vision. I believe in the incredible influence enablement leaders have. And I believe in YOU. Now get out there and show what dedicated enablement teams can accomplish - you’ve got this! ### Deal win video template URL: https://www.salesenablementcollective.com/deal-win-video-template-framework/ Last updated: 2024-09-25T09:47:38.000Z ## What is a deal win video template? Our deal win video template has been designed to help sales teams create impactful and informative videos that highlight successful deals. These videos serve as useful tools for internal learning, motivation, and sharing best practices across your organization. The template provides a structured approach to crafting these stories, ensuring that the key elements of each deal are effectively communicated. ### What's in the template? The template offers two distinct formats for structuring your deal win stories, depending on whether you want to focus on the customer’s perspective or the sales representative's experience. Each format is designed to capture the most critical aspects of the deal, making it easy to share and learn from successful sales engagements. ### Download your deal win video template *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/deal-win.png) [Deal win video templateDeal win video template Leveraging the power of a sales win can be an incredibly powerful teaching and motivation tool. Recording these as video can be even more powerful as they can be widely shared throughout your organization. Below are two templates for how to organize your deal win stories…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJPVQ64BhPR69pR7bJU5POTdbaxTJUEddEWZcOrFqXHAn5AjrD0b0bR0eVsL8j-WkudQMyT8EIoSsI1FRsgYJ-_vh3ZPMNTq2Xo_QT96f8xNFZRs0tX=w1200-h630-p)](https://docs.google.com/document/d/1e9d9bNk8WvA5JhcYa9rey%5FW4dUSVOi6Ld6um9-M5E-A/edit?usp=sharing) [Deal win video templateDeal win video template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Deal-win-video-template.docx "Download") [Deal win video templateDeal win video template.pdf73 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Deal-win-video-template.pdf "Download") _This post is for paying subscribers only._ ### How to avoid Happy Ears Syndrome in sales URL: https://www.salesenablementcollective.com/how-to-avoid-happy-ears-syndrome-in-sales/ Last updated: 2024-07-08T17:15:01.000Z Have you ever left a [sales call](https://www.salesenablementcollective.com/value-based-selling-taking-the-fear-factor-out-of-cold-calling/) with your prospects feeling overly confident, only to find out later that the deal stalled due to customer indecision, or that you lost to a [competitor](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/)? This phenomenon, known as **Happy Ears Syndrome**, occurs when [sellers](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) become overly optimistic about a deal's progress, disregarding the need for thorough discovery and validation. It's easy to fall into the trap of assuming a sale is going in the right direction based on *seemingly* positive interactions, but true success in sales requires diligence and adherence to proven [methodologies](https://www.salesenablementcollective.com/what-is-a-sales-methodology/). > *I know this from experience.* I used to get off calls thinking I nailed it because the prospect sounded so interested and was nice, but then realised I forget to get the basics covered: - I had no clear next steps - No commitment - Little understanding of their pain and the costs of keeping it as the status quo, which lead to no real urgency or upcoming compelling event to drive the change. This put me on my back foot and I had to find a good reason to reach back out again to get an agreement on how to proceed. ## **What are some ways to avoid Happy Ears Syndrome?** ### 1\. Use proven methods and checklists Use proven methods and checklists that keep you honest (like [**BANT**](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/): Budget, Authority, Need, Timeline, and [**MEDDICC**](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/): Metrics, Economic buyer, Decision criteria, Decision process, Identify pain, Champion and Competition). These keep you focused on factual information and less on your feelings. Ensure that you're properly probing with honest intentions to solve the [prospect's](https://www.salesenablementcollective.com/doing-right-by-your-customers-prospects-without-sacrificing-the-bottom-line/) issues. This will help you qualify your deals better and improve your sales forecasting. ### 2\. Read “The Checklist Manifesto” by Atul Gawande This book reveals how using simple checklists can significantly reduce human error in complex fields. Think checklists for items like account plans and opportunity plans. ### 3\. Seek feedback You should seek feedback from your manager or a peer on how you are handling your calls and deals, and adjust your approach if needed. The best athletes in the world understand the power of a [coach](https://www.salesenablementcollective.com/in-other-walks-of-life-people-at-the-top-of-their-game-still-invest-in-coaching-why-not-sales-kate-philpot/) \- no one makes it to the top on their own. --- [Moving away from a ‘checkbox’ sales training mentality with Jaren Krchnavi, Siemens | SECSiemens’ Jaren Krchnavi explains why moving away from a ‘checkbox’ mentality will help your sales training be more successful | SEC![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/05/glenn-carstens-peters-RLw-UC03Gwc-unsplash-2.jpg)](https://www.salesenablementcollective.com/moving-away-from-the-checkbox-mentality-with-jaren-krchnavi-siemens/) --- ### 4\. Don't confuse niceness with interest Just because your prospect is friendly and curious doesn't mean they are ready or able to buy. They may lack the authority, or not possess the budget or influence to mobilise key [stakeholders](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/) to make a deal happen. ### 5\. Balance optimism with realism Make sure to ABP - **Always Be Prospecting** \- to ensure that if the deal turns out to be a pipe dream, you have some back-up deals in your pipeline to cover. ### 6\. Stay partially skeptical until the deal is signed Don't celebrate too early and lose sight of important details. Many deals unfortunately have fallen apart at the last minute due to [unforeseen obstacles](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) or competition. Keep pushing for the final signature and confirmation, and make sure there's a proper hand off to customer success for long term customer satisfaction and repeat business, including opportunities for [up-selling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) and cross-selling. ### 7\. Be human, be authentic Keep reading to find out what I mean here! ## **What to avoid at all costs** Avoid the pitfall of mechanically "BANTing" or "MEDDICCing" the prospect without having a genuine interest in understanding their unique situation. I've experienced this far too often - it feels as if the seller has a checklist next to them and all they're doing is trying to answer the questions to meet an internal guideline. > *No one wants to feel "sold to" or receive a cookie-cutter demo, lacking in any personalised touch that truly resonates.* Too often [sales reps](https://www.salesenablementcollective.com/sales-readiness-how-to-develop-an-ideal-rep-profile-to-drive-continuous-excellence/) fall back into their comfort zone of giving a standard [demo](https://www.salesenablementcollective.com/4-signs-your-sales-demo-is-boring-buyers/) in their calls with me, only talking about products and features, at the cost of not making any meaningful advancement. **For me, when I am on the receiving end, I would prefer honesty.** Just say you have some questions that you need to ask upfront to better understand my position and the challenges my company and I face so that you can tailor the talk to my unique situation. Approach sales with curiosity and a desire to solve real problems! This will foster trust and provide you with all the answers you need for your MEDDICC assessment. By embracing the *human aspect* of sales, and combining it with methodical approaches, you can increase your chances of success, while avoiding the pitfalls of **Happy Ears Syndrome**. --- *Jaren is Global Head Sales Enablement at Siemens, and first posted this article on LinkedIn* [*here*](https://www.linkedin.com/pulse/how-avoid-happy-ears-syndrome-sales-jaren-krchnavi-tezef/)*.* --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 7,500+ of your sales enablement peers in our ever-growing** [**Slack community**](https://www.salesenablementcollective.com/join-the-sec-slack-community/)**! Network, idea-share, and ask questions today.** --- ### Time to Value (TTV) framework URL: https://www.salesenablementcollective.com/time-to-value-ttv-framework/ Last updated: 2024-09-20T14:32:21.000Z The Time to Value (TTV) framework is a crucial metric for product-led growth, focusing on how quickly customers experience the value of a product. It is a key driver of customer satisfaction, retention, and revenue. The TTV framework helps businesses optimize their processes to ensure users derive value from their product as fast as possible, directly influencing the user experience and long-term success. ### Download your Time to Value (TTV) framework ![time to value (TTV) framework template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/time-to-value-framework.png) [Time To Value (TTV) frameworkTime To Value (TTV) framework.pdf65 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Time-To-Value--TTV--framework.pdf "Download") [Time To Value (TTV) frameworkTime To Value (TTV) framework.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Time-To-Value--TTV--framework.docx "Download") [Time To Value (TTV) frameworkTime To Value (TTV) framework Product-led growth metrics are essential for alignment, and successful product-led organizations need alignment across cross-functional teams. Focusing on the right set of metrics helps create this alignment, and allows teams a way to navigate themselves towards a c…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyK8MFEoQc3e7oTlBOa6cgnU4XpRpqOa8CDObzjdsSyknpJte21fVBMcPAVXGIP0WaEAw39oGpMoc_d9Glf5964eQsBUeDMPJ7QWRNIiT2HaSiqElfc=w1200-h630-p)](https://docs.google.com/document/d/1Qtf4uksG-oSdDk6tfP1qYSc79380kLAxIWEfnDP4viI/edit?usp=sharing) _This post is for paying subscribers only._ ### Sales kick-off (SKO) survey templates URL: https://www.salesenablementcollective.com/sko-survey-templates-framework/ Last updated: 2024-09-25T09:47:49.000Z Our sales kick-off (SKO) survey template pack includes 3 sample surveys you can use for your [sales kick-off](https://www.salesenablementcollective.com/7-tips-for-a-successful-sales-kick-off-meeting/). Use it as a guide to help put together your surveys for your sales kickoff, including your pre-SKO survey, daily survey, and post-SKO survey. Make sure to modify the template to match your organization and your sales kickoff. ## Download your SKO survey templates *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![SKO survey templates](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/SKO-survey-templates.png) [SKO Survey TemplatesSKO Survey Templates.pdf69 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/SKO-Survey-Templates.pdf "Download") [SKO Survey TemplatesSKO Survey Templates.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/SKO-Survey-Templates.docx "Download") [SKO Survey TemplatesSKO Survey Templates This template includes 3 sample surveys that you can use for your sales kickoff. Use it as a guide to help put together your surveys for your sales kickoff, including your pre-SKO survey, daily survey, and post-SKO survey. Make sure to modify the template to match your organ…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJA-aNYaeo8q-pe5e5W43uklITFtz9Kmq-hQquGMGSFrRhbEth25UjGRAgD14kxirE6d1yFF-4C2hC2-8HA-p6NLb7tz39LxoHS2GVmF1Enlg8H9jui=w1200-h630-p)](https://docs.google.com/document/d/1M5EX9p5vbpCUcCABtFdovsSP8BQnSbnoPv6bLPEWlVE/edit?usp=sharing) _This post is for paying subscribers only._ ### Objection handling script URL: https://www.salesenablementcollective.com/objection-handling-script-framework/ Last updated: 2024-09-22T07:17:56.000Z Our objection handling script is designed to help sales teams turn obstacles into opportunities by providing structured responses to the most frequent pushbacks. Whether it’s budget concerns, decision-maker hurdles, or a loyal competitor relationship, this script gives you the tools to navigate any objection with confidence. ## What’s in the script: Inside, you’ll find carefully crafted responses for a variety of sales objections, including: - **Price concerns**: Learn how to demonstrate the value behind your pricing and help prospects see the bigger picture. - **Decision-making authority**: Discover how to empower your prospect to champion your product internally and connect you with the decision-makers. - **Competitor loyalty**: Understand how to tactfully approach prospects who are happy with their current provider and highlight your unique differentiators​. ### How to use the script: The o**bjection handling script** is your secret weapon for smooth and successful sales conversations. Here’s how you can put it to work: 1. **Identify the objection**: Listen carefully to your prospect’s concerns—whether it’s about price, timing, or decision authority. 2. **Use the script**: Select the appropriate response from the script that aligns with their concern. The template provides flexible responses that fit a wide range of objections. 3. **Turn the objection into an opportunity**: Use the follow-up questions and statements to keep the conversation flowing and guide the prospect toward a solution that meets their needs. 4. **Refine your approach**: Over time, customize the script based on what works best for your target market to build stronger, more effective sales conversations. ## Download your objection handling script If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![objection handling script](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/objection-handling-script.png) [Objection handling script (1)Objection handling script (1).pdf85 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Objection-handling-script--1-.pdf "Download") [Objection handling script (1)Objection handling script (1).docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Objection-handling-script--1-.docx "Download") [Objection handling scriptObjection handling script Objections are an unavoidable part of the sales process - but this template is designed to help you turn objections into opportunities. It’s important to take the time to plan, prepare, anticipate what questions or issues could come up - and don’t allow yourself to take…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyIN9mygGqDQs0Vun6j9_g1MPko965Vy3TZ8ESvB24XLwYzM0cqMaSoe48oSfCuq0k-X922anwf0Jz-TPRNrbAd6O-TsPp0Ga_QLjKYNmXEF6vWmrq4U=w1200-h630-p)](https://docs.google.com/document/d/1I4yunAA-UqCTpoQYTP%5FkwrLAqw7oAbxRYAAiMgEDuSs/edit?usp=sharing) _This post is for subscribers only._ ### Delegation and briefing template URL: https://www.salesenablementcollective.com/delegation-and-briefing-template-framework/ Last updated: 2024-09-25T09:47:58.000Z ## What is a delegation and briefing template? Delegation and briefing are both critical when it comes to strong leadership and the development of a high-performance team. Yet, for many, it's a challenging area to get right. Knowing how to select the right person for each task/project, and what order to do each step can be daunting if you’re not used to delegating – or you’re new to a particular team or project type. That's why we've designed a team delegation and briefing template. The downloadable document breaks down each step, and the order in which to do them, to give you the best chance of success. Follow this guide and you’ll ensure that your team members will grow, thrive, and enjoy working with you. Remember, the more you stick to a strong, clear briefing structure the more your team will know what to expect, what’s expected of them, and how to hit the ground running with any project. ## Download your team delegation and briefing template *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![team delegation and briefing template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/delegation-.png) [Delegation and briefing templateDelegation and briefing template Delegation and briefing are crucial aspects of strong leadership and the development of a high-performance team. But, it can also be a challenging area to get right. Knowing how to select the right person for each task/project and what order to do each step can…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyL46HcAoyjwGvod78sCZPEryhbEI2pHIzarZa8XXMEhlwg7qKXrYaJ1G7WeqibDP5BNMupT3M61r0kLJrH6vuJZ4pt18L3jh1csl7v1QOj0svwbJ8M=w1200-h630-p)](https://docs.google.com/document/d/1mhBRG4SAiYUsZZNl1dz-8voTXh9KNtLZrBGtYjh7-js/edit?usp=sharing) [Delegation and briefing templateDelegation and briefing template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Delegation-and-briefing-template.docx "Download") [Delegation and briefing templateDelegation and briefing template.pdf68 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Delegation-and-briefing-template.pdf "Download") _This post is for paying subscribers only._ ### Three enablement podcast episodes you need to tune into URL: https://www.salesenablementcollective.com/three-enablement-podcast-episodes-you-need-to-tune-into/ Last updated: 2025-11-21T13:35:25.000Z At the Sales Enablement Summit in London at the end of 2023, we had the opportunity to record three extra special episodes of the podcast - recorded live and in-person! We spoke to: - **Bana Kawar, Senior Sales Enablement Lead at AWS** - **Simon Gilks, VP of Revenue Operations at Enhesa** - **Chris Book, Global Head of Enablement at commercetools** Each episode covered a key aspect of the enablement landscape - a big thank you to all three of our guests for taking time out of their busy Sales Enablement Summit schedules ## Key talking points: - Bana Kawar discussed how to implement AI into your enablement strategies - Simon Gilks explained the importance of the partnership between RevOps and enablement - Chris Book covered how to build a comprehensive sales enablement tech stack ## "Responsible AI and the human element", Bana Kawar [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000645181990) [ Spotify ](https://open.spotify.com/episode/6niHcm4R9MWe5nm5HZeIvs?si=a6f3773436474c2a) ## "For me, enablement is part of RevOps", Simon Gilks [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000645181757) [ Spotify ](https://open.spotify.com/episode/5xuD12xBDNAFUOcca3MzbC?si=7500f77e97c448e6) ## "Conversation intelligence changed how tech stacks are built", Chris Book [ Apple Podcasts ](https://podcasts.apple.com/gb/podcast/sales-enablement-innovation/id1531699214?i=1000645181905) [ Spotify ](https://open.spotify.com/episode/4Zrx6hnycRdFrjUi8OP0Tf?si=8b332adeb7b84bc8) ## A little bit about our guests We sat down with our guests at the Sales Enablement Summit in London. Bana Kawar is Senior Sales Enablement Lead at Amazon Web Services, having held various enablement roles at AWS for over four years. Simon Gilks is VP of Revenue Operations at Enhesa, with an experienced background in both senior revenue operations and enablement roles. Finally, Chris Book is Global Head of Enablement at commercetools, with a career in several enablement positions spanning close to 10 years. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### Future-proof your enablement: 4 key trends to master change in 2024 URL: https://www.salesenablementcollective.com/future-proof-your-enablement-4-key-trends-to-master-change-in-2024/ Last updated: 2025-03-12T17:20:07.000Z This article comes from **Garrett Rafols**’s talk, ‘*Key sales enablement trends you need to be on top of for success in 2023 & beyond*’, at our **2023 New York Sales Enablement Summit**, check out his full presentation [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-3/?wchannelid=vrm3a3yyin&wmediaid=njbdkisq77). Feeling foggy about which revenue roads lead where in 2024? You’re not the only enablement pro struggling to predict priorities amidst economic uncertainty. But *what if* riding out unpredictability started with asking the right questions? Even with extensive experience enabling sales teams, today’s climate of hiring freezes and economic uncertainty introduces unfamiliar variables, and predicting our function’s path in 2024 becomes challenging. But rather than fixating on the fog ahead, how can enablement leaders proactively build flexible frameworks to smoothly handle unpredictability? The solution lies in: - Focusing on ROI, - Communication, - And nurturing talent. Here are some of the trends I recommend that’ll help you thrive through the turbulence ahead, and truly enable long-term success. Let’s dive in … ## **1 . Redefining sales & revenue enablement** ### While [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) and [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) may seem quite similar on the surface, there are some important nuances in their focus. As professionals in this space, we need to understand these differences clearly in order to shift our mindsets towards supporting wider revenue generation across the *entire* customer lifecycle. Up until now, many sales enablement functions have operated squarely within the domain of supporting frontline sales teams directly. I speak from experience here with my own background, coming from that sales rep perspective too. But in 2024, we have a crucial opportunity to expand our impact by progressing into a true revenue enablement paradigm across marketing, sales, customer success, and beyond. This more all-encompassing approach pays attention to the whole revenue engine, rather than just one sales team component. So while sales enablement focuses on equipping sellers, deal cycles, and win rates, revenue enablement also encompasses enabling awareness, retention, and lifetime value. We should care about metrics like cost of acquisition, churn rates, marketing contribution, and cross-departmental health to fuel growth. Transitioning fully to this revenue-centric mentality will require enablement professionals to build closer partnerships across marketing, services, finance and essentially all departments driving the customer journey. It demands that we consult and communicate beyond our usual borders, and in doing so, we evolve from supporting only sales tools and customer-facing sales teams, to enabling business-wide revenue growth in a sustainable way. [“The key to proving enablement value is AI”, Jonathan KvarfordtJonathan joins us on the podcast to discuss all things sales enablement and artificial intelligence (AI)!![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/2.png)](https://www.salesenablementcollective.com/the-key-to-proving-enablement-value-is-ai-jonathan-kvarfordt/) ## **2\. Driving value through ROI & business outcomes** ### With continued economic uncertainty paired with rapid enablement solution proliferation, every enablement investment will require a clear proof of value in 2024\. Demonstrating tangible returns is *crucial*. As enablement professionals, we sometimes fall into the habit of touting impressive program output stats like completion rates, engagement scores and test performance. But while those can indicate learning transmission success, they don’t actually prove downstream business impact. We need to get better at connecting enablement programs directly to [go-to-market outcomes](https://www.salesenablementcollective.com/maximize-go-to-market-effectiveness-with-ai-guided-selling/). In my experience, there are some easy-to-track metrics across the categories of performance, proficiency and productivity that provide that complete story our leaders care about. For overall performance, we should absolutely report **total revenue influence**, **sales team attainment percentages**, **new vs existing customer revenue ratios** and **similar trending numbers**. These give the 30,000 foot view. Additionally measuring proficiency improvement through ramp time, training quiz scores, and confidence surveys gives insight on how well we’re actually uplifting knowledge and ability. Usage rates of things like sales tools, playlists and collateral also showcase how enablement drives activity efficiency. Pair this hard data with stakeholders’ discovery conversations to align on the precise business challenges enablement should focus on solving. Try asking yourself, what revenue goals and rep performance gaps exist? These insights can inform priorities to demonstrate stellar ROI and visible value acceleration, which is essential in today’s climate. [Sales metrics for sales enablement: explained | SECA well-designed sales enablement strategy should have a measurable impact on sales results and revenue. Often the challenge is identifying the right metrics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1550985543-49bee3167284?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQcontent/images/size/w1200)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) ## **3\. Doing more with less** ### An economic cooldown coupled with company belt tightening translates to most enablement teams taking on amplified responsibility with limited resources. Clearly, this combination demands flawless prioritization and disciplined delegation efforts. My top piece of advice is being *extremely selective* about what enablement pursues, rather than stretching teams dangerously thin trying to fulfill every request. Begin simply by asking leadership and reps for input on the biggest pain points hindering revenue. Diagnose before prescribing because we can’t afford to waste cycles on nice-to-have programs or technologies that leave little impact. Then, prepare to transparently communicate about the narrowed focus areas enablement will drive ROI on based on that field discovery. Want additional projects tackled? No problem, but be prepared to suggest removing something else off our plates. Saying “no” more often protects precious bandwidth. Operationally, look closely at streamlining content management workflows or leveraging sales automation tools to prevent duplication of efforts. Consolidate core training programs to sync targeted messaging as scale expands, and structure teams intentionally around efficiency at every possible junction. ## **4\. Investing in enabling people** ### Even with flawless ROI tracking and response prioritization, company success still hinges upon that human element. With continued work from home scenarios combined with reduced budgets, leadership development and internal community building are vital investments. Extensive research proves time and time again that resignations spike when relationships to managers decay, so in these trying times where deficiency of cultural connectedness and coaching consistency abound, ensure managers receive dedicated enablement. Equip them with the tools to motivate teams, unlock potential and boost empathy, as they intrinsically shape organizational health. Additionally, enablement pros themselves need empowerment too! Seek out tailored professional development opportunities within your organization. Learn to lean on partnerships with groups like Sales Enablement Collective to exchange ideas, attend key events, consume podcasts, and converse on discussion boards to continually inspire each other. During phases of frustration brought by these uncertain economic times, it takes a village to stay motivated, so expand that network. Then pay it forward by mentoring fellow enablement specialists looking to upskill. Progress unified elevates all ships when the waters get choppy and stormy. ## **Final thoughts** ### The reality is that more unpredictable turns likely await in 2024\. But enablement teams can thrive through uncertainty by staying agile, transparent, and focused on developing people. So in the coming year ahead, make flexibility and vision your friends. Revisit strategies frequently but act decisively in the present. Balancing vision with on-the-ground clarity smooths out the ride. As enablement leaders, we have tremendous power to uplift performance by anchoring in adaptability, aligning to company priorities and delivering value. If we hone in on realistic frameworks to drive revenue, communication and nurturing talent, our function will continue advancing impact through whatever economic shifts emerge ahead. How will your team lead the charge on building resilient strategies to smooth out unpredictable territory in 2024? The time is now to prepare! --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://certified.salesenablementcollective.com) ### What is sales onboarding? URL: https://www.salesenablementcollective.com/what-is-sales-onboarding/ Last updated: 2025-11-21T13:35:35.000Z [Onboarding](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) is one of the most pivotal parts of [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) \- it forms the foundation for so much of the function’s ongoing work. As a result, sales enablement professionals are always looking to make sure their programs are up to scratch. But what is onboarding in a sales context? In this article, we’ll dive into: - What sales onboarding is - How enablement is involved in onboarding sales reps - Sales onboarding best practices and how to build a program - Benefits of sales onboarding programs Let’s get started. 👇 ## What is sales onboarding? When we talk about [onboarding](https://www.mindtickle.com/blog/what-is-sales-onboarding/) in sales and [enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/), we’re referring to the process of providing newly-hired reps with the knowledge and skills necessary to perform in their role. The ultimate goal of an enablement team’s onboarding program is to prepare new reps so that they are able to play their part in leading the company to success as soon as possible. Sales onboarding differs from the onboarding that a human resources (HR) department might do, as it specifically focuses on key responsibilities of a sales rep. During onboarding, a new [sales team](https://www.salesenablementcollective.com/your-team-thinks-youre-an-a-hole-how-youre-demotivating-your-team-and-how-to-turn-things-around/) member will be typically be walked through: - Conducting sales calls - Closing deals - 30-60-90 day plans Meanwhile, HR’s onboarding will cover things such as payroll, insurance, and more general aspects of the [company culture](https://www.salesenablementcollective.com/panel-discussion-building-a-company-culture-that-drives-revenue-growth/) and being an employee of your organization. [The complete 90-day sales onboarding planBringing a new sales rep on board isn’t just about filling a seat. Those first 90 days are critical — they set the tone for retention, ramp-up speed, and long-term performance. This 90-day onboarding framework gives you a structured plan to welcome new hires, build their confidence, and accelerate their![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-459.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement--2-.png)](https://www.salesenablementcollective.com/90-day-sales-onboarding-plan-framework/) ## How enablement is involved in onboarding sales reps In almost every organization that has a sales enablement team, creating and maintaining a sales onboarding process will be that team’s responsibility. Our [Sales Enablement Landscape Report 2023](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) found that over **95%** of enablement teams were at least partiallyresponsible for onboarding new sales reps in their organization. That means a rep’s first impressions of a company, and early opportunities to build on their strengths and weaknesses as sellers, are handled by enablement. And while enablement will also be responsible for “everboarding” and long term training, learning, and development of reps - a new sales team member’s first 30 days, 60 days, and 90 days (i.e. the majority of their onboarding experience) will be enablement’s responsibility. Enablement teams need to develop strong sales onboarding plans to ensure that new [sales reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) can both hit the ground running as soon as possible and that they’re set up for long-term success. > *It’s important to remember that enablement doesn’t operate in a vacuum, even if the team is solely responsible for onboarding.* It’s important to communicate with and consider key stakeholders such as frontline sales managers and sales leaders to understand the exact objectives of the onboarding program. For example, is it more important to focus on ramp time and getting a sales rep on the phone as soon as possible? Or perhaps in-depth product knowledge is more important, meaning that concessions can be made in other parts of the program. Whatever the goals of the enablement team’s onboarding plans and programs, they should be communicated to and aligned with the goals of the wider organization - and what sales [managers](https://www.salesenablementcollective.com/partnerships-with-sales-managers-require-listening-and-trust-building-gillian-white/) and sales leaders need from new hires. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://certified.salesenablementcollective.com) --- ## Sales onboarding best practices and how to build a program Creating a sales onboarding program will look very different based on several factors, including: - Your enablement team size - The amount of new hires you need to onboard - The size of your existing [sales team](https://www.salesenablementcollective.com/driving-change-in-sales-teams-what-works-and-what-doesnt/), managers included - Your organization’s onboarding needs and requirements And that’s just to name a few. Regardless of those factors, in order to build a program that prepares your new sales reps to effectively convert prospects and potential customers into *actual* purchasers, there are certain steps you have to plan for. ### Designing your program Before you think about rolling out or implementing your plans, you should build out your program plans. Start with designing a **vision statement** that outlines your enablement team’s goal for the onboarding program. An example, from enablement expert and Enterprise Enablement Leader at Handshake **Garret Rafols**, is the following: > *“To create meaningful and memorable new hire experiences and ensure our employees are informed, engaged, and inspired by the work we do.”* Whatever your initial [vision statement](https://www.salesenablementcollective.com/enablement-charter-playbook-download/) is, make sure you refer back to it throughout program construction to ensure you’re still on track to meet that overarching vision. Other factors to consider before creating slide decks and drawing up roadmaps are: - Do you understand the journey your new hires will go through? - Do you know your audience, their experience, and their expectations? - What targets and metrics does my program have to be built around? - What stakeholders have to be involved? With these, you can start to consider what the program will look like. Will it be an intensive, two-week program that allows reps to start making calls early into their career? Or does a slower, more calculated two-month program fit the needs of your organization better? One might allow you better access to the reps, while the other allows you to involve more people from across the organization such as sales managers and leaders who can deliver valuable modules. These questions are difficult to answer without the information you gather as you work to establish a vision and understand the new hire’s role and journey. With that information, however, you can begin to picture your onboarding program coming together. **And don’t forget - how are you going to deliver the onboarding experience?** Are you going to fly everyone in for an [in-person](https://www.salesenablementcollective.com/3-skos-3-geos-3-weeks-around-the-world-with-zscaler/) bootcamp experience, old-school style? Or are you going to target a virtual delivery? These are the (many) decisions to make before you even think about implementing a sales onboarding plan and program. 💡 ****The flipped classroom model** This method of learning is becoming increasingly popular in enablement circles as it makes the most of the “classroom” time available. In three simple steps, it involves: ****1.** Giving students pre-work, such as reading materials or videos. This is where students learn about the concepts you’ll teach. ****2.** Classroom time begins and everyone is brought together. Rather than spending time explaining the concept, the teacher can answer questions, work on problem-solving, and encourage active practice. ****3.** The materials and sessions from the previous steps should be recorded and uploaded in an easy-to-access place so that students can revisit them when needed. ### Implementing your program With the design phase complete, it’s time to turn your ideas, plans, and research into an actual onboarding program - an experience that new hires will go through when they join. Every single enablement professional will tell you that there’s a key concept at the heart of every onboarding program launch: the **minimum viable product**. **Minimum viable product (MVP)** Your first iteration doesn’t have to, and won’t be, perfect. There is so much involved in creating a successful [onboarding program](https://www.salesenablementcollective.com/onboarding-3-talks-ondemand/) that it’s practically impossible to roll out a perfect “V1”. Instead, aim to implement your minimum viable product. That means sorting out the essentials for launch, then using feedback post-launch to iterate on the most pressing areas that need development. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2021/03/03-SEC-4--1-.png) ](https://podcast.salesenablementcollective.com/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Podcast%20Ad) --- What does this mean in practice? Let’s take the example of product knowledge. Ideally, you want your reps to have strong product knowledge. However, if you’re onboarding in a situation where reps will be making calls within a month, then you might not be able to fit the full breadth of product training sessions you want into your program, at least initially. That’s where creating an MVP comes in. Start with building a value proposition (the pains solved by the product) module into your program, as that is a must-have. Your onboarding program won’t be viable without it. Then, as you iterate, you’ll learn where and when to include the rest of the product training you originally wanted to include (or you’ll even find out that the value proposition module is effective enough to do the job you need, perhaps). **What does implementation look like?** Building out a visualization of what your implemented program looks like can help. Match the [skills](https://www.salesenablementcollective.com/remote-sales-skills-empowering-reps-to-be-self-sufficient/) and competencies you want to develop to modules or sessions, so that you can actually *see* that everything you need to cover is in the program. Here’s what that might look like: ![An image showing an example of a visualized onboarding program. Each module or session is mapped to the skill or competency it addresses, as well as when/how it will be delivered. ](https://lh7-us.googleusercontent.com/OkraPk7KToDRdRf7Yrzpu7EhodYAes9n7cB8J9k-iJpNG-1b_aV-fQy0xFpLXJ8fYRiwN_WioWu_zuxCuEgZjimm-qIt1H3Ok75Ka9usgn6S5OVIqRrRG318wptmVzAP3XEF9CNKlWZwrGy5MRYXEps) **Common inclusions in onboarding programs** While we could spend all day going through different permutations of onboarding programs, and what you *could* and *should* include depending on your company’s needs, we’ve bullet-pointed some of the key areas you probably need to consider regardless of the situation: - Basic company information - Role overview and expectations - [Sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) training - [Tools](https://www.salesenablementcollective.com/top-tools-to-enhance-the-performance-of-your-salespeople/) and technology training - Product knowledge training - Additional training (such as [competitor](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/) and industry info) Again, it’s valuable to discuss these elements with relevant stakeholders to understand where to prioritize your efforts when implementing your minimum viable product. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-6.png) ](https://www.salesenablementcollective.com/stay-inspired-sign-up-to-our-newsletter/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Reports%20Ad) --- ### Documentation, metrics, and measuring success The way you document your onboarding program is just as important as anything else. From pre-recorded [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/) and satisfaction survey results to slide decks and spreadsheets - everything should be recorded and accessible to those who need it. It’s not enough to roll out a program in a disorganized fashion, as that will make it far more difficult to iterate on. When it comes to [metrics](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) and [measuring](https://www.salesenablementcollective.com/how-to-measure-your-sales-efficiency/) success, these will vary drastically depending on the organization and the expectations set upon the audience of your onboarding program, but we’ve listed some of the more common ones to help get you started: - “Time-to-X” metrics, or how soon reps achieve a certain milestone - Qualitative, rep feedback metrics, or how reps themselves feel about the program - Skill and competency certifications, using quizzes and tests to see if reps are actually learning ### Feedback and iteration Importantly, the process of creating an onboarding program doesn’t end the moment you roll the program out and incoming sales reps start being onboarded. It’s a continuous process, and as a result, each cohort you onboard will have a slightly different experience from the last. The goal is to learn from each cohort you onboard in order to make the onboarding process even more effective for the next cohort. In all honesty, the “perfect” [onboarding](https://www.salesenablementcollective.com/more-efficient-onboarding-with-salesforces-tas-hirani/) program doesn’t really exist. You constantly need to iterate and evolve in order to meet the changing needs of your organization, improve on previous versions, and adapt to shifting market conditions. If your minimum viable product is flexible enough, you should be able to adapt it piece by piece to these shifting demands. **360 degree feedback is key** That means you need to have structures in place that allow you to listen to: • The reps who are actively participating in the onboarding program. (Whether they're in-house, or belong to a [channel partner you're enabling](https://www.salesenablementcollective.com/channel-sales-enablement/).) • Reps who have recently (<6 months) completed the onboarding program. • Sales managers who are directly responsible for those coming out of the onboarding program. • Sales operations and leadership who have an overarching vision for the wider sales organization This is always a good time to revisit your vision statement. Your program is out there - it’s in the wild and fully rolled out - but is it achieving your original aims and is it setting reps up for success? --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Hired_Banners_.png)](https://certified.salesenablementcollective.com/p/sales-enablement-hired) --- ## Sales onboarding benefits With all of the above said, it’s clear that there are obvious benefits to building, maintaining, and iterating upon a sales onboarding program as a sales enablement team. These include: - New sales hires will be better prepared for their role - The entire sales organization are involved in ensuring that new reps are taught the right things - Your onboarding program is flexible, adaptable, and easy to build on - New hire success is measurable and documented ## More resources Still looking for more information on sales onboarding best practices, expert tips, and proven advice? You’re in luck. SEC’s [Onboarding Playbook](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) is a **40+ page in-depth guide** to onboarding new sales reps, featuring a step-by-step process you can emulate and actionable advice from expert enablement professionals. The best part? It’s free to download. [The SEC onboarding playbook - download it today!We worked with our partners at Second Nature and other expert onboarding professionals to build this playbook. Download and elevate your processes today.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/07/SEC_Onboarding_Playbook_2022_Blog_Meta_2.jpg)](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) And if that doesn’t quench your thirst for onboarding content, try: - Joining our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) and asking one of our 8,000+ members a question - [Onboarding 101](https://www.salesenablementcollective.com/onboarding-101/), Ashli Bontrager, Senior Sales Enablement Manager - [Building a human-centered global onboarding program](https://www.salesenablementcollective.com/building-a-human-centered-global-onboarding-program/), Expert panel discussion --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 8,000+ of your enablement peers in our Slack community! Ask questions, network, share ideas, and more** [**today**](https://www.salesenablementcollective.com/join-the-sec-slack-community/)**.** --- ### 6 enablement trends and predictions for 2024 - the community's view URL: https://www.salesenablementcollective.com/6-enablement-trends-and-predictions-for-2024-the-communitys-view/ Last updated: 2025-11-21T13:35:47.000Z 2023 was a mixed year for [enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/), with layoffs and budget cuts slowing what has been an upward trend for the function in the past few years. With that said, the enablement community continued to show its **strength, camaraderie, and supportive nature** in the face of adversity and reminded us of why it’s so great. > *The arrival of January brings on a new year of opportunities for enablement professionals worldwide, and a new swathe of challenges to adapt to.* One of the greatest resources available to any enabler is, well, other enablers! We asked members of the [SEC Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) to share their expectations, predictions, and trends for the enablement function in 2024. While 2023 was certainly a breakout year for the use of [artificial intelligence](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/) in sales and enablement, what lies ahead in 2024? **Here’s what *your peers* think:** ## Recruitment for enablement roles will trend upwards Starting on a positive note, Sales and [Revenue Enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/) Consultant [**Viktorija Hartwell**](https://www.linkedin.com/in/viktorijahartwell?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAAAdn0hEBTwSLsnL-IxCXF0gAyYOCovfkWhs&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BmqD7leb0RTuEhNCYQvJlVA%3D%3D) predicts a brighter 2024 for enablement professionals worldwide. > *This might be the year where enablement teams won't have to continuously prove their worth to secure their position in the company.* "I think enablement will be recognized *without question* as an essential part of most organizations, same as any other function. “After last year's mass layoffs in enablement, the recruitment for enablement roles seems to be picking back up again globally, specifically for enablement *leadership* roles.” This is one prediction we’re definitely crossing our fingers for at SEC HQ! ## The future of sales enablement will be automated [**Thomas Cheriyan**](https://www.linkedin.com/in/tkcheriyan?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAAAFfODQB9FzeyKqQRA-vQzzsnYg0HL2GvAw&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BEl1dbWvVQGWiDljcgrGOYg%3D%3D), Director of Revenue Enablement at Rattle, told us that the way enablement deals with [data](https://www.salesenablementcollective.com/data-democratization-how-to-flip-sales/) is destined to change - for the better. > *Let’s face it: The marriage between enablement and data has been a rocky one. But it’s 2024, and it's high time we address the elephant in the room.* “Sales enablement leaders, listen up: The game has changed. It's all about making data not just available, but actionable. “We've been sitting on a goldmine of data in systems like Salesforce, but let’s be real – how many of our [reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) and managers genuinely know how to mine these digital depths for golden insights? > *They're juggling dozens of opportunities, leads, and accounts. Expecting them to magically find that needle in the haystack of data? Wishful thinking.* But how does Thomas envision this current situation changing? Data automation. Here’s how: > *This is where we shake things up with data automation. Remember the REKS framework from Winning by Design? Results, Effort, Knowledge, Skills – it’s solid, but there’s a missing link.* “We need to connect *Results* with *Effort*, and that’s where data automation enters the chat. Picture this: Renewals should start 90 days out, but who’s keeping track? “The system should be. Imagine an automated alert to your [CSMs](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/): “Heads up, your deal with Pepsi needs attention for renewal – get on it!” This isn’t just a nudge; it’s a strategic push at the perfect moment. “Or let's talk about when a sales rep flags a competitor in a deal. The old-school approach? Hope they remember their training or find that [battlecard](https://www.salesenablementcollective.com/all-you-need-to-know-about-battlecards/) buried somewhere in their inbox. --- [Key shifts to drive higher performing sales teamsJeff Jaworski draws on his experience to share 5 shifts you can make to solve a big problem: ineffective customer meetings![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveJeff Jaworski![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2024/01/pexels-------------4405368.jpg)](https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/) --- “The 2024 approach? Hit them with an automated, “Hey, you’re up against Acme Corp – here’s your battlecard link. Go get ‘em, tiger!” “We’ve been hoarding data like it's going out of style for the past 30 years. It’s time to stop just collecting and start intelligently using it. > *We’re in the era of ‘*do more with data*.’ It’s about turning data into a sales enablement superhero, swooping in with the right info at the right time.* Thomas wants to change how sales enablement teams think about and approach data in 2024 - believing that simply having access to data doesn’t mean anything if it’s not genuinely contributing to your enablement efforts. > *Let’s cut to the chase. It’s not enough to have data; it’s about making that data work for us, tirelessly, behind the scenes. It’s about empowering our teams with information that’s not just accessible, but also actionable and timely.* “As we plunge headfirst into 2024, the message is clear: Embrace data automation in sales enablement or get left behind. This isn’t just about keeping up with the times; it’s about being a step ahead, redefining the game, and turning what was once a pipe dream into everyday reality. "Welcome to the future of sales enablement – it’s automated, it’s smart, and it’s about time.” ## Shifting from making sure reps know, to making sure reps do [**Jonathan Mahan**](https://www.linkedin.com/in/jtmahan?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAABO05hsB51pONAaHTcIwffzqI9hioBO4umY&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3BX0tbpcRzQMaqhlBulqDMeg%3D%3D), Co-Founder of The Practice Lab, expects *skill development* to be a key focus for enablement teams in 2024\. > *I think we'll continue to see the emphasis of enablement efforts shift away from making sure reps know what they need to know, and towards making sure reps are able to do what they need to do.* "Less focus on knowledge transference, and more on skill development. “Enablement teams are frustrated by consistently putting so much effort into designing and launching top-notch training programs just to watch call recordings a month later and see that no one is implementing what they've learned. --- [The SEC onboarding playbook - download it today!We worked with our partners at Second Nature and other expert onboarding professionals to build this playbook. Download and elevate your processes today.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSales Enablement Collective![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/07/SEC_Onboarding_Playbook_2022_Blog_Meta_2.jpg)](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) --- And it’s not just enablement teams getting frustrated according to Jonathan. He’s expecting to see mentalities continue to shift this year. “Similarly, a lot of companies are seeing that nothing is really changing on the sales team in terms of behaviors and results and the [C-Suite](https://www.revenueoperationsalliance.com/chief-revenue-officer-revenue-growth-from-the-c-suite/) are wondering how they can justify growing/maintaining their enablement team when the impact on revenue isn't there - or at least isn't visible. > *From what I've seen, enablers and sales leaders alike are starting to realize that there's a big difference between knowing/understanding what great selling looks like, and being able to execute great selling on live calls when the pressure is on.* “The hope and assumption when I was a rep five years ago was that once we *knew* better then we would *do* better, but that's proving to be a faulty assumption that many enablement teams are questioning (shoutout to Seismic, Snowflake, Salesloft, and a few others who have already made this shift in thinking!)”. ## The quality of a rep’s work will matter more than ever before [**James Pursey**](https://www.linkedin.com/in/jamespursey?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAAARDiroBxeNyNzgIbqj9nHouVG5ftkgNrbI&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3Bf4k7UEjRRiGt8m%2F4ooE6mA%3D%3D), CEO of Replicate, believes that understanding the difference between reps with a high or low quality of work could be a difference-maker for enablement teams in 2024 - as it can be directly correlated to positive business outcomes. > *I think businesses will focus on the quality of work of reps more than ever as it will directly correlate to yield and profitability.* "Businesses squeezed excess margins, then laid people off - their only remaining option now to increase yield is to materially improve the efficacy of their team. “This will lead to a revolution in how reps are managed, coached and measured and enablement will finally have its day. --- [Sales metrics for sales enablement: explained | SECA well-designed sales enablement strategy should have a measurable impact on sales results and revenue. Often the challenge is identifying the right metrics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1550985543-49bee3167284?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQcontent/images/size/w1200)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) --- James explained that he believes measuring reps’ quality of work is the natural next step for organizations and enablement teams to take. > *Quality of work is the only real lever remaining to materially improve yield, but it’s not measured at all.* "I expect to see companies doing more scorecards, finding smarter ways to use [tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) like Gong, and doing more audits. “When that shines a light on how poor the transition is from the training floor to the sales floor, a fire will be lit for enablement at exec level. “But it all starts with a measurement for work quality that compliments outcome and activity measurements to give a better understanding of productivity.” James proposes a “rep productivity formula” consisting of: **Productivity =** *Quality x Activity x Target*. In the following example, James shows how this formula could highlight a rep who is hitting target through luck: 🧑‍🏫 ****P =** **50% x 50% x 100%* ****\= 25%** In 2024, James expects this shifting focus to be a key trend to watch for. ## Empowering enablement in 2024 [**Stephanie White**](https://www.linkedin.com/in/stephanie-white-sales?miniProfileUrn=urn%3Ali%3Afs%5FminiProfile%3AACoAAALvVu0BZ3VzrAJmYh4DS2rXblLb2x9XuXI&lipi=urn%3Ali%3Apage%3Ad%5Fflagship3%5Fsearch%5Fsrp%5Fall%3Bp4eCvZvXR5u0SuejqYgqfA%3D%3D), Senior Director of Revenue Enablement, told us that enablement should approach the new year in a different way to the up-and-down 2023\. > *In 2024 we should see a shift to enablement that is empowered.* “2023 was a year of restructures, plugging holes, doing more with less and stretching our teams and individuals to the limits. Enablers did incredible things to keep [go-to-market](https://www.salesenablementcollective.com/extending-the-olive-branch/) teams running. “Now, we’ll see more enablers empowering themselves with self-development, skills training, and leaning into new technologies to make our lives easier and focusing on the human element that we do best. Stephanie expects enablement professionals to lean on their peers even more in 2024 as the function continues to evolve: > Community, connections, peer networking, and our own growth plans will take a larger and larger stage as we prepare ourselves to truly lead in the next generation of revenue enablement. ## From defining enablement to expanding enablement [**Jocelle Sarenpa**](https://www.linkedin.com/in/jocelle/), Director of Sales Enablement & Training for Field Nation, noticed a pattern while speaking to enablers from all over the world in 2023: "The past five or six years have really been about defining enablement: > *What we do and don't do, who we are, what are the most applicable and sought-after skills, where do we align, what are the core fundamentals we all do?* "I'm making the bold prediction that 2024 will be a shift in expanding who we are, what we do, and abandoning the frameworks for the sake of greater fluidity - especially borrowing from other functions and disciplines. "I have found parallel application with peripheral roles like facilitators, mediators, coaches and teachers. "I even see borrowing from other cultures as a means of expanding authentic human connection and trust. For example, Americans borrowing from our friends LATAM - the culture of meeting in-person first getting to know one another, establishing a bond, then entering into a business agreement. "Maybe this looks like more on-site visits; the resurgence of the road warrior salespeople, maybe this looks like more company-sponsored user groups and community. > *Not for the sake of selling more, but for the sake of truly being in service of the customer.* Jocelle's TLDR is all about the fact that authentic, [human](https://www.salesenablementcollective.com/a-human-approach-to-ai-and-automation/) communication is at the core of what we do - even in a world where [artificial intelligence](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) is booming. "With the pendulum swinging so far towards tech and automation, the natural response ought be to swing back towards authentic communication and human connection. "We're tasked with becoming more adaptable; more flexible to support our customers (sales leaders, salespeople, operations, etc) and we can do this borrowing skills and tactics from other professions, disciplines, and cultures. --- There you have it! **Six** experienced enablers, **six** predictions and expected trends for the industry in 2024\. Have you adapted the way you approach sales enablement in 2024? Share your learnings, ask for advice, or just network with your peers in our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) of over 8,000 members just like you. What are you waiting for? [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) --- ### Enhancing B2B tech sales through lessons learned from my recent car-buying experience URL: https://www.salesenablementcollective.com/enhancing-b2b-tech-sales-through-lessons-learned-from-my-recent-car-buying-experience/ Last updated: 2024-01-31T15:37:55.000Z *Optional background music on Spotify: "*[*Fire in the Sky by Anderson Paak*](https://open.spotify.com/track/3zpGIFghtnVlwMXWyKW474?si=45fde0c375e94776)*".* --- In my recent quest for a family car to accommodate my newborn son, I anticipated a seamless and [customer-centric](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) sales experience, given my over-two-decades of experience in sales and [enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/). However, the reality was far from the red-carpet treatment I expected; instead, I found myself feeling more like a bishop than a “customer is king.” Reflecting on this, I discovered valuable insights that **directly translate** to B2B tech sales, emphasizing the crucial role of ongoing training and support from [sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) and a reminder of the importance of trust in sales. **A** [**HBR**](https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwiJyrHt7oeEAxVqR0EAHTLRDZgQFnoECBUQAQ&url=https%3A%2F%2Fhbr.org%2F2020%2F05%2Fbegin-with-trust&usg=AOvVaw3YgwWkF0LjlN2XsiD7r7Zf&opi=89978449) **article sums it up quite nicely:** > *People tend to trust you when they think they are interacting with the real you (*authenticity*), when they have faith in your judgment and competence (*logic*), and when they believe that you care about them (*empathy*).* Here's seven things I learned as I reflected on this experience: ## 1\. Listening is key: Before making recommendations or showcasing offerings, take the time to truly understand the customer's needs. When you find the “[pain](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/),” dig deeper and be curious with the intent to help the person in front of you. ## 2\. Relevance matters: When the time comes, avoid showing aspects of your product or service that are of little interest to the prospect, which can be avoided if you probe and listen with genuine interest. Keep the focus on what aligns with their needs and priorities, which takes a touch of **empathy**. ## 3\. Maintain professionalism: Unnecessary discussions about industry challenges (as I experienced) and unrelated topics can detract from the customer experience. The [salesperson](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) lost valuable time with me and should have been asking probing questions to pinpoint my needs. Stay focused on addressing the customer's requirements, maintaining a high level of professionalism throughout. --- [Are you talking or communicating? The difference means dollarsDavid Chace dives into the art of face-to-face communication, and how you can move from taking to truly communicating with your clients.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/06/pawel-czerwinski--0xCCPIbl3M-unsplash-2.jpg)](https://www.salesenablementcollective.com/are-you-talking-or-communicating-the-difference-means-dollars/) --- ## 4\. Solid product knowledge is part of the trust equation: Ensure that you as a seller or your sales team if you are an enabler, is well-versed in your product and regularly updated. [Knowledgeable](https://www.salesenablementcollective.com/creating-an-enablement-calendar-to-manage-the-gtm-team-learning-journey/) sales professionals contribute significantly to building [trust](https://www.salesenablementcollective.com/people-buy-because-they-like-you-with-googles-theo-davies/) with customers, showcasing expertise and competence (**logic**). Many salespeople could not answer my questions about the car and were eager to push me to their website where I would have to search for answers. ## 5\. Consistent follow-up: A seamless sales experience extends beyond the initial meeting. Regular follow-ups demonstrate commitment and interest in the customer's [journey](https://www.salesenablementcollective.com/fit-to-win-and-scale-how-sales-enablement-buyer-enablement-complement-each-other/) and studies indicate that multiple touch-points are needed to make the sale. Missing follow-ups can leave a lasting negative impression, which I experienced more than once, demonstrating disinterest and eroding trust. ## 6\. Sales experience equals product satisfaction: Recognize that the sales experience is as crucial as the product itself. Customers are more likely to return and engage with a salesperson who is responsive, respectful, and knowledgeable. We’re humans, we prefer working with people we like and who show a genuine interest in us. ## 7\. And for lucky number seven, be you, be (**authentic**): We are humans interacting with humans, which is something no [robot or AI](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) will ever replace. In the world of B2B tech sales, the parallels are evident – build **trust** by being **authentic**, showing **empathy** and presenting **logical** statements, understand the client's needs, maintain relevance, professionalism, have knowledge of your product, have consistent follow-up, and recognize the value of the sales experience, which all contribute to a successful and satisfying customer journey. > *As professionals in the tech industry, let's strive to apply these lessons, to ensure our customers feel truly valued and make each seller experience worth remembering.* --- *Jaren is Global Head of Sales Enablement at Siemens Grid Software. He initially shared this article on* [*LinkedIn*](https://www.linkedin.com/pulse/enhancing-b2b-tech-sales-through-lessons-learned-from-jaren-krchnavi-y29bf%3FtrackingId=ymSIBB4iTJSZCHrGRJvtPA%253D%253D/?trackingId=ymSIBB4iTJSZCHrGRJvtPA%3D%3D)*.* --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 8,000+ of your enablement peers in our Slack community! Ask questions, network, share ideas, and more** [**today**](https://www.salesenablementcollective.com/join-the-sec-slack-community/)**.** --- ### 5 video strategies for next-level sales enablement in 2024 URL: https://www.salesenablementcollective.com/5-video-strategies-for-next-level-sales-enablement-in-2024/ Last updated: 2024-10-24T06:56:44.000Z [Sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/) helps teams drive revenue growth using strategic processes, and recent data says companies prioritizing sales enablement achieve higher overall team attainment of sales quotas by [32%](https://www.aberdeen.com/cmo-essentials/crm-sales-enablement-creating-a-library-of-success/). Videos are a big help here - studies have shown that businesses using videos get [85%](https://www.dash.app/blog/video-marketing-statistics) more people to buy. This article discusses how significant videos are in improving sales and aims to provide valuable tips by exploring five video strategies for 2024\. Let's read on. ## **Video strategy 1: Personalized sales videos** Personalized sales videos are about [making videos](https://www.flexclip.com/create/sales-video.html) that match each customer's needs. They're better than generic messages because they create a more authentic link between your brand and your market. In the world of sales, where customizing is essential, personalized sales videos are strong tools your [sales reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) can utilize as part of their sales process. ### **Benefit 1: More attention-grabbing** Personalized videos grab attention better than generic ones, leading to prospects who are more likely to interact with your sales reps and marketing [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/). These interactions ultimately make prospects more likely to buy because they connect better with the message. ### **Benefit 2: Better relationship with potential customers** Personalized sales videos talk directly to your ideal [customer](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/) base and meet their specific needs. They make potential customers feel valuable and spoken-to, building trust and strengthening the brand-customer relationship. ### **Benefit 3: Smart decision-making with data** Personalized videos give helpful data about what customers like, do, and what resonates with them. Some modern [sales tools](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/) can provide information on how long a prospect watched a video, or what the most-replayed section was. This data helps you and your teams build better content for the future, keeping it valuable, fresh, and effective. **So, how do you make your sales videos personal? Here are three ways based on customer data:** ### **Technique 1: Dynamic content mapping** Use customer data to plan out different sales video journeys. Customize the script and[ add music to video](https://www.veed.io/tools/add-audio-to-video) content based on their likes, past actions, and demographics. Videos should be tailored to each stage of a [customer's buying journey](https://www.revenueoperationsalliance.com/how-to-map-the-customer-journey-for-revenue-operations-success/) where possible and showcased at the correct time for maximum effectiveness. ### **Technique 2: Interactive decision trees** Create videos where the viewer makes choices, guiding them through a personalized decision-making process. Adjusting the content based on what the viewer picks can make the video more captivating and tailored to their needs. ### **Technique 3: Data-driven personalization** Use [customer data](https://www.cmoalliance.com/3-ways-savvy-marketers-will-use-data-in-2024/) to personalize the video by including the customer's name or company. A simple touch like that is an easy way to begin connecting with the viewer. ## **Video strategy 2: Interactive product demos** [Product demos](https://www.productmarketingalliance.com/how-to-deliver-a-killer-demo-and-train-your-sales-teams-to-do-the-same/) help people experience your product up close, showcasing its features in action. They're a much more effective way to highlight your product's benefits than just talking about them. They help potential consumers understand how your product solves a problem they're experiencing practically, or how meets an organizational need. Seeing your product actually *working* builds confidence and can make a prospect more likely to buy. Now, let's talk about interactive [videos](https://www.revenuemarketingalliance.com/your-guide-to-b2b-video-marketing/) \- these are a big deal in the digital marketing space. Unlike regular videos, interactive videos get people involved. Viewers can make choices, explore features, and customize their experience. > *They turn passive viewers into active participants, making the info stick in their minds.* **Here are simple tips on making awesome interactive** [**product demo**](https://www.productmarketingalliance.com/how-to-deliver-an-effective-product-demo/) **videos:** - Create a **lively script** that gets viewers involved. Ask questions, give choices, and take them on a journey that fits their preferences and needs. - Add **clickable spots, pop-ups, and overlays** to highlight vital product features. This approach grabs attention and shares detailed information without overwhelming the viewer. - Smartly organize your interactive video. **Have a logical flow** that keeps viewers hooked from the beginning to the end. Gradually show what your product can do and why it's great - while keeping the focus on how it can meet the prospect's specific needs. --- [4 Signs your sales demo is boring buyers | SECJames Doman-Pipe, Head of Product Marketing at Headstart, outlines the 4 signs your sales demo is boring buyers and the steps you can take to rectify it.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveJames Doman-Pipe![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2021/08/bored-dog--1---1-.jpeg)](https://www.salesenablementcollective.com/4-signs-your-sales-demo-is-boring-buyers/) --- ## **Video strategy 3: Storytelling for success** [Stories](https://www.revenuemarketingalliance.com/how-to-build-emotional-connections-through-b2b-brand-storytelling/) have a natural ability to grab attention and make connections. In sales, telling stories that bring out feelings and talk about problems can leave a solid and convincing impression on your consumers. Stories make information easy to relate to, building interactions and trust—things you need for successful sales. **Now, let's talk about adding** [**storytelling**](https://www.productmarketingalliance.com/the-what-why-and-how-of-storytelling/) **to your sales videos:** ### **Make your brand feel human** Add elements that show the [human](https://www.salesenablementcollective.com/a-human-approach-to-ai-and-automation/) side of your brand. Share real stories about your team, customers, or how your product came to be. This personal touch can make your brand and product feel more relatable and authentic. ### **Solve problems with your story** Arrange your sales videos like a story about a problem and its solution. First, discuss a common issue and explain the challenges (which your prospect should relate to), then show how your product or service fixes *their* challenge through the story. This way, your story connects viewers looking for solutions to their needs. **To make your stories hit home:** - Invest in professional[ video editing software](https://www.veed.io/tools/video-editor) to make your sales videos look more polished. You should also use high-quality images, videos, and music to make your videos more enticing. - Customize your stories to match your intended market's location and preferences. Use their language, discuss what matters to them, and provide examples they can relate to. - Be mindful of different cultures. Ensure your stories are respected and include cultural aspects so they connect well with diverse markets. - Keep up with what's popular. Leverage [AI-powered tools](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) like AI avatars or[ eye contact AI](https://www.veed.io/tools/eye-tracking-software/eye-contact-ai) to improve your sales videos. Include things in your stories that match people's interests, making sure your stories feel current and trendy. ## **Video strategy 4: Live video interactions** Live video can add a unique immediacy to your [sales process](https://www.salesenablementcollective.com/b2b-basics-identifying-the-decision-makers/), giving you the opportunity to talk directly with your customer base. Doing so in real-time allows for genuine communication, allowing businesses show products, answer questions, and build trust. It's a powerful tool in selling, providing an experience that regular content can't. **Here are some tips for doing great live video sessions for sales:** ### **Tip 1: Get ready before going live** Plan what you'll say, prepare visuals, and consider possible questions. Being ready and prepared will make you appear professional and build trust with your consumers. ### **Tip 2: Talk with your viewers** Ask your viewers for comments and reactions to engage them. Use their names, reply to comments immediately, and make them feel heard. ### **Tip 3: Keep it short and to-the-point** Respect your consumer's time by keeping your content short and focused. Don't go off on tangents about unrelated topics - get to the main point, and keep a good pace to keep viewers hooked. ### **Tip 4\. Set aside time for questions** Ask your viewers to send questions during the live video and answer them in a question-and-answer section. It helps to deal with specific queries or concerns, and shows that you know your stuff and care about your [customers](https://www.cmoalliance.com/the-science-of-responding-to-customers-unmet-needs/). ### **Tip 5\. Use Real-time features** Experiment with features like polls, quizzes, and chat sessions during the live video. These things make viewers participate more, turning the live video into a two-way conversation instead of just you talking. Interactive elements keeps viewers engagement and invested in what you're showing - otherwise you risk them not paying attention. --- [Are you talking or communicating? The difference means dollarsDavid Chace dives into the art of face-to-face communication, and how you can move from taking to truly communicating with your clients.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDavid Chace![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/06/pawel-czerwinski--0xCCPIbl3M-unsplash-2.jpg)](https://www.salesenablementcollective.com/are-you-talking-or-communicating-the-difference-means-dollars/) --- ## **Video Strategy 5: Data-driven video analytics** Using data helps us make intelligent choices. In sales, knowing what [customers](https://www.salesenablementcollective.com/sales-focused-buyer-personas-what-why-how/) like and how they act is critical to improving. Using [data](https://www.salesenablementcollective.com/data-democratization-how-to-flip-sales/), sales teams can adjust their methods, find improvement opportunities, and smooth out every step of the process. Video analytics have to be a big part of your sales video strategy. They reveal how people interact with your videos, essentially proving their level of effectiveness. Knowing these specific data points can help you improve the user's experience while watching and ultimately drive more people to purchase. Video analytics are a window into how well sales videos perform and what prospects like or dislike about them. **Now, let's talk about the** [**key performance indicators**](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) **to check in sales videos:** ### **KPI 1: Watch time** Track how long people usually watch your videos. If many people watch for a long time, this indicates exciting, engaging content. If most people stop watching after 15-30 seconds, there's clear areas to improve in. ### **KPI 2: Click Through Rates (CTR)** Check how many people click on the buttons or links in your videos. A high number here means your video is doing a good job at getting people to the next step in the buying process. ### **KPI 3: Conversion Rates** Track how many people do what you want them to do after watching your video, such as filling out a form. This can inform you of whether your video is contributing to your sales process. ## **Takeaways** As we wrap up our look into sales video tactics, keep the following in mind: 1. Make your sales videos personal for more attention and a stronger connection. 2. Spice up your product demos with interactive stuff for a more fun experience. 3. Use storytelling to leave a lasting impression on your consumers. 4. Connect with your viewers in real-time using live video for more interactions. 5. Use data-driven video info to make your sales plans better. With these tricks in your bag, you're making videos and creating experiences that build trust and bring in sales in 2024\. Cheers to making the most of your sales enablement video strategies and achieving success! --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Hired_Banners_.png)](https://certified.salesenablementcollective.com/p/sales-enablement-hired) --- ### The AI-powered future of revenue growth is here URL: https://www.salesenablementcollective.com/the-ai-powered-future-of-revenue-growth-is-here/ Last updated: 2025-07-21T15:37:23.000Z What if I told you AI will soon become your sales team's MVP? When we think about generative AI conquering new frontiers, possibly the most commercially impactful domain yet is [revenue enablement](https://www.salesenablementcollective.com/what-is-revenue-enablement/). As Founder and CEO of Letter AI, my team and I live and breathe revenue tech innovations daily. We think *a lot* about how emergent technologies aren't just revolutionizing products – they have immense potential to transform go-to-market processes. And **generative AI sits at the very epicenter**. In this article, I'll explain why there is so much hype around AI right now, what is generative AI, share the impact it's already having, and most importantly, walk through specific ways we're using it to *revolutionize* revenue enablement. Let’s get started! ## **Why generative AI is having a moment** AI has actually been around since the 1950s, so why is everyone talking about it now? Put simply, AI models have become *far* more advanced and capable over the past five years alone thanks to breakthroughs across three key areas: 1. **Better techniques for building AI models:** Innovations like Google's Transformer architecture have enabled models like ChatGPT that are superior at processing language. 2. **More computing power:** Chips keep getting faster and stronger, allowing us to train bigger models on more data. 3. **Expanded data:** We now have access to vast datasets like the whole public internet to train AI models. But most significant is the shift from rules-based systems to learning systems. Traditionally, technology solutions have been programmed with rigid rule sets. AI takes a radically different approach - it learns patterns from exposure to vast datasets. > *This makes AI uniquely equipped to excel at previously impossible tasks like natural language processing.* Just as humans learn concepts by seeing examples rather than memorizing exhaustive rules, modern AI systems now mimic that capability. ## **The impact of generative AI** We're already seeing major productivity gains from integrating generative AI into business workflows. For example, one study that came out recently showed that consultants at BCG, were 40% more productive when they use generative AI versus not. Our own Letter AI customers in revenue enablement roles have already been able to create personalized sales training content and collateral in a fraction of the usual time. Where it used to take weeks or months of manual effort to assemble and tailor assets for learning programs, it now happens at the push of a button. > *Reps get up to speed faster, managers scale their coaching, and subject matter experts no longer get bogged down addressing basic questions.* Over the next 3-5 years, this human-AI collaboration will become standard across roles. Rather than "AI taking jobs," we'll see the most effective employees use AI to accomplish exponentially more. Within the decade, I expect generative AI will be integral to nearly all business software. Though there's still uncertainty about the long-term outlook, in the meantime, let's look at how generative AI can make an immediate difference in the revenue [journey](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/)… --- [AI and sales enablement: a match made in the cloud?AI has incredible potential when used in a sales environment, and best of all, it’s not limited to one area. It can be used to help sales enablement achieve its goals in a number of both direct and indirect ways.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1516110833967-0b5716ca1387?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fGFydGlmaWNpYWwlMjBpbnRlbGxpZ2VuY2V8ZW58MHx8fHwxNjQyNjk4NjA3&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/ai-and-sales-enablement-a-match-made-in-the-cloud/) --- ## **Speeding up sales cycles with 24/7 self-service** There's nothing more frustrating than losing a deal because sales couldn't get answers from product experts in time. An AI-powered conversational agent can address many common questions instantly without needing to loop in busy teammates. > *For anything too complex, the system politely defers to humans, freeing up their time for higher-impact discussions.* Similarly, implementing something as multifaceted as Marketo looks completely different across customers. Generative AI lets us develop onboarding content and training unique to each use case in a fraction of the time. Reps get specialized assets catering to their exact deployment needs rather than one-size-fits-none materials. ## **Increasing retention with proactive churn prevention** Losing customers should never come as a surprise, but now AI-powered analytics can predict churn risk well in advance, notify customer success managers, and recommend re-engagement playbooks. Understanding your customers who are at risk of churn but then proactively engaging those customers via a conversational interface in your platform can be incredibly powerful. With the right nudge at the right time guided by data, we strengthen relationships instead of writing off defection as inevitable. ## **Driving productivity with AI-augmented coaching** Even with the best sales coaches, there are never enough hours in the day to review every rep interaction in detail. AI coaching assistants assess recordings first, escalating only the most constructive examples to humans. > *AI doesn't do everything right, but it becomes an iterative process that's significantly faster than the current state.* Managers spot-coach where they have the highest ROI, reps get more frequent feedback while coaches focus on complex relationship building. Everyone wins. --- [Using ChatGPT for sales - and why you need it in your sales enablement toolkit | SECWondering how to use ChatGPT for sales? This article, featuring SEC Ambassador Thomas Cheriyan, is your one-stop shop.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/03/photo-1678957949479-b1e876bee3f1-2.jpeg)](https://www.salesenablementcollective.com/using-chatgpt-for-sales-and-why-you-need-it-in-your-sales-enablement-toolkit/) --- ## **The future of revenue enablement** At its core, generative AI transforms revenue enablement from a back-office cost center into an integrated, intelligence-driven profit engine. When every commercial workflow leverages the power of big data, machine learning, and natural language processing, you get an automated, exponential scale. Activities that used to be time-sinks suddenly catalyze growth. Strategic enablement initiatives evolve into predictive tools to model the future rather than vague guesswork. > *Of course, AI augments human intelligence rather than replacing it entirely. But by partnering human creativity with AI productivity, the possibilities are endless.* Teams sell more in less time, customers get experiences hyper-personalized to their needs, and bottom lines surge thanks to enhanced productivity and scale that’s simply not achievable with rules-based systems. The future is truly unfolding as we speak, who knows how far generative AI can take us! ### Key shifts to drive higher performing sales teams URL: https://www.salesenablementcollective.com/key-shifts-to-drive-higher-performing-sales-teams/ Last updated: 2024-01-23T15:14:21.000Z My name is Jeff Jaworski. Over the last 20 years, I’ve sat at a lot of tables. I’ve been the **buyer**, holding a nine-figure budget at the top agency holding companies, and I’ve been the [**seller**](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) **and sales leader** responsible for driving growth on a nine-figure book of business at Google. I took those experiences to [**enablement**](https://www.salesenablementcollective.com/what-is-sales-enablement/) over the past five years in an effort to help Google’s sales organization build the knowledge and skills needed to continue to grow in an increasingly complex and competitive environment. My goal *now* is to bring the culmination of those experiences to more sellers, more sales teams, and more sales organizations **to drive better outcomes for all sides of the table**. ## The problem at every table: Over the past 20 years as a customer, seller, and enablement leader, I’ve experienced a pain point at every table, which has persisted in hindering higher performance from sales teams and better outcomes for both sellers and customers. **What’s the problem?** Ineffective customer meetings. Ok, so that’s the problem, but how big is it really? How many ineffective customer meetings do you think will happen *today*? > *The answer? 15 million in the US alone - and it costs companies up to $283B!* ## Why should we care? Why should we even care about this? Bad meetings are happening everywhere and we know this already, so why change? The reality is bad meetings have been happening for a long time, but: - The amount of meetings we’re having - How we’re having them - The environment we’re in These factors make every meeting **matter much more than ever before**, and there’s a real business impact on the effectiveness of our meetings. Which brings me to what this article is all about: ****🔎 Purpose:** Share the **key shifts* that led to higher performing sales teams and better outcomes for customers from my 20+ years of experience and in particular the past 5 years as an executive enablement leader at Google ****📈 Benefit:** Inspire YOU and your teams to make these shifts and drive higher performance for your organization ****❓ Check:** How does that sound? If you’re onboard, read on. If not, I encourage you to use the rest of your time doing something you’d find more purposeful and beneficial. ## Five key shifts With that, there are five key shifts that really drove this change (from my experience as an enablement leader at Google) that you can take back to your organization. ### Shift 1: Address the how, not just the what When we think about meeting effectiveness, or frankly any outcome you’re hoping to drive, it comes down to ensuring that our sellers *truly understand* both what they need to know and do in order to drive a successful outcome. In this case, driving more effective meetings means that: - You truly understand customers’ objectives/challenges/pain points - Are able to design effective solutions to meet those needs and are equipped with the right skills and behaviors that will improve the effectiveness of their meetings From how you open and close, how you lean into discovery early on and throughout the process as needed, how you tell a clear and structured story to address the opportunity, and how you handle objections along the way. > *With that in mind, many sellers feel their meetings are effective already, yet customers often disagree.* That being said, the problem was really in **HOW we delivered the meetings, not** **necessarily what we were offering**. **Let me give you an example:** When we first started to build our proof of concept for the [sales coaching](https://certified.salesenablementcollective.com/p/sales-coaching-certified-masters) program at Google, I was running many of these sessions myself to get first-hand experience on running the session, what would come up, etc. In one of our first sessions, the opportunity was (for better or worse) immediately validated. We had a seller come in to practice an upcoming pitch and here’s how the opening went: > *“Hi, today I’d like to cover three things with you. First, I’d like to talk about X product, second I’d like to talk about Y product, and then if we have time, I’d like to hear what is top of mind for you.”* **Yikes**. That is just one seller, now imagine if that is happening with hundreds or thousands of sellers and customer engagements. With that one session, we were able to address the framing, coached the seller to flip the flow, and also dug further into what the meeting stage actually was at and what would be most important to address and get out of the time. Remember, the meeting is to serve the [customers](https://www.salesenablementcollective.com/customer-journey-mapping-making-sales-buyer-centric/)’ goals, not our own (we solve ours once we solve theirs). The seller had an absolute *aha* moment through the session and saw the power of [coaching](https://www.salesenablementcollective.com/when-coaching-doesnt-work-its-because-organizations-dont-make-it-a-cultural-thing-mark-garrett-hayes/), practice, and real-time feedback in a safe space. That was just one example and the harsh reality is that sellers, no matter where they work, are often too focused on their products, using their language, and often not fully preparing for how to deliver the meeting in a way that would resonate with the customer’s objectives, opportunities, and goals. 💡 The truth is this: if we don’t address what actually makes a meeting effective and then reinforce those skills and behaviors through continual coaching, practice, and feedback, we risk the same behavior continuing to deliver ineffective results. So now you might ask - how *do you* deliver an effective meeting and *know* it was effective? Here’s the key steps we focused on: - You know **what type** of meeting you’re having (are we in discovery or pitch?) - You have a **clear purpose and mutual benefit** to start the meeting and align on the goal upfront (you may have noticed I used a purpose benefit check to clarify the purpose of this article) - You have a clear understanding of the **objective** and frame it in the customers’ language with clear rationale, recommendations, and business impact - You can present in a **compelling and memorable** way through things like stories, humor, and analogies - You handle [objections](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) with **care & curiosity**, seek to learn more, and deliver a response that is anchored in the additional information you’ve gained to provide a response that is thoughtful vs. defensive and directive - You reserve time to **effectively close** the meeting with a clear summary, check if we accomplished our goals, assign action items, and next steps and say “thank you” (no meetings should end abruptly or where we keep saying - sorry we’re a few minutes over) --- [11 things to do if you’re serious about selling more sales SaaS - from a buyer’s perspectiveSales enablement professionals are a dedicated bunch. They work tirelessly to support the organization’s sales reps with the ultimate aim of making them better sellers. That being said, it’s important to consider the perspective of the person that your sellers are selling to.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveJames Fielding![](https://images.unsplash.com/photo-1488145842571-f4b346304162?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDN8fGVsZXZlbnxlbnwwfHx8fDE2Mzc2ODU3NTc&ixlib=rb-1.2.1&q=80&w=2000content/images/size/w1200)](https://www.salesenablementcollective.com/11-things-to-do-if-youre-serious-about-selling-more-sales-saas-from-a-buyers-perspective/) --- ### Shift 2: Stop checking boxes, start changing behavior Great, so let’s fix ineffective meetings. Here’s the next challenge that enablement teams face and need to change for this to actually work - warning, you might just get triggered in this section. 🙂 **Here’s a question:** How often are you spending time addressing short-term or reactive requests? "All sellers need to be trained on X", "we need to be better at Y", etc. without a clear *problem* to solve that will drive sustainable impact? Just taking the next training to [check a box](https://www.salesenablementcollective.com/moving-away-from-the-checkbox-mentality-with-jaren-krchnavi-siemens/)? > *I’m willing to bet you’re nodding your head as you’re reading this right now…* **In order to address ineffective meetings, it *cannot* be solved with one and done training. The goal is not to check a box, but rather to change behavior.** This requires a system to support and drive sustainable behavior change, not just a singular training or point in time solution. Here’s an analogy for you: **A sustainable approach is like Taylor Swift**. It is memorable, relatable, and has a repeatable formula that delivers impact. People know it, believe in it, and they come back for more. **A singular solution is like a one-hit wonder**. Let’s compare it to an artist like Right Said Fred. Their hit song? *I’m too sexy (1991)*. Well, that one time it might have been true, but it certainly didn’t sustain itself. Every one-hit wonder has different reasons for why it became popular, but they all have one thing in common - their popularity waned and they were forgotten. > *The formula for their one-time success didn’t sustain itself. This is what happens with even the best training programs.* We invest heavily in them, a lot of fanfare, promotion, driving enrollment, and even with the “BEST TRAINING EVER” they tend to end up like Right Said Fred - gone and forgotten. **In fact, 90% of what our sellers learn is lost within one week. Don’t be like Right Said Fred. Be like Taylor.** This is where sales coaching comes in to provide specialism in the HOW to sell and a space for our sellers to learn, practice, and apply key skills to prepare for their upcoming customer meetings. It's *not* just another training. --- [Mastering training in a hybrid workplace | SECDiscover the steps you need to take to perfect your hybrid sales training with Jenn Haskell, Director of Sales Enablement & Training at Nasuni.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveJenn Haskell![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/10/victor-freitas-WvDYdXDzkhs-unsplash-2.jpg)](https://www.salesenablementcollective.com/mastering-training-in-a-hybrid-workplace/) --- ### Shift 3: Make it happen FOR them, not TO them Your learners (sellers, [sales managers](https://www.salesenablementcollective.com/partnerships-with-sales-managers-require-listening-and-trust-building-gillian-white/)) should immediately see and feel the benefit of the experience. It’s an investment, and they should be able to apply what they’ve learned in their next customer engagement. They’re doing it because it benefits *them*, in service of a better outcome for their customers, not because there is a requirement and a deadline attached to it. > *This should feel like something they want and get to do, as opposed to feeling like they have to do it.* **What does this mean?** It means that the seller can bring their unique challenge and situation to the table, work through it in a psychologically safe environment, and know they’ll walk out with tangible ways to address it. It is meant to truly *help* them, not just check the next training box - and if they see the impact (and they will), they’ll come back for more! ### Shift 4: Meet them in THEIR Flow, not YOUR flow To do this well, it is critical that we meet sellers at their time of need and in the flow of their work, not just when we’re ready for them to take training based on our own planning and dev cycles. **It must be always on and available when they need it most.** That means that your sellers should not experience this program based on the gantt chart that outlines the timing to build and launch programs. This is a program that is always on, and can evolve without needing to wait months for it. 💡 Further, **when* the sellers participate should be up to **them*, not you. This means that they can sign up and request a session based on their availability, as opposed to only when the workshop dates are available. Ultimately, this is not a campaign or a compliance exercise, this is about sustainable behavior change - which means it requires repetition, needs to be always on, and is available at their time of need. ### Shift 5: Be in it with them, don’t throw it at them This means embedding it in their system and riding alongside the [sales teams](https://www.salesenablementcollective.com/is-your-sales-team-ready-for-a-recession/), not just sitting in your silo throwing training over the fence. We accomplished this with the sales coaching program by doing two things: - Assigning each leader a business partner to align on the joint learning plan and priorities - Assigning a dedicated sales coach to each VP with an aligned strategy, set of goals, manager cohort to involve so that there was mutual benefit and accountability Without this, enablement is often seen as a “cost” or “compliance vehicle” by the sales teams rather than an [*invested partner*](https://www.salesenablementcollective.com/how-stakeholder-communication-is-an-enablement-difference-maker/) who is in it with them --- [Building beyond training to the enablement horizon | SECMatt Cohen examines the building blocks of sales enablement, and the steps you need to take to get enablement up and running in your organization.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveMatt Cohen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/03/joshua-earle-ICE__bo2Vws-unsplash-2.jpg)](https://www.salesenablementcollective.com/building-beyond-training-to-the-enablement-horizon/) --- ## Business results **So, does it work?** After 5,000+ coaching sessions across the world, we were able to turn around what were consistently declining results on meeting effectiveness and partner CSAT by upwards of 3 to 9 points. > *Further, the managers who were involved in the program also saw better results than those that did not. We also had multiple signature wins that were directly attributed to utilizing sales coaching.* Not too shabby, and the program is only two years old! ### Wrapping up We sought out today to learn about the key shifts that drive higher performing teams in an effort to inspire you to take and make these changes in your organization. **Did we achieve what was promised?** If so, my ask of you is to take these five shifts back to your organization and include them in your enablement plans. If you would like to request support to bring these shifts to life in your organization, you can visit [www.theshift.llc](http://www.theshift.llc/) or reach out to [info@theshift.llc](mailto:info@theshift.llc) for more information on ways we can partner. With that, I will leave you with my personal favorite result and say “thank you” for investing the time to read this. I hope you found it useful and are able to take advantage of these insights. 🎤 ****My personal favorite result:** “**I have hope again*”. Remember, sellers are people too. Enablement can be a critical partner in driving the ****confidence**, ****capability** and even ***hope** to achieve greater outcomes. --- *This article was based on Jeff's keynote presentation at the Sales Enablement Summit in Chicago in 2023\. You can find the slide deck* [*here*](https://drive.google.com/drive/u/0/folders/1USKxL-v5llpX51OwJ2JvlsdaccZLlA4X)*, or watch the whole presentation* [*OnDemand*](https://www.salesenablementcollective.com/sales-enablement-summit-chicago-november-2023/?wchannelid=s82jdswmc4&wmediaid=36wb7aojqn) *as an SEC member.* --- ### What is the difference between CSMs and Account Managers? URL: https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/ Last updated: 2025-06-26T13:22:49.000Z **Customer Success Managers (CSM)** and **Account Managers (AM).** They're both two job titles that float around every business and both *seem* related, right? But it’s not just a case of rebranding; [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) are not Account Managers re-packaged for tech industries that offer [Software as a Service](https://www.customersuccesscollective.com/what-is-saas/) (SaaS). Upon a closer look at their respective skill sets, goals, approaches and interactions with customers, Customer Success Managers and Account Managers couldn’t be more distinguished. They both operate on entirely different scales and have different objectives when it comes to the customer. We aim to demystify any confusion surrounding these two distinct professions by examining the similarities and differences between these two complex roles. This article will explore: - [Main differences at a glance](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/#main-differences-at-a-glance) - [What a Customer Success Manager is](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/#what-does-a-customer-success-manager-do) - [What an Account Manager is](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/#what-is-an-account-manager) - [The key differences between the two roles](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/#the-key-differences-between-customer-success-managers-and-account-managers) - [The day-to-day responsibilities](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/#the-day-to-day-responsibilities-of-a-customer-success-manager-vs-an-account-manager) - [How to make a career transfer](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/#how-account-managers-can-make-a-career-transfer-into-a-customer-success-role) In case you're in a rush, here's the topline info, the main differences between a CSM and an AM. ## Main differences at a glance | CUSTOMER SUCCESS MANAGER 🚀 | ACCOUNT MANAGER 🎯 | | ----------------------------------- | -------------------------------------- | | Focuses on the entire customer base | Focuses on select high-value accounts | | Driven by customer lifetime value | Driven by account revenue | | Proactively delivers value | Reactively responds to client requests | | Scales across many customers | High-touch, personalized service | | Seeks customer retention | Seeks contract renewals and upsells | ## What does a Customer Success Manager do? A Customer Success Manager is a person who looks after the employer-customer relationship after the sales process. Their role is to ensure loyalty and a lengthy relationship, with the overarching aim for the customer to receive the most out of the product and/or service. ### Roles and responsibilities In an organization, the Customer Success Manager is responsible for developing and nurturing the customer’s value, using [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) like [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS), to monitor the state of their customer base and to lengthen the **customer lifetime** value (CLV). The CSM's overall ambition is to demonstrate value to the customer and vastly elevate their experience with the product, ultimately driving long-term sustained revenue by retaining the customer and avoiding unnecessary churn. ## What is an Account Manager? An Account Manager is a role within an organization dedicated to managing strong relationships with clients. After a customer’s onboarding with sales, the Account Manager will take over customer liaison until the end of the client’s professional partnership with the organization. ### Roles and responsibilities An Account Manager generates revenue and builds a lasting, fruitful relationship with company clients. Normally, an Account Manager will only have a few accounts, perhaps just two or three, and works with a small pool of customers. In a nutshell, an Account Manager is the personified link between the employer and the customer. But don’t let an episode of the TV show, *Mad Men,* fool you – it’s not all long lunches filled with boozing and schmoozing in smoke-filled Manhattan hotel bars! There’s a genuine, cultivated strategy for liaising and listening to a client’s needs. Just like customer success, you need to have phenomenal people skills to be an Account Manager. In fact, it's the beating heart of account management. It’s a profession that demands an ability to problem solve and to work with a variety of different people, so being able to clearly communicate is critical to success in this role; you need to be able to relay information elegantly between both employer and client. ## The similarities between Customer Success Managers and Account Managers While Customer Success Managers and Account Managers have distinct differences in their day-to-day responsibilities (more on that shortly), there are noteworthy parallels in the core talents and objectives they share. At their foundation, both roles center around developing positive, productive relationships with customers. They leverage a robust set of "people skills" –exceptional communication, service-focused mindsets and analytical abilities – to drive retention and revenue growth. Though their approaches differ, CSMs and AMs are united by their passion for customers and desire to be trusted partners that enable mutual success. The following bullet points expand on the key similarities that unite these two, customer-centric functions. - **Building strong relationships with customers**: Both CSMs and AMs focus on establishing trust and rapport with customers. They prioritize open communication and being reliable partners. - **Requiring excellent communication and interpersonal skills**: Successful CSMs and AMs have polished communication abilities to connect with all customer personalities. They demonstrate empathy, patience, and adaptability. - **Aiming to provide a positive customer experience**: CSMs and AMs strive to deliver consistent positive interactions that meet or exceed expectations. Their goal is a frictionless, valuable customer journey. - **Often acting as the main point of contact:** CSMs and AMs frequently serve as the primary contact for customers to ensure seamless support. They manage the client relationship day-to-day. - **Tracking and analyzing customer metrics and data**: Leveraging data insights is crucial for both CSMs and AMs to gauge customer health. They synthesize usage trends to guide strategy. - **Involving some elements of upselling or expanding accounts**: While not the sole focus, CSMs and AMs strategically uncover expansion potential. They match customer needs with new offerings. - **Focusing on retaining and growing revenue**: Boosting retention and revenue growth is a shared priority for CSMs and AMs through account optimization and loyalty. - **Collaborating cross-functionally within their company**: CSMs and AMs engage with peers in sales, marketing, product, etc. to connect the dots across the customer journey. - **Contributing insights to improve products/services**: Feedback from CSMs and AMs influences enhancements to better meet customer needs and goals. - **Aligning customers' goals with company objectives**: CSMs and AMs aim to create synergy between what customers want to achieve and company growth priorities. --- [What Is Customer Success Enablement?Customer success enablement is a business function responsible for giving customer success teams the tools, ongoing training, and materials necessary to excel in giving customers the best possible ongoing experience.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-166.png)Sales Enablement CollectiveAlex Walton![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/SEC_Sharing_Article_Images_Doodles-Text_--1-.png)](https://www.salesenablementcollective.com/what-is-customer-success-enablement/) --- ## The key differences between Customer Success Managers and Account Managers? It boils down to both teams' different overarching goals. Customer success is concerned with cultivating customer loyalty via demonstrating value. While making money is part of every department's long game, customer success teams go about it in a more subtle and less mercenary way. Account management is not only preoccupied with consolidating revenue and keeping the client happy but often is in charge of [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), cross-selling and [renewals](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/). Every organization operates under varying business models with different demands to answer and objectives to reach. Acknowledging this fact plays a massive part in the function of customer relationship management between Customer Success Managers and Account Managers. Let's go into this in slightly more detail. 👇 ### 1\. Scale of customers The way a multinational enterprise corporation operates will not be the same as a small, independent business. Factoring size into the equation is imperative, as the size of the client base varies dramatically between a Customer Success Manager and an Account Manager. An Account Manager will focus their attention on very few clients – maybe two or three, depending on the value of each account. For example, larger companies might have one single client who brings in $1m in revenue, or more. The prestige of this account (client) demands a close relationship with a specific contact person to ensure their needs are met. For complex, high-value clients like this, account management takes a high-touch engagement approach with them. CSMs, on the other hand, can deal with hundreds, if not thousands, of customers at any given time. The size of your employee-to-customer ratio will drastically affect the level of personalization afforded. Customer success teams use tools like Intercom to imitate a close, personal relationship with the customer, but it’s quite literally *en-masse*. In no way does that observation aim to discredit the ethos behind customer success. Far from it. CSMs operate on a significantly larger scale than account management does. ### 2\. Customization A lot of why these two fields operate so differently is how they operate under vastly different business models. As customer success originated within the SaaS industry, their customers can be loosely described as “buy-off-the-shelf.” Take the subscription model as an example: customers might pay to watch their favorite cable TV channels, or to read articles in the [New York Times](https://www.nytimes.com/?ref=customersuccesscollective.com) behind its online paywall. They all pay a fixed small sum per month or annum, and while there may be different plans or subscriptions to choose from, there is actually little room for radical customization or changes to the product. The underwritten golden rule for customer success is to allow every customer to reach their goals with your product and/or service – we certainly aren’t negating that. Large or small, SaaS organizations will operate under very similar models – and this model doesn’t necessarily bend over backward to accommodate each individual customer. Frankly, it’s impossible to do so for everyone. At surface level, one difference between an Account Manager and a Customer Success Manager is their ability to say “no” to customers. (Don’t worry, we promise you it’s not just an excuse to be rude, far from it!) Saying “no” to a customer can be a positive move and one that will help CSMs and the company in the long run. ![Customer Success Managers: Customer Success Managers are concerned with demonstrating value by enhancing the customer experience for sustained loyalty and long-term revenue generation. Account managers: Account Managers are revenue-led, with the end goal of keeping high-value clients happy and dealing with renewals, up-selling, and cross-selling. ](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/01/Copy-of-SEC_Page_Header_Meta_-4.png) The weight of customers’ investment in account management can cause a great deal of compromising and changing goalposts between different departments. If you’re on commission or billing a client by the hour, of course, they will want to ensure their ambition comes to fruition. But what we’re really talking about is learning the skill to handle a customer’s expectations. ### 3\. Managing (great) expectations Dickens wrote about them; CSMs *live* them. If you really think about it, all it boils down to is common sense: when making promises to everyone, you’re not going to be able to fulfill these commitments to all of them. (You’d have to be super-human to pull that level of customer attention off.) With this customer model, you’re inevitably going to have to let some people down. And the result? You could negatively impact your customer relationships and you don’t wanna get on their nerves! Without a doubt, Customer Success Managers are constantly working towards an overarching objective: for customers to meet their goals. Consequently, CSMs can find themselves overstretching their prescribed job role. It’s important to draw lines and politely redirect querying customers to the relevant department, such as sales. Way back when during our [Customer Success Festival in June 2021](https://www.customersuccesscollective.com/customer-success-festival-june-2021/), **Corinne Goldberg,** former **Head of Customer Success** at **Slack**, explained that one of the defining characteristics of a CSM is their commitment to ensuring realistic expectations between customer and business. The last thing CSMs want to do is disappoint their customers. After all, when customers are disengaged and neglected, you’ll become susceptible to increased churn rates, and while it *is* possible, [re-engaging a churned customer](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) isn’t easy. Of course, everyone wants to be able to have their customers leave fully satisfied. But realistically, in a SaaS business model that isn’t feasible. In turn, by letting people down you compromise the quality of your service. If customers feel neglected this can spark a high churn rate — something you definitely want to avoid like the plague. Essentially, providing genuinely helpful feedback works both ways. Due to account management's focus on revenue, there are certain stereotypes of Account Managers being “yes” people. The line goes, if you’re paid by the hour by a high-value client, there can be an obligation to agree to every request made. This can often not only be disappointing for the client but incredibly time-consuming. ### The different approaches of Customer Success Managers vs. Account Managers A key difference between Account Managers and CSMs can be measured by their skill sets, and the way both industries feed into each other is highly contested. Account management is very much a subset of a strategic CSM’s skills. Both fields function in similar ways, but this overlap in skill set comprising both roles isn’t equally shared. In fact, the reverse situation isn’t applicable; Customer Success Management isn’t a mirror of Account Management. A Customer Success Manager is consistently trying to add value to their product and to the customer’s experience; a CSM might ask the customer how they can make improvements. Depending on the type of product or service, a Customer Success Manager may be able to monitor the customer’s user engagement and reach out to understand why something might not be working out. On the other hand, an Account Manager is driven by an expansive regime, focused on renewals and sales. This lens of revenue is a major difference between a CSM and an Account Manager’s prerogatives. We interviewed **Jyo Shukla, Senior Customer Success Manager at BitSight**, who gave her insight into the DNA behind a CSM: > *"CSMs have a proactive, trust-based, outcome-focused approach that fosters customer advocacy and leads to more meaningful expansions for the customer in the long run."* Jyo’s insight lends itself to a much bigger point: Customer Success Managers have a nurturing mentality. For Jyo, CSMs are able to derive the best outcomes for a customer and help them have a more holistic experience. In contrast, account management aims to secure revenue commitment from clients. 💡 The main differences are in their scope, approaches, and primary objectives related to customer lifetime value vs. account revenue. But the client-facing relationship-building and analytical skills needed are common across both roles. ## The day-to-day responsibilities of a Customer Success Manager vs. an Account Manager The day-to-day responsibilities of an AM and CSM depend on the type of AM role you're working in. The day-to-day responsibilities of an Account Manager (AM) and Customer Success Manager (CSM) depend on the type of AM role and organization. **Jess Crow**, a **Customer Success Manager** at **Titus Learning**, leads a team of recently transitioned CSMs from AMs, offering an interesting perspective. For Jess, a CSM's daily responsibilities tend to involve: - Strategic review meetings (discussing success plans) - Supporting blockers/challenges with service desk tickets - Helping clients meet their outcomes/ROI - Providing product recommendations and advising on the roadmap On the other hand, an AM's responsibilities at Titus Learning include: - Securing renewals with the CSM providing insight (proposals, negotiations, etc. – classed as transactions) - Leading sales opportunities (upselling/growth) passed as customer-qualified leads (CQLs) by the CSM to provide value and solve problems - Leading gathering of requirements/scope, generating proposals and commercials A key overlap stems from the need to understand client requirements and commercial aspects. For Jess, this happens because insight and relationships sit with the CSM team. CSMs end up doing much of the work to secure upsells with existing clients, given their trusted advisor status, not sales focus. However, account management forms vary. Client Success Account Managers (CSAMs) overlap more with CSMs than traditional sales-focused Account Managers, who focus purely on driving renewals and upsells. **Natasha Beresford**, **Client Success Account Manager** at **Product Marketing Alliance**, is heavily focused on helping her clients find value in The Alliance's products and nurturing client relationships. Both CSAMs & CSMs are focused on proactively helping the clients see value throughout their time with the organization; however, the main difference is how the roles achieve this. > *"For CSAMs, they work to develop and nurture strong relationships with their accounts. They’ll usually act as the primary point of contact, after handover from sales, for most queries when possible. They liaise with relevant departments and then collate all the information and relay it back to the team keeping the clients.* > > *"CSAMs will often have frequent check-ins with their accounts. The frequency is usually dependent on the size of the team and what was discussed during the engagement call.* > > *"These check-ins are designed to share updates and reports with the account’s lead booker to give them an overview of how their team is getting on and ensure we’re keeping track of whether their goals or needs have changed. It also gives more opportunities to identify cross-sell and up-sell opportunities for the sales team to investigate.* > > *"CSMs tend to support the customers during the initial onboarding phase, ensuring they have everything they need to get the maximum out of the product, and will often communicate messages to wider groups based on customer personas. CSMs will then support the customers as queries emerge, as the volume of customers is too high to utilize a higher-touchpoint approach.* > > *"CSMs proactively support customers by ensuring that the onboarding, or messaging being sent to the client is relevant and clear, and will take into account any previous feedback they’ve received."* Both CSAMs and CSMs are the organization’s advocates for their customers or clients internally and advocate for the organization externally. There are a lot of similarities between the two roles in this area, asking for testimonials or feedback from highly engaged customers or accounts to help support the organization. In turn, sharing feedback that has come directly from the people experiencing the goods or service helps the organization ensure that they’re working towards improvements requested by users. In Natsasha's opinion, CSMs have a broader range of responsibilities than a Client Success Account Manager: > *"As a CSM day-to-day could be anything from onboarding customers through a live session, creating email series designed to reduce churn, promoting reviews and testimonials, making engagement series for the platform, reaching out to high-risk customers, or a number of other activities.* > > *"A CSAM has a slightly narrower scope of tasks, they’re usually more in-depth. Reporting is a great example of this. Each report is made up specifically for each time, and then during the check-in, a summary may be provided to give the account lead booker an overview.* > > *"The recommendations made by the CSAM are often tailored to the client specifically which means ensuring you’re familiar with that particular account."* The work of a CSAM is largely client reporting, engagement monitoring, liaising on issues, success and changing goals, set up, and calls. These are all extremely time-intensive items tailored to each account. While CSAMs lean on ready-made templates to streamline where possible, there's always going to be an element of manual work involved. ### The flexibility between Customer Success Manager roles and Account Managers How much flexibility versus rigidity exists across the two roles? How much autonomy and discretion do CSMs have compared to AMs when dealing with customers? These are two crucial questions when weighing up the two roles. We put this question to **Natasha Beresford**, **Client Success Account Manager** at **The Alliance**: > *"I would say that this can vary from organization to organization. Both roles require a degree of flexibility. For example, Account Managers may have accounts across different time zones, so flexibility of time can become quite important.* > > *"The Client Success Account Manager (CSAM) may take a call outside of their usual working hours to accommodate the client because calls are a great way to establish and support relationships.* > > *"The needs and goals of the teams may change, and there may have been a misunderstanding between the client and sales so it’s important that CSAMs have the flexibility to navigate these situations and make decisions to amend deliverables and challenge expectations where necessary.* > > *"Overall, I think CSMs have less autonomy than CSAMs.* > > *"Generally, the things CSMs work on, such as emails and email series, banners, and group posts for example will go to a wider audience so there are more processes in place to ensure that things line up with the organization's standards and launch timelines. There are also more rigid review processes to maintain consistency and attract as much attention from customers as possible.* > > *"With CSAMs, while there are certain guidelines, like the company tone of voice, or check-in processes, the specific management of accounts is up to the individual CSAM and the client. There may be an agreed value that the CSAM is able to deal with.* > > *"For example, at their discretion, they may offer a refund or product exchange up to a certain value before there is the requirement to involve the sales team or management.* > > *"There are also a number of occasions where a CSAM will decide to offer a higher level of service dependent on the potential growth of an account or the willingness of the account’s lead booker to provide something of value back to the organization such as a testimonial or client interview."* ## Customer success and account management KPIs When thinking about success metrics for CSMs and AMs, it's important to consider how these two roles are evaluated differently by leadership. Here's a comparison of the different types of KPIs found in customer success and account management: | CUSTOMER SUCCESS MANAGER 🚀 | ACCOUNT MANAGER 🎯 | | --------------------------- | ----------------------------------- | | CSAT scoring | CSAT scoring | | NPS | Number of client calls taken | | Testimonials and feedback | Testimonials and feedback | | Customer qualified leads | Retention and expansion of accounts | ## How Account Managers can make a career transfer into a customer success role Transitioning into a different professional field is a keen way to utilize the power of transferrable skills. In fact, since customer success is a relatively non-traditional role, many people find themselves segueing into this booming function. We asked members of our sister community, Customer Success Collective, for advice for any Account Manager or Account Executive looking to move into customer success. **Josh Horsman, Head of Customer Success (UK)** at **Askable**, said: > *"I'd say as an AM *you'll already be well-equipped for the role*, but there are some important distinctions to consider between the roles.* > > *"Learn to think in terms of how you can deliver maximum value for the customer. Seek to gain a deep understanding of their goals and how your product can help them to achieve those ends.* > > *"Then, make it your mission to help the customer *realize that value and hit their goals* through building a great relationship, awesome onboarding, first-class customer support, being proactive about seeking their feedback, and finding new ways to help them reach those goals as both your product and their goals evolve."* ## The future of the Customer Success Manager and the Account Manager roles As the customer success industry matures, there is a growing emphasis on making customer success programs more strategic and outcome-driven. !["Every engagement should intentionally progress the customer to the next step in their journey. If an engagement doesn't strategically move the customer forward, it runs the risk of being non-valuable, amounting to mere relationship-building, which, while significant, is already being covered by an account team. "It's not solely the purview of the CSM to maintain relationships. Instead, CSMs need to focus on driving outcomes."](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/01/Copy-of-SEC_Testimonial_Template_.png) ### Evolving CSMs beyond relationship-building With the impact of an unpredictable economy, budgets often tighten. Customer success teams are likely to be tasked with directly generating revenue through account expansion. This signals an evolution beyond the traditional relationship-building focus of customer success. According to **Santosh Sahoo**, **Regional VP of Customer Success** at **MuleSoft**, to drive this evolution, customer engagements need to become more purposeful. > *"Every engagement should intentionally progress the customer to the next step in their journey.* > *If an engagement doesn't strategically move the customer forward, it runs the risk of being non-valuable, amounting to mere relationship-building, which, while significant, is already being covered by an account team.* > > *"It's not solely the purview of the CSM to maintain relationships. Instead, CSMs need to focus on* [*driving outcomes*](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/)*."* This intentional, outcome-based approach is the future of customer success. CSMs have a prime opportunity to expand their impact beyond just maintaining customer relationships. With the right vision and strategy, they can transform into drivers of adoption, expansion, and retention. Traditionally, account management is commercially driven rather than outcomes driven. Many AMs prioritize sales due to targets, which can, unfortunately, lead to mis-selling if they do not fully understand client requirements and pain points. These insights usually sit with the Customer Success Manager. ### The future is digital The future of account management is headed towards a digital transformation, but that doesn't mean losing the personal touch. As [McKinsey research](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/how-digital-is-powering-the-next-wave-of-growth-in-key-account-management?ref=customersuccesscollective.com) shows, key Account Managers will need to adopt a hybrid model that blends high-tech capabilities with high-touch service. On one hand, data and digital tools will drive unprecedented efficiency and insights. According to the study, Account Managers can leverage automation, AI-enabled analytics, and account planning software to get an integrated view of customer needs and strategy. This allows them to scale personalization in a way not possible before. But even as Account Managers embrace these digital capabilities, the human element remains critical. Key accounts still value a trusted advisor who understands their business and goals at a deep level. Someone who can be their advocate across the organization. This is where Account Managers will continue providing white-glove service and strategic guidance. The most successful Account Managers will integrate the two approaches seamlessly. They'll tap data to inform where high-touch services are most valuable and personalize digital touchpoints. Blending automation with human interactions will allow Account Managers to drive growth for their most strategic customers like never before. The future is not digital *or* personal. It's digital *and* personal. Account management will thrive by leveraging both. ## All in all... > **CSMs are concerned with demonstrating value by enhancing the customer experience for sustained loyalty and long-term revenue generation.** > **Account Managers are revenue-led, with the end goal of keeping high-value clients happy and dealing with renewals, up-selling and cross-selling.** Where CSMs are preoccupied with dealing with bigger scale, Account Managers ultimately deal with bigger clients. Account management can be categorized as reactive in supporting its client-business relationship with a focus on contract renewals and upselling. Customer success, on the other hand, is preoccupied with making sure the customer’s goals are *their* own goals. While both can happily co-exist, a CSM wouldn’t try and do an Account Manager’s job and up-sell; it would ruin the foundation of their relationship with the customer: trust. A CSM takes a more proactive approach with day-to-day mutual engagement plans, with the aim of adding value to the customer. Customer success teams can operate on a variety of [high-touch or low-touch relationships](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/), depending on the customer base. On the other hand, account management will ordinarily have a high-touch strategy due to their smaller clientele. Both branches of customer relationship management (CRM) are very similar, but the glaring difference between them is intent and scale. While CSMs are more common in SaaS, and Account Managers are more traditional fixtures in business, the success of both of these roles is dependent on the style of your business and the individual demands of your customers. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 6,000+ of your sales enablement peers in SEC's Slack community and begin networking and idea-sharing** [**today**](https://www.salesenablementcollective.com/join-the-sec-slack-community/)**.** --- ### Steps to closing the deal checklist URL: https://www.salesenablementcollective.com/steps-to-closing-the-deal-checklist-framework/ Last updated: 2024-09-25T09:48:07.000Z Closing a deal is the most critical part of the sales process. After all the hard work of building rapport, presenting your solution, and [overcoming objections](https://www.salesenablementcollective.com/objection-handling-script-framework/), it all comes down to the final moments. That's why we've created our steps to closing the deal checklist, which is designed to help you seal the deal with confidence and precision. ## What is the steps to closing the deal checklist? This checklist is a practical guide designed to help sales professionals navigate the crucial final steps of the sales process. It provides clear and actionable advice to keep you focused, confident, and persuasive when asking for the close. Key steps include: - **Maintaining consistency**: Transition smoothly from presentation to close without changing your tone or attitude. - **Projecting confidence**: Stay self-assured during the close—your confidence will inspire trust in your prospect. - **Leveraging small agreements**: Use small "yeses" throughout the process to lead up to the big "yes" at the end. - **Highlighting benefits, not features**: Shift from talking about features to emphasizing the benefits those features bring to the customer. - **Handling pricing objections**: Introduce discounts or bonuses proactively, rather than in response to pricing concerns. - **Framing the close positively**: Phrase your closing ask in a way that highlights what the prospect gains by saying yes. - **Embracing the silence**: Once you’ve asked for the sale, stay silent and let the prospect take their time to respond. ## Download your steps to closing the deal checklist *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![steps to closing the deal checklist](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/steps-to-closing-the-deal-checklist.png) [Steps to closing the deal \[checklist\]Steps to closing the deal \[checklist\].pdf68 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Steps-to-closing-the-deal--checklist-.pdf "Download") [Steps to closing the deal \[checklist\]Steps to closing the deal \[checklist\].docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Steps-to-closing-the-deal--checklist-.docx "Download") [Steps to closing the deal \[checklist\]Steps to closing the deal \[checklist\] Closing the deal is the most important part of a sale. It doesn’t matter if you conduct an amazing discovery, deliver a fantastic presentation, and go through all the hard work if you don’t manage to get the prospect to sign the dotted line and seal the dea…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyLxY08r-5Zh6nnWXucGyQeq5PPZQf0XJAVVADBpPQF434KEhyZleyNhxfqYMXmRhFDZOcofxfg-y1cCgKf7hZxt5o6ywYWl8D30xrobn-6zbRRPHhia=w1200-h630-p)](https://docs.google.com/document/d/1pS1OKmmrxwxBvD8S1JFyQHmRHWRIJW6PtweRhMiuhbI/edit?usp=sharing) _This post is for paying subscribers only._ ### Prospect tracking sheet template URL: https://www.salesenablementcollective.com/prospect-tracking-sheet-template-framework/ Last updated: 2024-09-22T07:18:04.000Z Our prospect tracking sheet template helps you keep track of every interaction, ensuring no lead slips through the cracks. From initial contact to closing the deal, this template provides everything you need to [manage and nurture your prospects](https://www.salesenablementcollective.com/lead-nurturing-track-template-framework/). ## What’s inside the template? This prospect tracking tool is designed to help you monitor progress at [each stage of the sales cycle](https://www.salesenablementcollective.com/five-actions-to-shorten-the-sales-cycle/): - **Contact details**: Keep all essential contact information in one place, including phone numbers and email addresses. - **Sales cycle stages**: Track where each prospect stands—whether it’s initial contact, proposal, or negotiation. - **Follow-up dates**: Set reminders for when to reach out next, ensuring timely communication​. With this sheet, you can easily stay on top of each prospect’s status, next steps, and relevant insights. ### How to use it: Here’s how to make the most of your prospect tracking sheet: 1. **Add your prospects**: Input the name, contact details, and the current stage of the sales cycle for each lead. 2. **Track your interactions**: Record the date of your last contact, the next follow-up date, and any results from your conversations. 3. **Plan your next steps**: Keep clear notes on the next actions required, so you’re always prepared for the next touchpoint. 4. **Stay informed**: Use the notes section to log any important details, such as concerns or special requests, to better understand and engage your prospects. ## Download your prospect tracking sheet template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![prospect tracking sheet template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/prospect-tracking-sheet.png) [Prospect tracking spreadsheet - TemplateProspect tracking spreadsheet - Template.pdf67 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Prospect-tracking-spreadsheet---Template.pdf "Download") [Prospect tracking spreadsheetProspect tracking spreadsheet.xlsx112 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Prospect-tracking-spreadsheet.xlsx "Download") [Prospect tracking spreadsheet![](https://ssl.gstatic.com/docs/spreadsheets/spreadsheets_2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyIexeulrYFr5WuV_epcQCTUQG8u_8ymjip-bb3nIrokDy2SLnkJcGJYLV_ISVVgiZcAfP8i8H2i1CgQrrFlCqjdeG0yLBH0cL99ig1H-ax1ZA4SSQ2h=w1200-h630-p)](https://docs.google.com/spreadsheets/d/1ZLRhjgmaIcFvtqm2DV2HtwkprQ5qL9WePBu4lHM1H4c/edit?usp=sharing) _This post is for subscribers only._ ### Competitive analysis (Porter's 5 forces) framework URL: https://www.salesenablementcollective.com/competitive-analysis-porters-5-forces-template-framework/ Last updated: 2026-08-14T15:53:02.000Z ## What is a Porter's Five Forces worksheet? Porter's Five Forces is a framework for scoring the competitive pressure on your business across five areas: new entrants, buyer power, supplier power, rivalry, and substitutes. This worksheet turns that framework into a facilitated session your team can actually run, rather than a slide you fill in alone. ## What's inside the template? The worksheet has five parts, plus a closing verdict: 1. Prepare before the session 2. Score each force 3. Compare target segments or markets 4. Run the session 5. After the session ## How to use the template Start with the prep section before you get anyone in a room. Naming a facilitator who isn't running the business day-to-day will push back on assumptions the rest of the team has stopped noticing. Work through the five forces in order during the session, agreeing on a score and capturing the reasoning in the notes column as you go. If you're evaluating more than one target segment or market, run the scoring table again for each one so you can compare them directly rather than relying on a single impression. Once the session ends, compile the notes into a single document and share it with everyone in the room before it goes stale. The real value is in the overall verdict at the end, so treat the scores as a means to that answer, not the finish line. ## Download your Porter's Five Forces worksheet ![Porter's Five Forces worksheet](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/2026/08/Porter-s-Five-Forces-worksheet.png) [Competitive analysis framework – Porter's Five ForcesCompetitive analysis framework – Porter's Five Forces.pdf120 KBdownload-circle](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/files/2026/08/Competitive-analysis-framework-----Porter-s-Five-Forces.pdf "Download") [Competitive analysis framework – Porter's Five Forces (1)Competitive analysis framework – Porter's Five Forces (1).docx1 MBdownload-circle](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/files/2026/08/Competitive-analysis-framework-----Porter-s-Five-Forces--1-.docx "Download") [Competitive analysis framework – Porter’s Five ForcesCompetitive analysis framework Porter’s Five Forces Porter’s Five Forces is a simple, effective way to scope out the competitive landscape your business operates in, surfacing what’s really driving new entrants, buyer and supplier power, competitive rivalry, and the threat of substitutes. Run…![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/icon/docs-favicon-2026-v2-1270130e-bbdb-4401-b107-8369d8b9b279.ico)Google Docs![](https://storage.ghost.io/c/e8/42/e8425f10-c6bc-4266-b03f-495034377a60/content/images/thumbnail/AHkbwyJOZNjdlGICLADxPRMecFIQIn8q9Ked_jd6D34yxrmAz7Mxq8tosMemn6hWQSGsqLLPBU0YEB9Hl3BeF_NOuExpIqIZPaffyXtf12iJUGrzTFnDni-z-w1200-h630-p-1886ba5a-ce3d-440a-9fcf-5f3beacf8c8d)](https://docs.google.com/document/d/1P8hEWKyoxQhjbnEGtMOvQWGkFSiCHJjySmEVlfGvsXA/edit?tab=t.0) _This post is for paying subscribers only._ ### Mondays, am I right? URL: https://www.salesenablementcollective.com/blue-monday-2024/ Last updated: 2024-01-15T10:55:29.000Z January, eh? Holidays are over, the weather’s dreary, and even the most caffeinated among us might feel a little… blue. Whether it’s Blue Monday or January Blues, it doesn’t have to have the final say. Let’s flip the script, invest in yourself, and spark some serious mojo. Think of it as a self-love career power move disguised as a **sweet deal** to turn this Monday into a career milestone. So, here’s our Monday motivation for you. --- **10 percent off all our ladder-climbing** [**courses**](https://certified.salesenablementcollective.com/) From coaching and training, to metrics and messaging, you can master all aspects of your role with experts from the likes of **Slack**, **Salesforce**, **Google**, **Apple, Shopify** and more. [**Elevate your skills**](https://certified.salesenablementcollective.com/) --- **10 percent off ever-expanding** [**memberships**](https://www.salesenablementcollective.com/pro-plus-membership/) Join an in-person event to grow your network, dip into the mentorship program for personalized guidance, or break into the bank of templates and frameworks to kickstart projects with ease, there’s enough to keep you constantly impressing your peers. *Psst. With a Pro+ membership, you get access to this and all our courses.* [**Join the community**](https://www.salesenablementcollective.com/pro-plus-membership/) --- Investing in yourself isn’t just about fancy certifications or shiny badges (although we can’t lie, those are cool too). It’s about igniting your passion, fueling your creativity, and reminding yourself why you fell in love with sales enablement in the first place. It also doesn’t hurt to have the support of 8,000+ enablement peers cheering you on from the sidelines. Let's be honest, who wouldn't rather face the world feeling confident, empowered, and ready to crush their goals? That's the kind of Monday we're all about here at Sales Enablement Collective. Head to our site to use your discount code **BLUE2024** for 10 percent off. [**Take me there**](https://www.salesenablementcollective.com/). Go smash it. Thanks, Daniel O'Dowd **Content Lead** **Sales Enablement Collective** ### Sales rep scorecard template (with example) URL: https://www.salesenablementcollective.com/sales-rep-scorecard-template-framework/ Last updated: 2024-09-18T10:59:44.000Z Keep your sales team on target with our sales rep scorecard template. This simple yet effective tool lets you track individual performance across [key sales metrics](https://www.salesenablementcollective.com/sales-metrics/), ensuring everyone stays focused on hitting their goals. Whether it’s calls, conversations, presentations, or closed deals, this scorecard helps you measure progress week by week. > Don't forget, we also have a sales performance agreement template [right here](https://www.salesenablementcollective.com/sales-performance-agreement-template-framework/). ## What’s inside the template? The sales rep scorecard helps you monitor key performance indicators for each rep: - **Calls and conversations**: Track the number of outreach attempts and meaningful interactions with prospects. - **Presentations and deals closed**: Measure how many presentations have been delivered and how many deals have been finalized. - **Progress to quarterly targets**: Automatically calculate each rep’s progress toward their quarterly goals and what they need to achieve weekly to stay on track​. The template provides a straightforward way to ensure your team is consistently working toward its objectives. ### How to use it: Here’s how to get the most from your sales rep scorecard: 1. **Input weekly metrics**: Each week, enter the number of calls, conversations, presentations, and closed deals for each rep. 2. **Set quarterly targets**: Define the quarterly targets for each metric to ensure you have clear goals. 3. **Monitor progress**: The template calculates the percentage of each target achieved, as well as the weekly goals needed to stay on track. 4. **Stay focused**: Use this scorecard to regularly review performance and make any necessary adjustments to help your team hit their goals. ## Download your sales rep scorecard template (with example) ![sales rep scorecard template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/09/sales-rep-scorecard-template.png) [Rep scorecard template - TemplateRep scorecard template - Template.pdf57 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Rep-scorecard-template---Template.pdf "Download") [Rep scorecard templateRep scorecard template.xlsx121 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/09/Rep-scorecard-template.xlsx "Download") [Rep scorecard template![](https://ssl.gstatic.com/docs/spreadsheets/spreadsheets_2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyLrMD4HSpbghrDsF4h865HTRQnRqijaOoJMHUsP6qNEgDdXgIFVTQWtlGLTruPOa4PKivDgP56fIZZ4NUfvYeMP3RXt-uWiGzrmDwDHr-rXW-G0Lu82=w1200-h630-p)](https://docs.google.com/spreadsheets/d/1MPZbLePnY7%5FD35GFYAZHWh%5FDrL0EVbadvJYFcsOMpj8/edit?usp=sharing) _This post is for subscribers only._ ### Inside the mindset shifts that transformed Google's sales strategy URL: https://www.salesenablementcollective.com/inside-the-mindset-shifts-that-transformed-googles-sales-strategy/ Last updated: 2024-01-12T16:30:16.000Z Ready to discover the five key mindset shifts that made Google's sales coaching program so successful? _This post is for paying subscribers only._ ### “Innovative, energizing”: Sales Enablement Summit Chicago testimonials URL: https://www.salesenablementcollective.com/innovative-energizing-sales-enablement-summit-chicago-testimonials/ Last updated: 2024-01-09T17:34:59.000Z Our [Sales Enablement Summit](https://world.salesenablementcollective.com/?%5Fgl=1%2Avpxzbo%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY5OTU1Mzk3OS4xMDMxLjAuMTY5OTU1Mzk3OS42MC4wLjA.&ref=salesenablementcollective.com) in Chicago returned for 2023, and among the over one hundred guests, two took the time to share their experience as attendees. - **Ben Windholz, Learning and Enablement Partner, TikTok** - **Anne Church, Director, Commercial Planning and Enablement, Beam Suntory** The pair discussed why they chose to attend and what they gained from the experience in Chicago. 0:00 /1:35 1× ## Why attend? SEC’s Sales Enablement Summits take place all year round, all over the world. No matter where you are, you have the opportunity to network and learn from dozens of your peers. **Ben** attended because: > *Being able to be more receptive and use all the tools we have available to us \[like Sales Enablement Summits\], it makes me a better learning partner - I know that for a fact.* **Anne** expressed how important it is to be surrounded by innovative ideas: > *One of the biggest reasons to attend for me is to get perspectives outside of the industry that you’re in and outside of the enablement team where you are.* > *I think the connections that you can make from this conference, and perspectives you can gain from across a number of industries and enablement professionals across is just so rich.* **Ben** summed it up succinctly: > *Why shouldn't someone attend this event? The ability to network with other professionals in our field and getting a chance to understand and see cutting-edge technology is *irreplaceable*.* ## What Ben and Anne gained from the experience **Anne** found the range of attendees and speakers valuable: > *As someone in the CPG industry, it's very easy to get siloed in the industry that we're in and what the enablement objectives are within our own organization.* > *I was really excited to freshen my perspective, and learn more from other leaders and experts in the space around what best practices are and how to overcome obstacles.* > *Just getting other ideas and best practices that I can take back to make my work more effective for the team members that we're serving. It was energizing.* When asked for one word to describe the day, **Ben** told us: > *Innovation - but *innovation with a lot of gravitas* to it!* ## How to attend If you feel like you’ve missed out on something BIG - you have. 😉 But, don’t fret. There’s plenty more where that came from. We’re bringing the Sales Enablement Summit to a variety of worldwide locations every year. **Attend an SEC Summit and:** 🥇 Stay on top of trends to get ahead of your competitors 📈 Learn how to drive consistent growth with proven, actionable tactics 🗣 Network with your peers and make meaningful connections 🤩 Meet mentors and form relationships to help you excel in your career 🤝 Discover new talent and scale your team [Find our events schedule here!](https://world.salesenablementcollective.com/?%5Fgl=1%2A1kd6li6%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcwNDgxOTg3NS4xMDkyLjEuMTcwNDgyMTQ4My42LjAuMA..) ### “Partnerships with sales managers require listening and trust-building”, Gillian White URL: https://www.salesenablementcollective.com/partnerships-with-sales-managers-require-listening-and-trust-building-gillian-white/ Last updated: 2024-01-05T17:32:19.000Z Our first episode of 2024 had Gillian White join us! Gillian is Sales and Success Enablement Manager at Wrapbook and an SEC Ambassador with an experienced background in both L&D and enablement. She kindly discussed how she builds partnerships with sales managers, the importance of accountability, and more. ## Key talking points: - Gillian’s journey from L&D into enablement - Accountability and relationship-building with sales managers - Balancing the ratio of sales coaching between managers and enablement And more! ## A little bit about our guest Gillian White is an SEC Ambassador and Sales and Success Enablement Manager at Wrapbook. She has developed training & enablement programs for everyone from sales executives to government leaders to software engineers, and works to provide strong and healthy leadership for her teams, colleagues, and stakeholders. ## Be on the pod! Know a little something about enablement? Wanna join the conversation and share your thoughts on the industry, your own career journey, and the tips & tactics that have brought you success? Get in touch and YOU could be our next guest! ### Sales coaching template URL: https://www.salesenablementcollective.com/sales-coaching-template-framework/ Last updated: 2025-04-29T17:18:33.000Z ## **What is a sales coaching template?** A [sales coaching](https://www.salesenablementcollective.com/sales-coaching-101/) template is a tool designed to organize and guide your coaching sessions with sales reps. It provides a structured format for reviewing sales activity, setting goals, practicing key scenarios, and offering feedback. This ensures your sessions stay focused and impactful, helping you provide targeted support to your team while driving continuous improvement. ## **Who is it for?** This template is perfect for sales managers, team leads, and anyone responsible for [coaching sales reps](https://www.salesenablementcollective.com/finding-success-by-hosting-podcasts-for-your-sales-reps-with-lisa-bono-video/). If you're looking to structure your coaching sessions, identify growth opportunities, and align on key objectives, this template will help you stay organized and productive. It’s also useful for anyone aiming to provide both tactical coaching and overall performance guidance. ## **How to use the template** Using the sales coaching template is simple: 1. **Fill in session details**: Start by documenting the session overview, including the names of the coach and sales rep, and the purpose of the session. 2. **Review sales activity**: Look at [key metrics](https://www.salesenablementcollective.com/sales-metrics/) like sales calls, average deal size, and provide both qualitative feedback—highlighting strengths and areas for improvement. 3. **Set goals and actionable steps**: Define clear goals and break them down into actionable steps with deadlines. 4. **Role play and practice**: Use real-world sales scenarios to role play and set action plans for improvement. 5. **Get feedback from your sales rep**: Understand their perspective on what went well, what challenges they faced, and where they need more support. 6. **Create a post-session action plan**: Establish immediate actions and a follow-up check-in to ensure continued progress. 7. **Provide resources for development**: Offer relevant tools, training materials, and mentorship opportunities to support further growth. 8. **Review manager’s observations and next steps**: Summarize key takeaways from the session and define next steps for both the manager and sales rep. With this template, every coaching session is an opportunity to drive real change and growth. ## **Download your sales coaching template** *This template is only available to Pro and Pro+ Members. But if you’re not already a member, don't worry! We still have tons of templates and frameworks available for free in* [*our Insider plan*](https://www.salesenablementcollective.com/templates-frameworks/?filter=insider)*.* ![sales coaching template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2025/04/sales-coaching-template.png) [Sales coaching templateSales coaching template.pdf88 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/04/Sales-coaching-template.pdf "Download") [Sales coaching templateSales coaching template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2025/04/Sales-coaching-template.docx "Download") [Sales coaching templateSales coaching template This sales coaching template is designed to help you guide and support your team through structured, impactful coaching sessions. Use it to track progress, ensure alignment on objectives, and provide clear next steps. Whether you’re coaching on specific sales tactics or…![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/kix-favicon-2023q4-1.ico)Google Docs![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/AHkbwyIlQLykfqxGRWMEGTMUZfpBl3lqPPBWNWQlF-clQvSsePKw3MUcQjvgodNzQ_xzRPmB8CPjmKl6MDAFmv56CfSPebcY23trmrshTBOanxkCP_tdPGSh-w1200-h630-p)](https://docs.google.com/document/d/1j5iRmykGucg05UD%5FCSyeLDDDXuWhiugbVT6vCe1MgEA/edit?usp=sharing) _This post is for paying subscribers only._ ### From friction to fuel: Bridging product marketing and sales enablement gaps URL: https://www.salesenablementcollective.com/from-friction-to-fuel-bridging-product-marketing-and-sales-enablement-gaps/ Last updated: 2025-03-12T17:19:45.000Z This article comes from our expert panel, ‘*Enablement vs product marketing; Who should own what?*’, at our **Austin 2023 Sales Enablement Summit**, to hear the insightful discussion in full, click [**here**](https://www.salesenablementcollective.com/sales-enablement-summit-austin-ondemand/?wchannelid=i5f82bur4x&wmediaid=y8tkzfcya5). --- Have product marketing and sales enablement ever felt like ships passing in the night at your company? You're not alone. Even at sophisticated enterprises, tension and misalignment often simmer between these interconnected functions so pivotal for revenue growth. In a fascinating panel discussion, our industry leaders, **Katie Pariseau**, **Director of Enablement** at **TrustRadius**, and **Abhinav Joshi**, **Director of Product Marketing** at **Red Hat**, traded insights on how the two departments can shift from friction to strategic collaboration. Across the complex sales journey, marketing owns the strategic messaging while enablement translates that for customer-facing teams. When firing on all cylinders together, they wield the power to revolutionize sales productivity, client relationships and ultimately, the bottom line. Yet as Katie and Abhinavrelated through hard-won experience, a myriad of hurdles always seem to surface - from conflicting priorities to inconsistent messaging, to stretched bandwidth. *The good news?* By using best practices uncovered here, enablement and product marketing can start operating less like disjointed siloes and more like the unified revenue engine they’re *meant* to be. Let’s dive in to extract actionable lessons on how you can iron out those widespread pain points! ## **Defining the interconnected roles** ### ### **Product Marketing: Owning strategic messaging and positioning** ### In the panel discussion, Katie defined enablement as “the last three feet of marketing”, focused on intimately understanding sales reps’ daily challenges. Meanwhile, product marketing plays the role of “partner in crime” and subject matter expert, arming enablement with the raw intel and building blocks needed to resonate with the field. ### **Enablement: Translating complexity into clarity** ### At Red Hat, Abhinav’s product marketing concentrates on market positioning, honing messaging, analyzing competition and foundational content creation. Enablement then serves that crucial “last mile” function - making complex messaging relatable, actionable and relevant for customer-facing roles through sales skills reinforcement and content amplification. As Abhinav added, product marketing supplies the crucial “raw ingredients”, while enablement elevates them into “snackable” assets catered to the reps’ limited bandwidth between customer calls. When strategically coordinated, the specialized strengths shine brighter *collectively* than individually. Marketing supplies the critical building blocks while enablement elevates them into digestible assets catering precisely to reps’ limited attention between calls. Yet this interdependency also underscores why friction so easily erupts when not grounded in a shared vision. Just as reps struggle to convey disjointed messaging confidently to prospects, competing product launches and priorities quickly inundate enablement with overwhelming requests to juggle simultaneously. --- [Scaling sales enablement: a product marketing perspectiveSapphire Reels took us through a case study and provided practical tips for scaling sales enablement to win the hearts of your sellers while driving the right value-selling behaviors. Sapphire explained how product marketing can have a great impact in sales enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveMax Duce![](https://images.unsplash.com/photo-1551288049-bebda4e38f71?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQcontent/images/size/w1200)](https://www.salesenablementcollective.com/scaling-sales-enablement-a-product-marketing-perspective-2/) --- ## **Best practices for strategic coordination** ### ### **Laying the groundwork upfront** ### With specialized focus areas, consistent collaboration proves vital for executional excellence. Katie finds it blossoms by first identifying mutual priorities and desired outcomes. For sizable product launches or rebrands, smart upfront planning requires both departments divide and conquer responsibilities under a unified banner while validating progress rigorously at each checkpoint. ### **Embedding inclusion in both directions** ### Abhinav embeds inclusion through enablement’s active participation in product marketing’s inner circle – attending team meetings, collectively celebrating successes and tackling challenges. This facilitates rapid feedback loops so insights translate into continual content improvements while confronting issues in lockstep. When recruiting product marketing talent, enablement leaders could consider competencies like adaptability, vulnerability and creative problem-solving skills as complementary to technical subject matter expertise. With the ability to challenge ideas respectfully on both sides, strengths meld synergistically. --- [“Diverse teams outperform the competition”, with ETQ’s Melanie WalterETQ’s Melanie Walter has years of experience in building enablement functions in addition to her qualifications as a Diversity, Equity, Inclusion and Belonging (DEIB) practitioner.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/03/Sales-Enablement-Innovation-Podcast-Blank-Meta.png)](https://www.salesenablementcollective.com/diverse-teams-outperform-the-competition-with-etqs-melanie-walter/) --- ## **Overcoming misalignment roadblocks** ### 🤼 **Competing internal interests** A common frustration raised stems from uncoordinated, warring priorities across product lines. Enablement gets caught in organizational cross-fire attempting to juggle an overload of competing requests. 🤷**Mixed messaging baffles sales** When marketing messages clash or contradict, sales reps struggle to communicate confidently to customers. Abhinav shared that this duplication of effort perplexes reps navigating where to find definitive answers needed in the field. 🎯**Centralizing content for simplicity** Katie advised constructing one reliable enablement portal, prominently featuring product marketing support contacts to resolve questions. Recording and reviewing sales calls also helps marketing anticipate what complex customer inquiries to expect and prepare for. ## **Constructing a maturity model for scalability** ### Katie outlined a four-stage continuum where rigid status quos mean relationships stay siloed and inconsistent. Progressing to a working relationship provides communication alignment but *not* interlocked strategic orientation. Reaching the level of integrated partnership involves jointly architecting major launch roadmaps to multiply effectiveness. Abhinav injects financial accountability through sales plays tracking asset usage and messaging back to accelerated deal closures. When product marketing quantifiably demonstrates enablement’s assets that are accelerating revenue, respect is cemented. No matter where teams fall currently, using the maturity model to spot gaps, while securing quarterly relationship reviews centered on mutual goal progression, you can build the foundation for scaling success in the long-term. ## **Adopting a tailored, modular content approach** ### With salespeople squeezed on bandwidth, relevance and accessibility are non-negotiable for enablement content adoption. Abhinav’s Red Hat tailors training specifically for account executives, pre-sales engineers and digital marketers. With ultra-targeted modular assets mapped to personas, retention and recall soar. For customer-facing teams bouncing between calls, microlearning and on-demand content get maximum mileage, in comparison to imposing lengthy live sessions. That said, virtual instructor-led workshops remain crucial for product capabilities requiring a two-way dialogue. Katie emphasizes drilling down to specifics on how new features impact individual sellers’ quotas or team commissions, framed around enabling their roles. When tied directly to their success and incentivized structures, motivation to absorb concepts skyrocket. By combining granular personalization, differentiated learning pathways and reinforcement through usage metrics and feedback surveys, enablement content stays laser-focused on directly improving productivity. When sales consumption increases, so does marketing’s content reach. Together they unlock a flywheel propelling mutual objectives forward. ## **Conclusion** ### At its core, both teams share one unified vision: ensuring salespeople have the arsenal to drive mutual revenue success. With executive buy-in, shared metrics and processes, enablement and marketing can interlock synergistically to execute high-impact initiatives as one. So when these specialized functions actually sync up, *magic happens*. Reps master effective storytelling. Prospects feel understood, trusting knowledgeable advisors tailored precisely to their needs. Deals accelerate as customer value hits home. By setting off with an autopsy of pain points, constructive future visioning grounded in shared metrics and responsive agility toward sales’ ever-changing reality, you can start strengthening partnership foundations now. With gaps filled, completely new doors for influencing revenue open through your symbiotic superpowers. The question is – are you ready? --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://certified.salesenablementcollective.com) ### Must-have enablement skills and why you need them URL: https://www.salesenablementcollective.com/must-have-enablement-skills-and-why-you-need-them/ Last updated: 2025-06-26T13:22:24.000Z Whether you're searching for your first enablement role, or looking for areas to level up in your current enablement career, understanding which skills are highly desirable in the industry is key. To gain some insight, one can look to the **SEC's** [**Sales Enablement Landscape Report 2023**](https://www.salesenablementcollective.com/sales-enablement-landscape-report/), in which enablers identified the most sought-after skills when hiring for enablement roles. ![Statistics from the Sales Enablement Landscape Report on the skills desired in junior & senior enablement roles](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/12/Screenshot-2023-12-11-at-11.48.24.png) ****Source:** [****Sales Enablement Landscape Report 2023**](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) ## Communication is key In the report, communication was one of the top skills looked for when hiring **across both junior (43.24%) and senior (35.81%)** **enablement roles**. This likely comes as no surprise, since a core job responsibility for enablement professionals is distilling and sharing information with others. Whether it be written communication via sales content, or delivering a compelling training, **the need to communicate shows up constantly** throughout one’s daily enablement activities. > *Additionally, strong communication helps establish trust and build rapport with Go-to-Market (GTM) teams.* It is essential for any enablement professional to be able to convey information to GTM teams and facilitate collaboration between various departments, while remaining clear and concise. The types of communication and audiences may differ from junior to senior enablement roles, but the need for the skill remains present at all levels. --- [How can you develop your sales enablement career? Alicia Anderson reveals allHighlights from our AMA with Alicia Anderson. She discussed standing out on your résumé and during interviews, moving to proactive enablement, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/11/mike-lewinski-iURMH0Lrz8Y-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/) --- ## Project management matters The report also identified project management as a key skill **across both junior (35.81%) and senior (21.62%) enablement roles.** Project management matters, no matter your level in enablement, because you need to be able deliver strong, comprehensive programs, on time. Enablement programs often have many dependencies and risks that need to be *proactively addressed* and having strong project management skills can help one more readily identify potential obstacles that might impact the success of a program. Strong project management also equips enablement teams to define key performance indicators and gauge the impact of their programs on the teams they support and overall company goals. --- [Creating an enablement calendar to manage the GTM team learning journeyRead Katie Van Hoomissen’s step-by-step guide to creating an enablement calendar to aid with prioritizing your GTM teams’ learning and development.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/08/estee-janssens-zni0zgb3bkQ-unsplash-2.jpg)](https://www.salesenablementcollective.com/creating-an-enablement-calendar-to-manage-the-gtm-team-learning-journey/) --- ## Emotional intelligence is consistently important While slightly lower on the list**,** emotional intelligence was also considered consistently important **across both junior (15.54%) and senior (19.59%) levels of enablement roles.** A large part of enablement involves building programs to support and empower GTM teams to enhance their effectiveness. > *Emotional intelligence can help one build programs and deliver information more effectively to GTM teams because of a heightened ability to understand these team’s challenges and needs.* These programs are also more effective when built via strong cross-functional collaboration and to do this effectively, one must leverage their emotional intelligence to build interpersonal relationships and align efforts across teams. The need for strong emotional intelligence is especially important in senior roles as it aids in effective leadership. Sales enablement leaders with high emotional intelligence **lead by example**, **demonstrate empathy**, **self-awareness**, and **strong interpersonal skills** that can **positively influence their entire team**, as well as their broader organization. ## Senior enablers need to think strategically The report also highlighted a need for strategic thinking skills to level up in enablement, with **a 39.19% increase in prioritization of these skills between senior (52.7%) and junior levels roles (13.51%).** > *Having strong strategic thinking abilities as a senior in the enablement field is critical to the success and longevity of any enablement team.* Senior enablement professionals must first understand the overarching goals and objectives of an organization, and then align their enablement initiatives with the broader strategic direction of the company. They must be adept at anticipating challenges and opportunities to proactively plan for enablement programs and adapt to ever-changing market dynamics and business strategies. Strategic thinking also helps senior enablers to optimize their resources (e.g. budget, time, and personnel) to have the greatest impact on sales effectiveness and alignment with organizational priorities. --- [Setting up your enablement intake process for successLearn how to create a repeatable requests intake process and streamline your organization’s enablement workflow with Katie Van Hoomissen.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveKatie Van Hoomissen![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/06/clayton-robbins-7r7-7RLdwCU-unsplash-2.jpg)](https://www.salesenablementcollective.com/setting-up-your-enablement-intake-process-for-success/) --- ## Don't discount adaptability Finally, one skill that merits much more attention in the survey was adaptability, **a top 3 skill for 9.46% of senior roles and 18.92% for junior roles.** > *Both senior and junior enablement professionals need to remain adaptable because the only constant in enablement is change.* Enablement teams are heavily impacted by changes in market trends, customer and internal preferences, as well as organizational structures and processes. The introduction of widespread remote work forced enablement teams to figure out how to maximize their own effectiveness remotely, while also maximizing the effectiveness of the GTM teams they support. Similarly, the economic downturn led many organizations to make cutbacks in enablement, which resulted in teams having to ruthlessly prioritize and meet expectations with fewer resources, while still ensuring their GTM teams were set up to be successful with less. > *Being adaptable to change is necessary in enablement to meet changes and challenges with resilience, maintain a positive attitude, and also lean in to help GTM teams navigate transitions.* Not only are markets, customers, and company needs constantly evolving, but technology is also always changing. Enablement professionals not only need to adapt to new technology and tools required for their own roles, they also have to understand what their GTM teams use in order to effectively enable them. This means the best enablement professionals can seamlessly adapt to a wide range of technology and tools, even beyond their own roles. ![Statistics from the Sales Enablement Landscape Report on the skills desired in junior & senior enablement roles](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/12/Screenshot-2023-12-11-at-11.45.10-1.png) ****Source:** [****Sales Enablement Landscape Report 2023**](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) ## Assessing your own ability and where to improve As we move into 2024, the above skills (in addition to the others highlighted in the report) can serve as a guide for building your career development plan in enablement. > *If you're wondering how to get started, it can be as simple as listing out the top skills you took away from the report and scoring yourself on a scale of 1 to 5 for each skill.* For the skills where you had a lower score, consider looking for ways to develop these skills through your projects this year and/or investing your furthering education hours in formal training. **It is never too early, or too late, to get started.** --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://certified.salesenablementcollective.com) **Explore Sales Enablement Collective's suite of** [**courses and certifications**](https://certified.salesenablementcollective.com/courses?%5Fgl=1%2Aktj0f4%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcwMjI5NDQyOS4xMDc1LjEuMTcwMjI5NDQzNC41NS4wLjA.) **and level up your career on your own terms.** --- ### Leveling up: Proven steps for advancing your enablement career URL: https://www.salesenablementcollective.com/leveling-up-proven-steps-for-advancing-your-enablement-career/ Last updated: 2025-03-12T17:19:30.000Z *This article comes from an expert panel discussion, ‘The Enablement Career Ladder. Your Guide to the Top’, at our *2022 Sales Enablement Festival*, check out the full discussion* [***here***](https://www.salesenablementcollective.com/sales-enablement-festival-october-2022-ondemand/?wchannelid=e1ku84v53n&wmediaid=xk5fl9vne1)*.* --- What does it take to build a successful career in sales enablement? It's a profession dedicated to unleashing the potential of sales teams to drive revenue growth. But how to get started and continually upskill in such a fast-moving field? To demystify the career journey, we assembled a panel of three enablement leaders, **Theo Davies**, **Esleen Goh**, and **Pooja Kumar**. With years of experience accelerating sales teams, they shared their insights on landing enablement roles, moving up the ranks, and continually honing your craft. Join us as they pull back the curtain on proven methods for developing into an enablement expert. You'll learn: - What skills these pros prioritized - How they advance their teams - When they knew it was time to take on bigger challenges And more! Let's dive right in. 👇 ## **What does sales enablement mean and why pursue it as a career?** Kicking off the panel discussion, our experts defined what sales enablement means to them. **Pooja Kumar, Director of Field Enablement JAPAC** at **Adobe**, kept it simple: > "Sales enablement is the process that supports sellers with training, coaching and content to help them guide the buyers through the sales funnel." **Theo Davies, Head of Sales Enablement APAC & Japan** at **Google Cloud**, brought a formula to the table: > *"I recently saw a formula defining the component parts of sales enablement. It's sales enablement *times* sales readiness and productivity *plus* sales effectiveness *times* sales engagement."* While a mouthful, his point was that enablement connects many disciplines focused on equipping sales teams. **Esleen Goh, Sales Enablement & Productivity Lead APJ** at **HashiCorp**, drilled into the key outcome: > *"Our role at the center is helping sales basically simplify the sales experience, as well as having impacts in our business like moving the needle on growth."* --- [Getting hired in sales enablement: standing out, interview questions & more | SECWant to get hired in sales enablement? Read our article for expert info on sales enablement job interview questions, CV-building, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/09/rupert-britton-l37N7a1lL6w-unsplash-2.jpg)](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/) --- ## **Getting your foot in the enablement door** Eager to enter the world of enablement too? The panelists explored the many possible pathways. According to Theo, they typically fall into three buckets: 1. **Being in learning and development roles** 2. **Having sales team experience** 3. **Possessing facilitation and program management skills** Ideally candidates showcase two out of three. But those lacking certain experiences needn’t despair. Theo once hired someone with only a year of sales under their belt due to their stellar program management chops. Esleen recommended scoping out internal enablement openings that align with your abilities. For example, companies may need subject matter experts to conduct training. Volunteering to co-chair sessions is another route, Theo points out: > *“Sales and pre-sales professionals looking to switch can chime in and share particular experiences or stories that bring the content to life.”* That tangible presenting experience could help seal the deal. A little outreach can go a long way! --- [Building a career in sales enablementSales enablement experts do a deep-dive into how to kickstart and develop your career in enablement | SEC![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveNicholas Gregory![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2022/06/hunters-race-MYbhN8KaaEc-unsplash-2.jpg)](https://www.salesenablementcollective.com/building-a-career-in-sales-enablement/) --- ## **Making the leap to management** Transitioning from player to coach is no small feat. For enablement professionals eyeing leadership ranks, Pooja looks for can’t-teach talents: > *“I’m looking for someone who’s highly collaborative, because enablement is a team sport, it’s not a one-man job at all.”* Esleen stresses the softer side, too – namely: > “Having that p*assion in us that we want to make people to be successful,* and being *comfortable with talking to people, reaching out.*” No one masters it alone. Continuous learning is mandatory, especially given the ever-expanding scope. ## **Breaking into the enablement community** Want to get connected? The panelists called the enablement network unlike any other, with Pooja stating: > “*I have never had anyone not be helpful in the sales enablement community*” Tap into this support system by following prominent voices on LinkedIn or connecting with your fellow [SEC members on Slack](https://www.salesenablementcollective.com/join-the-sec-slack-community/). Pooja explains: > *“There’s a whole bunch of other influencers that you could follow to look at all levels, entry level to VP positions, and what companies are looking for.”* Landing that first opportunity often hinges on referrals. Esleen only scored her past enablement positions that way – by reputation. So rub shoulders, make your capabilities known, and nurture connections even before needing them. The panelists themselves receive regular member referrals, fast-tracking jobs based on trust. --- [How can you develop your sales enablement career? Alicia Anderson reveals allHighlights from our AMA with Alicia Anderson. She discussed standing out on your résumé and during interviews, moving to proactive enablement, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/11/mike-lewinski-iURMH0Lrz8Y-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/) --- ## **Climbing the ladder** The stats show workers staying put longer amid recent economic uncertainty. But that inertia can stall advancement. For enablement professionals eyeing a greater challenge, when do you take the leap? Our three leaders listen to their inner voice for clues. As Esleen reflected: > *“You come to a time when you’ll know that you're ready to move if you start asking yourself questions. What's next? Is that all I can do? Do I want to do more?”* That nagging feeling something better lies ahead could indicate it is time to shake things up. Pooja also asks herself regularly: > *“Am I still excited to do this role? Thrilled about getting up in the morning and doing what I'm doing today? If not, can I change that?”* When the thrill fades, focusing her scope elsewhere often reignites the spark. For Theo, an important milestone is nearing the two year mark in a position. By then, you should understand what advancement looks like or feel stuck. He advises being bold if called to follow your passion: > *“Don’t be afraid to take a pay cut to get into something like enablement where you're really feeling like you love what you do and you're changing lives.”* --- [What is a sales enablement manager’s salary? | SECWondered what a sales enablement manager salary looks like? We take a look at the numbers behind the job title using data from our Sales Enablement Salary Report.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1200/2023/03/sasun-bughdaryan-GQ5uX_BlfmY-unsplash-2.jpg)](https://www.salesenablementcollective.com/what-is-a-sales-enablement-managers-salary/) --- ## **Final thoughts** And there you have it - a masterclass in making your way in the world of sales enablement! Our panel of experts covered crucial tips for breaking into the field, guiding a squad to greatness, and advancing your career over time. While no two journeys are identical, their stories and advice aim to shorten your learning curve. Now you can start assembling your personal toolkit based on their real-world wisdom. Tap into networks, continually add skills, lead with empathy, and find your higher purpose. By staying focused on growth, you position yourself to lift up individuals, teams, and revenue to the next level! ### How can you develop your sales enablement career? Alicia Anderson reveals all URL: https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/ Last updated: 2025-07-10T22:24:33.000Z Sales Enablement Collective’s [Slack channel](https://www.salesenablementcollective.com/join-the-sec-slack-community/) played host to yet another awesome “Ask Me Anything” (AMA) session with **Alicia Anderson**, who’s been both **Director of Revenue Operations and Enablement** and **Senior Manager of Sales Enablement** at **Convoy Inc**. Across her career, she’s led high-performance teams to exceptional results, collaborated as a trusted partner with [C-level leadership](https://www.salesenablementcollective.com/how-to-manage-sales-leaders-a-panel-discussion/), planned [SKO programming](https://www.salesenablementcollective.com/3-skos-3-geos-3-weeks-around-the-world-with-zscaler/), managed a customer advisory board program, oversaw the [sales enablement tech stack](https://www.salesenablementcollective.com/sales-enablement-tools-of-choice-2022-download-it-today-2/), and facilitated new hire [onboarding for sales](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/). Amidst her busy schedule, Alicia took some time to discuss **navigating and paving your sales enablement career path** with our community members. She touched on: - [Standing out on your résumé and during interviews](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/#standing-out-on-your-r%C3%A9sum%C3%A9-and-during-interviews) - [Burnout and the fear of being cut](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/#burnout-and-the-fear-of-being-cut) - [Moving from reactive to *proactive* enablement](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/#moving-from-reactive-to-proactive-enablement) - [What sets senior enablers apart and how to develop in your role](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/#what-sets-senior-enablers-apart-and-how-to-develop-in-your-role) - [Networking for enablement and navigating office dynamics](https://www.salesenablementcollective.com/how-can-you-develop-your-sales-enablement-career-alicia-anderson-reveals-all/#networking-for-enablement-and-navigating-office-dynamics) Missed Alicia’s AMA session? Don’t worry, we’ve condensed all her answers right here. 👇 But if you want to catch the next session live, and even ask some questions of your own, join our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) and keep an eye on our #announcements channel! ## Standing out on your résumé and during interviews **Q: “I'm currently searching for my next challenge. What do you look for in a resume? What can someone do to stand out”** **A:** Oftentimes when someone is looking to [break into the enablement function](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/) for the first time they struggle with how to demonstrate applicable skills, but the truth is the skills that make a great enabler can be grown from many different backgrounds! Here are some key ones I look for: 1. **Customer focus:** A demonstrated ability to understand different stakeholder's problems and goals, with examples of where you've taken action to solve those problems. 2. **Strong communication skills:** An enabler must be able to translate programs and strategies across teams. 3. **Measurable impact:** Enablers must be able to translate their programs into measurable impact for the teams they support, so I look for candidates who think beyond their tasks to how their work impacts the organization and the broader team. **Q: “When evaluating potential candidates for sales enablement roles, what are the qualities or attributes that you consider most important, beyond what's typically found on a resume?"** **A:** When I'm interviewing enablement candidates I look for a few key things: 1. **Communication skills:** Many enablement candidates come from sales or customer-facing backgrounds (I did!) but even if you didn't, sales enablement requires strong communication skills to translate strategies internally and "*sell*" your strategic impact. 2. **Organizational skills:** Whether it says in the title or not, *all* sales enablement roles require some level of program management, which means candidates must be organized and thoughtful about how they approach their work and deliverables. --- [Getting hired in sales enablement: standing out, interview questions & more | SECWant to get hired in sales enablement? Read our article for expert info on sales enablement job interview questions, CV-building, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/rupert-britton-l37N7a1lL6w-unsplash-2.jpg)](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/) --- ## Burnout and the fear of being cut **Q: “Burnout is a concern in many high-pressure roles. Can you suggest any strategies on how to avoid/deal with it or any coping mechanisms?”** **A:** This is such a relevant topic this year! [Burnout](https://www.communityledgrowth.com/what-is-burnout-and-how-you-can-prevent-it/) is real, and in the current[ economic environment](https://news.crunchbase.com/startups/tech-layoffs/) where many companies are looking to cut costs that often means a reduction in resources or headcount for sales enablement teams. It may mean your team has a broad remit of work to focus on, and you only have partial resources to get them done. Whatever the case, avoiding burnout is an important thing to think about. I don't believe strategies are one-size-fits-all, but here are some that have worked for me: 1. **Be open with your leadership about how you feel about your workload:** If you speak up sooner if you're feeling overwhelmed, the more likely you'll be able to make adjustments before you feel burnt out. 2. **Think about your boundaries:** This is a topic I feel is always "easier said than done" but for me, it means thinking about what things outside of work are non-negotiable for you. Maybe it's having time to work out, spending time with family in the evenings, or leaving early on Friday afternoons so you can go camping for the weekend. Whatever your priority is, don't compromise on it. No matter how full your plate is at work and how much you need to do, make time for those non-negotiable things. 3. **Keep track of your impact:** When you're working on a big project, make sure you have written somewhere what the impact of the work is and why it matters. This will not only help you speak up to your leadership about your work, but it will help you stay anchored to *why* it matters and try and block out some of the other noise that comes in. **Q: “Sales enablers always feel the pressure that they will be the first team to get the boot if there are budget cuts, how to control the situation and stop this fear from developing?”** This is a very real fear, and unfortunately often a reality, so thank you for the question! The most protective measure sales enablement teams can take is to ensure **leadership at the highest levels of the organization** understands the value that your team is creating and how it directly impacts business outcomes. Often this knowledge of impact can be held at the sales leadership or marketing leadership level, but if the C-suite at your company doesn't know how important your work is to the successful growth of revenue then make sure you find an opportunity to make that known! Also, if you feel your company is feeling the pressure for performance and growth, make sure you're having constant conversations with your stakeholders about what their key priorities are and how you can best support them. > *The more nimble you can be to adjust to shifting business priorities the better.* For example, in crunch times companies often stop or slow down hiring and onboarding, which can mean shifting resources away from recruiting and enablement. So make sure you and your team are nimble and can quickly show value outside of new-hire training and onboarding, and support the existing sales team in other ways too. --- [Sales Enablement Landscape Report 2023Dive into hundreds of the latest enablement stats and facts in SEC’s Sales Enablement Landscape Report 2023.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/11/SEC_Landscape_2023_Meta_.png)](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) --- ## Moving from reactive to proactive enablement **Q: “What advice do you have for teams that are in a reactive state of enablement (putting out fires)? What are the steps to become a proactive function that is strategically planning ahead instead of just jumping from one initiative to the next?** **A:** This is absolutely a hard swap to make as enablement is typically a function that is under-resourced, and different leaders have different ideas on how to best leverage their enablement teams. I would say step one would be to sit down with your stakeholders to understand what their top priorities for your enablement team are and see if stakeholders are in alignment or if they have differing opinions. Then, create a roadmap of all the priorities discussed, and compare those priorities to the current bandwidth of the team. > *If the team is only focusing on reactive enablement tasks, this exercise will identify the other key priorities they’re missing.* The more open dialogue you can have with your leaders and stakeholders about ruthless prioritization of your work, the more likely that you'll be able to free up some bandwidth for proactive strategic planning, which means that some other priorities might have to get backlogged! I recommend making this prioritization exercise a quarterly occurrence and then throughout the quarter keeping your stakeholders in the loop about how you're progressing toward your strategic priorities. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/11/pg6eaKjz.jpeg)](https://certified.salesenablementcollective.com) --- ## What sets senior enablers apart and how to develop in your role **Q: “I’d be curious to know what you think is the biggest thing that sets a junior enabler apart from a more senior one. And what should people in junior roles do in order to stand out and reach the heights of their senior peers?”** **A:** In my experience, the more junior enablers I've worked with are focused on task-based roles, executing important enablement functions and projects, and supporting more [senior enablers](https://www.salesenablementcollective.com/win-with-a-problem-based-vs-project-based-approach-to-enablement/). These tasks are crucial to a successful enablement team, but can often go under-appreciated compared to some of the more obvious enablement impacts. If you're looking to grow in enablement here are some steps you can take: 1. **If you're lucky enough to work on a team with a talented senior enabler, ask them to be your mentor!** Tell them you're interested in growing your career and skill set, and ask them if you can shadow them on some of their bigger projects. For example, if you have a senior person on your team working on a new training program, ask if there's something more you can take on in the project above what you normally would. 2. **Make time in your 1:1 meetings with your manager to be explicit about your desire to grow.** Ask for specific feedback from your leader about where you have opportunities for growth, and if they have advice on what skills you should be working on to achieve that growth. If possible, try and set a workback plan for growth goals. For example: "I would like to be promoted to senior enablement manager next year, what steps can we take together between then and now to make that a reality?" 3. **Lean on cross-functional partners to be your advocates!** Strong peer feedback can be an important part of moving forward in an enablement role, so make sure your stakeholders know that you want to grow and that you're open to feedback on how to best get to the next level. If you can, find a friend or colleague who can be your cheerleader - who’ll shout you out when you accomplish something great and make sure your work or impact is known. **Q: “As a Sales Enablement Manager, I'm keen on furthering my career in this field. Are there any skills or areas of expertise that I should focus on that you would recommend to advance to a more senior role in sales enablement?”** **A:** The more senior you grow in an enablement function, the more your focus shifts away from executing programs and towards strategic outcomes for your organization's revenue growth. For example, as a junior enabler, you may have [KPIs](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) set around developing a new program, rolling out a new training program, or delivering X, Y, and Z. As a senior leader, your KPIs will be more tied to organizational outcomes, such as [reducing seller time to first sale](https://www.salesenablementcollective.com/key-metrics-to-unlock-your-sales-enablement-success/#q-what-are-the-key-metrics-to-focus-on-in-enablement-to-drive-up-performance), improving sales team win rates, and measurable operational efficiency outputs. One area I would recommend growing your skills in to best prepare you for a more senior role is [business analytics](https://analytics.hbs.edu/admissions/top-business-analytics-skills/#:~:text=Core%20Business%20Analytics%20Skills&text=Being%20able%20to%20present%20findings,strong%20writing%20and%20presentation%20skills.). Make sure you're familiar with your organization's [success metrics](https://www.salesenablementcollective.com/metrics-that-matter-how-to-use-data-to-communicate-enablements-business-impact/), how they're trending, and how to leverage them to communicate your team's impact on success. **Q:** **“What advice do you have for someone new wanting to grow and level up in their role? What are the steps to go from taking marching orders to proactively taking on new challenges and making an impact?”** **A:** The fact that you are asking for opportunities to take on new challenges and level up your impact is already a key step towards growth. "To ensure my team stays focused on growth opportunities, I ask my direct reports to tell me about items of current work *as they come up* and to save pressing conversations for our 1:1s. This way we can work on them together in real-time, and nothing gets lost in the preceding week." This means our weekly 1:1 time doesn't get taken over with tactical work items, and instead is protected time to talk about growth opportunities and career goals. I'll ask questions like: - **What is the thing you're working on right now that you most enjoy?** - **What is the thing you're working on that you least enjoy or that drains you?** - **What is our team working on right now that we should focus on less, what should we focus on more?** - **What is the main skill you'd like to help improve on this quarter?** These questions allow me and my team to keep our conversations forward-looking and make sure our feedback is flowing both ways. I'd recommend thinking about how you prepare for your 1:1 meetings with your leader to make sure you're taking full advantage of that time to discuss your growth opportunities. **Q: “What would you recommend if your company does not offer reimbursement for external training/certifications/conference attendance/memberships and the costs to do all of the above are beyond what you can afford?”** Great question! [Certifications](https://certified.salesenablementcollective.com/courses?%5Fgl=1%2A15xok7i%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcwMDU4MzI1MC4xMDUzLjEuMTcwMDU4NzMyNC41OS4wLjA.) and [conferences](https://world.salesenablementcollective.com/?%5Fgl=1%2A15xok7i%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcwMDU4MzI1MC4xMDUzLjEuMTcwMDU4NzMyNC41OS4wLjA.) are certainly a great way to grow your enablement skills and network, but fortunately, there are also some [free resources](https://www.salesenablementcollective.com/insider-membership-plan/) available if your company will not reimburse you. - [LinkedIn Learning](https://www.linkedin.com/learning/?originalSubdomain=uk) is free if you have a library card in most areas! You can get a library card for free to gain access to a lot of free coursework, and you can then add a tag to your LinkedIn profile to show the effort your putting in to continuous learning - Join a free networking group like [Upnotch](https://www.upnotch.com/) and Sales Enablement Collective to meet other sales enablement professionals to level up your skills and grow your network. Shout out to the [SEC newsletter](https://www.salesenablementcollective.com/slack-newsletter/) that Harshil Boparai (SEC’s Community Manager!) sends out with lots of regular [sales enablement content](https://www.salesenablementcollective.com/articles/). - Check out podcasts (like SEC’s own [Sales Enablement Innovation](https://www.salesenablementcollective.com/sales-enablement-innovation-podcast-series/) podcast!) - With your library card, you can download the Libby app to check out digital copies of books that can help level up your enablement skills --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Hired_Banners_.png)](https://certified.salesenablementcollective.com/p/sales-enablement-hired) --- ## Networking for enablement and navigating office dynamics **Q: "Building a career in sales enablement often involves networking and it's quite daunting, to be honest. What are your tips for effective networking, and how can professionals use our network to advance our careers?”** **A:** Networking absolutely can be daunting, and my biggest fear when networking is to have the person I'm speaking to feel like I am at all wasting their time, so I would say my main tip for effective networking is to **be prepared**! What do you hope to get out of the conversation? Use that goal to come prepared with a few key questions, and be prepared to be transparent about your goal with the person you're networking with. Looking to land your next job? Tell them! Just looking to learn more about how they grew their career and learn? Tell them! Hoping to get some advice on your career path? The more open you are about your goals the better. People want to help! Also, I'd like to plug organizations like Upnotch, which connect people who have overlapping networking goals to find mentors. They also hold "speed networking" events that I find are great icebreakers and make new connections in a structured space, helping you build confidence in networking. Networking in sales enablement is really important, because it's still a growing function, so the more you know about enablement at different organizations and what makes other enablement professionals successful, the better. 💡 With an SEC Pro membership, you get access to our exclusive [mentorship program](https://www.salesenablementcollective.com/signup/) both as a mentor and a mentee! Want to network with enablers from across the world for free? Join our [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) alongside thousands of your peers! **Q: "Something I've been struggling with lately has been navigating the complex landscape of office dynamics, particularly in regards to a larger organization. What insight can you offer for professionals in sales enablement to successfully build cross-departmental alliances and foster positive relationships with various teams, all while managing office politics?”** **A:** Cross-functional relationships are key to success in sales enablement so this is an excellent topic! Here are a few points to share: 1. **Make time intentionally to build rapport with cross-functional stakeholders.** Whether you're in the office, hybrid, or fully remote, intentionally reach out to your stakeholders across the organization just to check in, don't only go to them when your work dictates you need to or when you have a question for them. Being seen as "easy to work with" can be a big unlock for enablement success. 2. **Find stakeholder champions.** If you're struggling with office politics between teams, try to find one leader on both of the teams that can be your advocate. Is there a revenue leader who can help you navigate the office political waters? Can they help bridge connections cross functionally? In my experience, asking my revenue leaders for advice on how to navigate tough conversations with stakeholders in different parts of the organization has paid dividends. They can probably help in ways you didn't think of! ## Finding more AMAs and sales enablement content First of all, another big thank you to Alicia for taking the time to answer the sales enablement community’s questions. If you want to ask a question of your own next time we host one of our regular "Ask Me Anything" sessions, all you have to do is join our free Slack community. You’ll join thousands of your sales enablement peers in a space where you can network, share content, ask questions, and stay up to date with all the latest in the space. What’s not to like? Join the community for free today. --- --- ### Customer account research template URL: https://www.salesenablementcollective.com/customer-account-research-template-framework/ Last updated: 2024-09-25T09:49:14.000Z ## What is a customer account research template? Our customer account research template has been designed to guide sales professionals in gathering and organizing critical information about potential customers. The template simplifies the process of researching new accounts, helping sales teams focus on the most relevant details to understand the customer’s business, strategy, and needs. It's particularly valuable for account managers, sales representatives, and business development teams looking to tailor their approach to each client. ## How to use the account research template: 1. **Gather information**: Use the template to collect and organize data on each potential account. Fill out each section with as much detail as possible. 2. **Analyze and strategize**: Review the collected information to identify key insights and opportunities. Use these insights to tailor your sales strategy, ensuring it aligns with the account’s goals and addresses their specific needs. 3. **Prepare for meetings**: Before engaging with the account, consult the template to refresh your knowledge of their business and strategy. This preparation enables you to have informed, value-driven conversations. 4. **Update regularly**: Keep the template updated as you gather new information or as the account’s situation evolves. This ensures that your approach remains relevant and effective. The account research template helps you build a deep understanding of each potential customer, enabling you to create targeted, impactful sales strategies that resonate with the client’s unique challenges and objectives. ## Download your account research template ![customer account research template](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/account-research-template.png) [Account research templateAccount research template Researching a new potential customer can be a daunting task. How do you get started and what do you need to know? Don’t panic - this account research template will help you find and target the right people. \[Account Name\] Account Overview Business model and ind…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyKPJryP80k2lIlxTe7w2GIgbW7FOQqzfJfr_aEESZnHN7pgrEQXtEPrLLZCu5KHXWnzUQ0Da3fpcoBwMU9hAAjAf3-j_veG3pfXF6GAltMqT6vORB8=w1200-h630-p)](https://docs.google.com/document/d/1Xeo-hPGoaYZCo55tg%5FKbFpiXZ4r3-sW76Ohm2-xZG0U/edit?usp=sharing) [Account research templateAccount research template.pdf55 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Account-research-template.pdf "Download") [Account research templateAccount research template.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Account-research-template.docx "Download") _This post is for subscribers only._ ### Non-responsive prospect follow-up emails template URL: https://www.salesenablementcollective.com/non-responsive-prospect-email-templates-framework/ Last updated: 2024-09-22T07:18:27.000Z ## What is a non-responsive prospect follow-up email? Our non-responsive prospect follow-up email templates have been designed to help sales teams effectively re-engage prospects who've gone silent. These templates provide structured and strategic approaches to rekindling conversations, [addressing potential concerns](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/), and moving prospects closer to a buying decision. By utilizing these templates, sales professionals can increase their chances of reviving stalled deals and converting hesitant prospects into satisfied customers. ### What's in the template? This set of templates covers a range of scenarios where follow-up is necessary, from initial meeting follow-ups to reviving cold leads. Each template is crafted to address specific stages in the sales process, making it easier for sales reps to choose the right approach for their situation. ## Download your non-responsive prospect emails template If you’re not already a member, simply sign up to our free plan and refresh this page to access your template. ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2024/08/follow-up-emails.png) [Follow-up emails for non-responsive prospectsFollow-up emails for non-responsive prospects Ever devoted hours of work sourcing out a prospect, agreeing to the details in principle, only for your would-be customer to ghost you when it comes to the crunch? It may seem all is lost, but you’d be surprised at the power a follow-up email can hav…![](https://ssl.gstatic.com/docs/documents/images/kix-favicon-2023q4.ico)Google Docs![](https://lh7-us.googleusercontent.com/docs/AHkbwyJDkzS5SzAO5ChFmDqJRmxpav4DjTiQRXRJsk7j4LpLXQVczCP7LA5r3r3GPn8Lymvpo2FBatQN1HPOmSz3XzwtW9EeuzL0oIDhjh7jITmDvmqZn-Vm=w1200-h630-p)](https://docs.google.com/document/d/1NPN3cOmE1Ubhymh0HXJNspDU5w0WmS%5FxmCA%5FecsF85Y/edit?usp=sharing) [Follow-up emails for non-responsive prospectsFollow-up emails for non-responsive prospects.docx1 MBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Follow-up-emails-for-non-responsive-prospects.docx "Download") [Follow-up emails for non-responsive prospectsFollow-up emails for non-responsive prospects.pdf72 KBdownload-circle](https://www.salesenablementcollective.com/content/files/2024/08/Follow-up-emails-for-non-responsive-prospects.pdf "Download") _This post is for subscribers only._ ### The 7 fundamentals for establishing a strong sales enablement function URL: https://www.salesenablementcollective.com/the-7-fundamentals-for-establishing-a-strong-sales-enablement-function/ Last updated: 2025-06-26T14:00:19.000Z *This article comes from the panel discussion, ‘The Fundamentals of Establishing Enablement’, at our *2022 Sales Enablement Festival*, check out the full version* [***here***](https://www.salesenablementcollective.com/sales-enablement-festival-october-2022-ondemand/?wchannelid=e1ku84v53n&wmediaid=kdxjdslep1)*.* --- Getting sales enablement off the ground is no small feat. Between gaining buy-in, selecting tools, and building programs, it's easy to feel overwhelmed as an enablement leader. To shed light on the startup journey, three sales enablement pros recently came together to share their lessons learned: - **Konstantina Ntokorou**, Program Manager at **McGill Dobson Centre for Entrepreneurship** - **Orla Pollard**, Head of Sales Enablement at **Paddle**, and - **Cristina Patranoiu**, Senior Sales Trainer & Coach at **Ericsson** The trio drew from their diverse experiences establishing enablement functions to provide actionable advice. From quick relationship-building tactics to reporting structures, measurement challenges, and more, their insightful discussion covered all the core bases of enablement. Here are their seven top takeaways for enablement leaders looking to start strong! ## **1: Plant seeds of trust through quick wins** It's no secret that gaining credibility with sales reps and leadership is critical in enablement. But how exactly do you sow those initial seeds of trust when parachuting into a new company? **Orla** swears by delivering value quickly through high-visibility wins. In one story, she shared how creating a simple sales playbook document addressed a glaring need voiced by struggling new hires. "I remember standing at our all-company summit, and one of our reps said to me ‘I'm just not really sure what the actual steps are to close the deal.’ He was fairly new," she recalled. "I said ‘Okay, do you need a playbook?’ We had information absolutely everywhere, but we needed it centralized.” While not a sophisticated tool yet, distributing this Google Doc met an urgent rep need, helped managers, and signaled **Orla**’s ability to execute. Getting reps onboard is about listening first, then delivering practical solutions fast. Even simple tools like checklists and email templates can provide that proof of concept. **Konstantina** concurred that sitting down with reps, sales leadership, and other stakeholders quickly is crucial for gathering intel. But she warned not to get stuck in an endless listening tour. > *“Give yourself a deadline because I felt the more I was talking to the reps and the directors, the more ideas I had, the more directions I was going.”* > *“You need to be strict, and say: I’m gonna give myself 15 days to drive the internal case to understand where we sit, and stick to it.”* In other words, balance speedy relationship building with decisive action. Don’t let perfection paralysis set in. --- [Sales Enablement Landscape Report 2023Dive into hundreds of the latest enablement stats and facts in SEC’s Sales Enablement Landscape Report 2023.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/11/SEC_Landscape_2023_Meta_.png)](https://www.salesenablementcollective.com/sales-enablement-landscape-report/) --- ## **2: Paint the big picture but start small** Having an inspiring vision resonated with our experts as another key to success. According to **Cristina**, clearly articulating “why” you’re in enablement is step one. Her team’s purpose statement focuses on: > “*Enabling the revenue team to think differently, and grow revenue through communication, education and preparation.”* While motivating, grand visions still require bite-sized execution. **Cristina**, **Orla**, and **Konstantina** all emphasized incremental progress through quick wins. **Orla** described how she elevated sales leadership alignment by planning out enablement’s long-term roadmap and headcount needs. But she balanced that with quick playbooks and training that resolved rep frustrations. For **Konstantina**, quickly coordinating enablement responsibilities and priorities in tandem with sales leadership and marketing was key. In **Orla**’s view, saying no to outlier requests and clearly communicating quarterly priorities helps reinforce focus, and enabling selective small wins builds momentum. --- [A three-step blueprint to attaining resources and driving success | SECThe experienced Petek Hawkins explains her 3 step process to acquiring enablement resources - a blueprint she’s followed in 3 separate organizations.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectivePetek Hawkins![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/10/aaron-burden-GFpxQ2ZyNc0-unsplash-2.jpg)](https://www.salesenablementcollective.com/a-three-step-blueprint-to-attaining-resources-and-driving-success/) --- ## **3: Metrics - Start simple, but build towards impact** What gets measured gets managed. But without extensive historical data, how can enablement leaders prove their worth? **Konstantina** advised being adaptable and leveraging simple metrics at first. “Be creative in your current structure, and build out those metrics,” she offered. Gradually layering in indicators tied to deal progression can illustrate enablement’s influence. While not every impact is immediately quantifiable, **Cristina** emphasized creatively connecting enablement KPIs back to big picture business goals like lowered attrition. > *“If you don't help the business, in a very concrete way, you're going to lose people. And if you lose people, you lose money."* **Orla** also encouraged carefully defining metrics and not falling victim to vanity metrics that sound good but lack actionability. For example, scrutinize ramp time definitions. Gradually building a metrics framework tied to revenue is crucial, even if you have to start small with imperfect indicators. --- [Sales metrics for sales enablement: explained | SECA well-designed sales enablement strategy should have a measurable impact on sales results and revenue. Often the challenge is identifying the right metrics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1550985543-49bee3167284?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) --- ## **4: Technology - Validate with end users first** The right technology stack can make or break enablement execution, but procuring tools is rife with pitfalls. **Konstantina** warned about purchasing based on vendor recommendations without internal vetting. > *“First, you need to understand, I need a tool that does X, that measures Z, that will give me Y results, and then decide accordingly.”* Piloting tools with a test group of reps and requiring hands-on experience before large contracts are signed is a must, the experts emphasized. According to **Orla**, when considering LMS versus CMS options, you have to negotiate for what your team needs. Above all, resist the pressure to make quick, expensive technology decisions without careful evaluation. There are tons of free tools and platforms to leverage in the interim until you've aligned on needs. --- [Sales enablement and technology | SECWerner Schmidt, VP of SE at Sage, discusses the role of new technology in sales enablement and how science, tech, and data can propel the org to new heights![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveWerner Schmidt![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/09/alexandre-debieve-FO7JIlwjOtU-unsplash-2.jpg)](https://www.salesenablementcollective.com/sales-enablement-and-technology/) --- ## **5 - Cast a wide net for resources and ideas** While starting enablement can feel daunting, the good news is you don't have to do it alone. All three leaders emphasized connecting with mentors, peers, and online communities. > *"Finding Sales Enablement Collective has been really, really key for me, especially in the first six months where I was technically alone in my role, especially when you're trying to build that trust and build that vision.”* **Cristina** also encouraged reaching out to others further along the path for guidance. > *“There’s real strength in asking for help. Enablement is still maturing globally, so we are all learning together. Connecting with peers who are further along in the journey can help you shortcut growing pains and build excellence faster.* > *You don't have to make every mistake yourself to get to success."* With enablement meetups, LinkedIn groups, and virtual water coolers, there are abundant opportunities to connect and learn from fellow practitioners. Don't let [imposter syndrome](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/) hold you back from building your network! --- [SME collaboration: The key to impactful enablement programsSonia Pupaza explains the keys to subject matter expert (SME) collaboration and how they can make all the difference to your enablement.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveSonia Pupaza![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/10/cristina-gottardi-8hJQKRIQZMY-unsplash-2.jpg)](https://www.salesenablementcollective.com/sme-collaboration-the-key-to-impactful-enablement-programs/) --- ## **6: Structure can be secondary to results** What is enablement’s ideal reporting structure? According to **Orla**, embedding within sales has boosted her credibility and trust with that group. But she acknowledged how priorities may shift over time, necessitating closer marketing alignment for broader influence. **Cristina** noted there are pros and cons to any structure, especially in large, matrixed organizations. She advised focusing less on your org chart box, and more on fostering connections across departments to accomplish goals. While consensus was that the perfect structure doesn’t exist, our experts agreed having an influential executive sponsor is paramount, regardless of where enablement sits. Savvy enablement leaders foster relationships across the C-suite to promote alignment at the top. --- [Cross-functional collaboration: making sales enablement’s voice heardWorking cross-functional teams is at the core of sales enablement. Here’s how to do it better![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveChloie Brandrick![](https://images.unsplash.com/photo-1582213782179-e0d53f98f2ca?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/cross-functional-collaboration-making-sales-enablements-voice-heard/) --- ## **7: Empower reps to drive content and relevance** How do you run enablement with limited marketing resources? **Konstantina** shared tips for maximizing internal subject matter experts. > *“Recruit from your sellers, recruit from people that know the product, know the pain point, know what is missing in the training, know what is not converted best."* Reps have invaluable insider intel that external hires lack. Tapping their expertise directly by involving them in content development ensures relevance versus guessing at what will resonate. **Orla** also emphasized the importance of continuous collaboration with product marketing to align on responsibilities and create consistency for the field. When bandwidth is limited, clearly delineating deliverables and timelines helps avoid confusion. While building out an enablement dream team may take time, scouting top talent internally first helps ensure programs hit the mark. Your best co-pilots may already be on the rocket ship with you. --- [The secret to successful sales enablement? Don’t forget the reps | SECSales enablers are always looking for ways to improve the sales team’s performance - while data is powerful, thinking about the sales rep is important too.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1567989995326-46ed902b0494?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDR8fHRlYW0lMjBzcG9ydHxlbnwwfHx8fDE2NDkzMjgyNDI&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/the-secret-to-successful-sales-enablement-dont-forget-the-reps/) --- ## **Final thoughts** Forging enablement from scratch is far from straightforward. But by focusing on fundamentals like quick wins for credibility, metric frameworks tied to revenue, leveraging networks and internal experts, enablement leaders can get off the ground successfully. “While launching enablement can be challenging, keeping these fundamentals in mind will help set you up for success,” **Orla** summarized. > *“Remember you don't have to have all the answers on day one.”* With a learner mindset, dedication to reps, and support from fellow enablement pros, you’ll be flying high in no time. The enablement rocket ship awaits - are you ready for liftoff? --- ### “It’ll help take your enablement to the next level”: Sales Enablement Summit San Francisco testimonials URL: https://www.salesenablementcollective.com/itll-help-take-your-enablement-to-the-next-level-sales-enablement-summit-san-francisco-testimonials/ Last updated: 2024-01-09T17:30:09.000Z Our [Sales Enablement Summit](https://world.salesenablementcollective.com/?%5Fgl=1%2Avpxzbo%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY5OTU1Mzk3OS4xMDMxLjAuMTY5OTU1Mzk3OS42MC4wLjA.) in San Francisco returned for 2023, and among the over one hundred guests, two took the time to share their experience as attendees. - **Roderick Jefferson, CEO, Roderick Jefferson & Associates** - **Brooke Coletti, Senior Partner Enablement Manager, Amazon Web Services** The pair discussed **why** **they chose to attend** and the **biggest benefits** they’ve gained from attending a Sales Enablement Summit. 0:00 /2:04 1× ## Why attend? SEC’s Sales Enablement Summits take place all year round, all over the world. No matter where you are, you have the opportunity to network and learn from dozens of your peers. **Roderick** attended our San Francisco event because: > *“It's a great opportunity to mix, mingle, and learn from some of the best practitioners out there - and it's also an opportunity to continually learn as well.* > *“There's a lot of conferences you go to where people are talking at you, here I felt like you didn't just have presenters and speakers, you literally had folks that were *educating* us today.”* **Brooke** told us that our events are an opportunity to stay up to date in the field: > *“The main reason I attended the conference is because I want to understand the trends that are currently going on in enablement.* > *“The market is constantly changing, and so I want to stay on top of what’s new, what’s coming, and then to also network with the rest of the enablement community.”* ## The benefits Between the wealth of knowledge shared by experienced speakers, the opportunity to network with your peers, and more - there’s a whole host of benefits to attending. **Roderick** was asked if he’d recommend the event to others, and his response was an emphatic yes: > *“I’d say you need to go next year! The reason is, again, it's an opportunity to mix and mingle.* > *“But also, it will help to take your enablement game to the next level. I've been doing this for over 20 years now, and I'm walking away with something new that I didn’t have before coming here today.”* For **Brooke**, the opportunity to learn about the various facets of enablement in one place stood out: > *“I think the biggest benefit is that you get the opportunity to see multiple topics in one place. If you have a topic in mind that you want to learn about, or have a challenge that you're facing internally, you can come to a conference like this and hear perspectives from multiple enablers of how to tackle and overcome that challenge.* > *“I really enjoyed the event’s networking, because there are enablement practitioners of all levels and from all different industries here. Hearing their perspectives and the way that they're running things internally, can better shape what I'm doing in the future too.* > *“The networking here has been amazing because I've been able to learn from these perspectives and get different insights.”* ## How to attend **Roderick** capped it off in the most succinct way possible: > ***“I want to be associated with the best conferences out there, and this is definitely it.”*** With that said, if you feel like you’ve missed out on something BIG - you have. 😉 But, don’t fret. There’s plenty more where that came from. We’re bringing the Sales Enablement Summit to a variety of worldwide locations every year. **Attend an SEC Summit and:** 🥇 Stay on top of trends to get ahead of your competitors 📈 Learn how to drive consistent growth with proven, actionable tactics 🗣 Network with your peers and make meaningful connections 🤩 Meet mentors and form relationships to help you excel in your career 🤝 Discover new talent and scale your team [Find our events schedule here!](https://world.salesenablementcollective.com/?%5Fgl=1%2Amyiwbt%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTcwNDgxOTg3NS4xMDkyLjEuMTcwNDgyMDEwNi41NC4wLjA.) ### Sales Enablement Landscape Report (2023) URL: https://www.salesenablementcollective.com/sales-enablement-landscape-report-2023/ Last updated: 2024-10-15T12:35:58.000Z Our biggest report is **back** \- and it’s yours to download right now! Our Sales Enablement Landscape Report 2023 provides an overview of the industry like never before. We asked 150 enablement experts about the people, processes, and problems in enablement. Now, with the results compiled, you can see how your situation weighs up compared to your peers and competitors. [ Download your free copy ](https://share-eu1.hsforms.com/1GO8NkhmhR8KClCqAPZvB6w2b1vun) How enablement is valued in different organizations, the challenges facing sales teams, your peers’ views on artificial intelligence, even the must-have skills - our report has it covered. ## Here’s some quickfire stats: - The most common team size in enablement was 2-4 (**33.8%**), followed by one-person teams (**31%**). - **77.7%** of respondents are optimistic about the growth of artificial intelligence in the enablement space. - In an ideal world, **44.6%** of respondents would have enablement report directly to the C-suite. - **37.8%** of respondents worked in sales prior to enablement, and an additional **28.4%** were in sales management or leadership roles before becoming enablers. ## Hear directly from your peers on industry challenges: > *“Stakeholders don’t know what enablement is able to do. They have very low expectations and that means low support and that we’re rarely invited in.”* > *“I think enablement is a new and evolving function. The main challenges come from within. I love what I see happening in the landscape, from thought leaders to actual sales enablement forums and groups. I get great support and ideas from other sales enablement professionals.”* > *“Enablement is becoming a must-have for any team looking to scale and grow both their markets and their people. With the war for sales talent in full swing, enablement is no longer a nice-to-have, but a requirement for top sales performers and managers.”* > *“Measuring rep performance is a constant challenge for a small sales team with a small data set. We often find out data tells us different things from month to month, as the data set isn’t large enough to provide consistent information.”* Download the full report, containing **hundreds of stats** and **dozens more comments** from your peers right here. 👇 ### Sales: The rules of engagement URL: https://www.salesenablementcollective.com/sales-the-rules-of-engagement/ Last updated: 2024-10-13T16:31:17.000Z At first glance, the world of sales might seem simple: it’s all about selling products or services as much as possible. Start working in any sales role, however, and you’ll quickly learn that’s not the case. Sales is full of written (and sometimes unwritten) rules, and one of the most important in any organization are the **sales rules of engagement**. Rules of engagement establish guidelines and boundaries for how sales reps should interact with and approach potential customers and internal stakeholders. These relationships can make or break an organization’s success, so it’s important not just to get the rules right - but to make sure everyone understands why they’re in place. This article explores: - [**What the sales rules of engagement are**](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/#what-are-the-sales-rules-of-engagement) - [**Common rules of engagement used by sales teams internally and externally**](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/#common-sales-rules-of-engagement) - [**Best practices and things to remember when establishing rules of engagement**](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/#best-practices-for-sales-rules-of-engagement) - [**What to do if rules of engagement are broken**](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/#addressing-broken-rules) - [**The enablement community’s view on rules of engagement**](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/#the-community%E2%80%99s-view) Let’s dive in!👇 ## What are the sales rules of engagement? In the context of sales, rules of engagement are sets of guidelines that define how [sales reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) should interact with prospects and customers, with each other, and with other departments within the company. Rules of engagement are typically created by sales management or leadership, and are designed to ensure that an organization’s [sales process](https://www.salesenablementcollective.com/scrap-your-sales-process-building-a-new-enablement-strategy-for-post-modern-buyers-and-sellers/) is efficient, effective, and aligned with the company's overall goals. These rules are especially important when it comes to areas such as: - **Lead assignment** - **Territory management** - **Cross- and up-selling procedures** If you don’t get these areas right, you might end up with friction between sales reps over who gets the credit (and [commission](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/)) for closing a deal. With [commission](https://blog.close.com/pick-sales-commission-structure/#:~:text=Base%20Salary%20Plus%20Commission,adopt%20a%2060%2F40%20ratio.) often being 50% or more of a rep’s pay, lead and territory ownership can quickly become a major sticking point across your organization. Rather than focusing on how sales teams interact internally, other rules of engagement may focus instead on how teams engage with potential buyers and customers. These rules could cover areas such as: - **Pricing and discount policies** - **Lead qualification** - **How (and how often) to communicate with prospects** - **Post-sale handovers** While these are areas which rules of engagement frequently cover, anything related to the smooth running of an organization’s sales processes and practices could be included among the rules. --- ## Common sales rules of engagement As we mentioned, rules of engagement will vary depending on an organization’s needs, growth stage, market, [competitors](https://www.salesenablementcollective.com/how-to-use-competitor-analysis-for-sales-enablement-workera-case-study/), team size, and more. However, there will be some common threads across companies to ensure there’s as little friction as possible during the sales process. Let’s dive into some example rules of engagement for each of the categories we mentioned earlier: ### Lead assignment Who owns which [leads](https://www.salesenablementcollective.com/digital-b2b-marketing-lead-gen-using-owned-earned-media/)? How are leads assigned to reps? Two big questions that you need to have well-defined answers for in order to avoid controversy and confusion among your sales team. **Rules of engagement around lead assignment might look like:** - Leads generated from the company website are assigned to the sales rep in the territory where the lead is located. - If a lead is generated from [marketing campaign](https://www.revenuemarketingalliance.com/what-is-lead-generation-in-marketing-a-guide/) X, it’s assigned to the rep with the highest qualification rate for that type of lead. - Leads from existing customers are assigned to the sales rep who is already managing that customer’s account. - If a rep has made meaningful contact with a lead, they own it until the buying process concludes, regardless of who originally received the lead. - If a lead goes "stale" after a defined period of no activity, it becomes unowned and can be distributed to another rep. - Contact with high-level executives or decision makers (C-level, VPs) immediately makes a rep the owner of that account, even if another rep had earlier low-level contacts - Should two salespeople approach the same lead, the rep who logs it in the CRM first gets priority. [Lead nurturing track template | Free downloadBuild and maintain relationships with potential customers at every stage of the sales funnel.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-42.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Revenue-Enablement--5--2.png)](https://www.salesenablementcollective.com/lead-nurturing-track-template-framework/) ### Territory management The world is more global than ever, and that means sales teams are busy prospecting potential [clients located all over the world](https://www.cmoalliance.com/6-steps-to-a-successful-market-expansion/). Having clearly defined rules surrounding territories, and which sales reps are responsible for certain territories and the leads within, helps to avoid conflict. **Examples of rules of engagement around territories might include:** - Reps are not allowed to prospect or sell to customers in another sales rep's territory without permission. - Territories are periodically rebalanced based on workforce changes, market conditions, and evolving customer needs. - When territories are redesigned or reassigned, there will be a transition period of X months for handover of accounts and sharing of contacts. - If a deal spans multiple territories, commission will be split equally between the sales reps involved. - Disputes over territories and leads being potentially poached will be mediated by a sales manager. ### Cross- and up-selling procedures [Cross-selling and up-selling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) are powerful weapons in any organization’s arsenal. Increasing the amount that existing accounts are spending is critical, especially in uncertain markets, but it’s important to have some rules in place regarding how reps do that. **Examples of these rules could include:** - Limit [cross-selling](https://www.revenuemarketingalliance.com/3-cross-sell-email-templates-that-convert/) suggestions to X number of times per interaction or sales cycle. - Reps should not disparage starter or basic packages while upselling and instead focus on the additional value of higher-end offerings. - Sales reps must tailor their cross-selling and upselling recommendations to the individual customer's needs and budget [Cross-selling email templates | Free downloadEmail templates to promote additional, relevant products or services to their existing customers.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-43.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Revenue-Enablement--4-.png)](https://www.salesenablementcollective.com/cross-selling-email-templates-framework/) --- ### Pricing and discount policies Pricing and discounting can make or break a deal. While on one hand a rep might be tempted to keep knocking the number down to encourage a prospect to agree to purchase, offering too many discounts, too often, can devalue your product and make your original price seem inauthentic. For that reason, it’s important to have rules dictating how pricing and discounting is approached in your company. **Examples of rules of engagement surrounding discounting include:** - Reps must offer all customers the same initial pricing for the company's products or services. - Reps are not authorized to offer bundled pricing without approval from a sales manager. - Discounts greater than 10% must receive a manager’s approval before being offered to a prospective customer. ### Lead qualification [Lead qualification](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) is one of the most important parts of any sales process, but without clear guidelines, what actually counts as a qualified lead can become murky and confusing to reps. While these details will be part of whatever qualification [framework](https://www.salesenablementcollective.com/what-is-a-sales-methodology/) the organization uses, the sales team rules of engagement may detail some of the most important qualification rules. **Examples could include:** - A lead must have a valid email address and phone number in order to be qualified. - Reps should thoroughly qualify leads within X days/weeks of receiving them to determine their value. - A lead must be interested in learning more about the company's products or services in order to be qualified. - Low-scoring leads marked "cold" after qualification attempts should be cycled back to marketing for further nurturing. - Excessive time should not be spent on leads that clearly fall outside ideal customer profiles (ICPs) or are years away from making purchases. - There is a limit of X unproductive sales calls to unqualified leads before turning them over. ### Communication with prospects Simply put, successful sales is all about communication with prospects - which means it’s critical to have rules in place that allow for this communication to be ethical, meaningful, respectful, and effective. Every interaction that a prospective customer has with your organization and its salespeople will leave an impression. Word of mouth spreads quickly, and if you don’t provide a positive experience, you’ll quickly lose the ability to build trust and gain a long-term reputation among your target audience. **Here’s some examples of possible rules of engagement in regards to how your reps engage with prospects:** - All reps should use the sales team’s email template for initial outreach to prospects. - Limit cold call attempts to X times per week if unable to make contact. Leave a voicemail no more than once per week. - If no contact is made after X attempts via email and phone call over the course of Y months, cease contact in order to not pester unresponsive contacts. - Reply to prospect inquiries within X business hours, even if just to acknowledge receipt and indicate follow-up timing. - Use [ethical sales practices](https://www.salesenablementcollective.com/how-to-handle-the-4-most-common-sales-objections/) and never make false or exaggerated claims about the company’s product or the potential return on investment it can bring. - Communication should be personalized rather than generic. - Sales content shared with prospects should be value-led and appropriate for the stage of the buyer journey the prospect is at. - Stick to the company’s agreed-upon sales cadence when contacting prospects unless you have explicit permission. [Prospect tracking sheet templateKeep track of every interaction and ensure no lead slips through the cracks. Download your prospect tracking template.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-44.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Content-Strategy-2.png)](https://www.salesenablementcollective.com/prospect-tracking-sheet-template-framework/) ### Post-sale handover Just because your sales rep closed a deal, it doesn’t mean the work is done! Get the post-sale handover between sales and [customer success](https://www.salesenablementcollective.com/how-to-enable-customer-success-using-customer-feedback/) and/or [account management](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) wrong, and your new client’s experience starts off in the worst possible way. It’s important to have consistent rules in place for how this handover happens to ensure that clients start their journey with you in a positive and professional manner. **Rules of engagement regarding post-sale handovers may include:** - After closing a deal, schedule a handoff meeting with customer success to introduce them to the account within X days. - Sales reps should attend the first X early renewal discussions to reinforce relationships and reiterate value delivered. - Disclose any concessions, discounts, or non-standard terms agreed to during negotiations that account managers or customer success should know. [Sales to customer success handover templateA set of email templates to help you implement a seamless handover from sales to customer success.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/icon/android-chrome-192x192-45.png)Sales Enablement CollectiveJames Shaw![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/thumbnail/Sales-Enablement--4--1.png)](https://www.salesenablementcollective.com/sales-to-customer-success-handover-template-framework/) --- ## Best practices for sales rules of engagement Now you know what rules of engagement are and why they’re necessary, as well as having seen examples of common areas covered by these rules. When establishing rules of engagement for your sales team, there are a few best practices to keep in mind to ensure that the rules are understood and followed by everyone in the organization. ### Involve stakeholders Many rules of engagement deal with sensitive topics to reps, such as their commission and crediting. This means that it’s important to involve reps in the process, so that they feel listened to and represented. **The last thing you want is for reps to feel like rules regarding their pay packet have been “imposed” on them without any say on their part.** Other parties you might want to include are [sales managers](https://www.salesenablementcollective.com/enabling-managers-and-working-with-sales-leadership-what-to-know/), sales leaders, and whoever is responsible for compensation planning in your organization (often [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/)). ### Make sure the rules are easy to understand and find Rules can only be followed if everyone knows what they are, and the same goes for sales rules of engagement. For starters, it might be worth compiling all the rules into a handbook or document that’s easily accessible in your company’s content management system ([CMS](https://www.salesenablementcollective.com/what-are-sales-enablement-tools/)), for example. If you don’t have a CMS, a Google Drive folder might just do the trick. Make sure every rep knows where to find them if they need to refer back to them. Perhaps more importantly, ensure that every rep knows that the rules of engagement exist! Whether they’re incorporated into their [onboarding process](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/), or explained by a manager after their first call, reps need to be made aware of the rules of engagement before they can follow them. ### Addressing broken rules It’s important to have processes in place for when the rules of engagement are broken. The consequences will naturally vary in severity depending on the nature of the rule that was broken, but for fairness’ sake, it’s better to have these laid out than made up on a case-by-case basis. A rule on lead ownership being broken and leading to a dispute between reps over commission might need to be mediated by a sales manager, whereas a rep who didn’t qualify a lead properly might just need to be [coached](https://www.salesenablementcollective.com/in-other-walks-of-life-people-at-the-top-of-their-game-still-invest-in-coaching-why-not-sales-kate-philpot/). What’s important is that your teams feel these processes are fair, adequate, and not arbitrary. --- ## The community’s view Our bustling [Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) played host to an interesting discussion on best practices for lead ownership between outbound and inbound sales teams, and how rules of engagement should be structured in these instances: **Whitney Nikander** asked: > *“How do you define a meaningful connection that determines lead ownership when there are multiple points of entry?* > *“For example, an outbound AE reached out to a contact on their assigned list three times last week with no response, but this week the contact signed up for a free webinar and was directed to one of our inbound reps.* > *“The AE never made contact, but the inbound lead is likely attributed to the outbound AE's outreach. Who gets it?”* **Nick** **Ziech** shared that he believes the key is just consistency: > *“If you do something like 'last rep to touch' then there will be times where it goes the other way as well, if your volume is high enough - if someone stops by a booth and then converts from an outbound rep's touch, for example.* > *“I'd define meaningful connection as something where you know you have their attention. Three or more emails opened, time spent on a marketing asset, or a long time on a landing page or blog, but it's so tough to really know what's happening that I just lean towards consistency.”* **Brett J** added his two cents: > *“There's a case to be made for having the outbound rep running with it because, in this instance, it's feasible that the customer registered for the webinar based on the email/voicemails the outbound rep made.* > *“On the flip side, if inbound reps have very few leads to work, this could really sting. One approach I've seen in the past is having the outbound rep 'own' the lead for a certain amount of time (say a week or two) which allows them to work the lead even if the customer reaches out to the inbound team.* > *“After that, inbound would work the lead if the customer reached out. That approach might be very difficult to implement, but it's something to consider.”* To read more discussions like this one from your enablement peers, and even take part in them yourself, [join our Slack community](https://www.salesenablementcollective.com/join-the-sec-slack-community/) \- **home to thousands of enablement professionals.** ### Sales methodology secrets: 7 key principles from industry experts URL: https://www.salesenablementcollective.com/sales-methodology-secrets-7-key-principles-from-industry-experts/ Last updated: 2024-11-13T12:54:25.000Z *This article comes from a debate, ‘The Sales Methodology Debate: How to Select the Right One for Your Organization’, held at our *October 2022 Sales Enablement Festival*, check out the full unedited discussion* [***here***](https://www.salesenablementcollective.com/sales-enablement-festival-october-2022-ondemand/?wchannelid=e1ku84v53n&wmediaid=i1h5vy9wtr)*.* --- Implementing an effective sales methodology is crucial for organizations looking to scale their sales processes and achieve sustainable growth. But with so many options on the market, how do sales leaders know which methodology is right for their business? In a recent panel discussion, sales enablement experts: - **Teri Long**, VP of Global Revenue Enablement at **Mindtickle**, - **Tom Cheryian**, Director of Revenue Enablement & Operations at **Rattle**, - **Carly Lehner**, Senior Director, RevOps and Enablement at **Andela,** Gathered together and shared their insights on selecting, rolling out, and optimizing sales methodologies based on their diverse experiences. Here are some of the key takeaways from their lively debate on this complex but critical topic … 👇 - **To methodology or not** - **Comparing methodologies** - **Adapting methodologies for SaaS vs. non-SaaS** - **Enlisting marketing as a methodology partner** - **Right-sizing your methodology** - **Sales methodologies for emerging industries** - **Rolling out methodologies for maximum buy-in** - **Final thoughts** ## **To methodology or not** One of the first questions sales leaders wrestle with is whether they even need a defined [sales methodology](https://www.salesenablementcollective.com/what-is-a-sales-methodology/). According to our experts, the answer depends largely on the company's stage of growth. As Carly Lehner explained, Andela is currently a Series B business that uses [BANT](https://www.salesenablementcollective.com/lead-qualification-using-bant-meddic/) (budget, authority, need, timing) for opportunity qualification but doesn't leverage it well. The lack of a solid methodology hasn't hindered Andela's success so far though. However, implementing BANT more rigorously could likely optimize sales conversions. In Carly's view, methodologies can be effective if implemented properly, but may not be an absolute necessity in early growth stages. > *Tom Cheryian also emphasized that an effective methodology promotes communication* [*alignment*](https://www.salesenablementcollective.com/the-alignment-power-team-up-with-marketing-support-and-product/) *across sales, marketing, customer success and other departments.* For OwnBackup's (in Tom’s previous role) complex technology, having a shared framework enabled by the Winning by Design methodology has been invaluable in getting all teams on the same wavelength. Teri Long advised looking for signals like increased focus on sales metrics and deal velocity. Formalizing the sales process via an established methodology can provide structure, repeatability and improved conversion rates. According to Teri, methodologies become more important once companies start closely tracking and trying to optimize their sales funnel metrics. #### 💡****The key takeaway:** Methodologies aren't absolutely necessary from the start, but can drive major benefits once organizations reach sufficient scale and complexity. As Tom put it, having a methodology makes things better, but you can still get business done without one early on. ****Proceed with eyes wide open**. ## **Comparing methodologies** With so many sales methodology frameworks to choose from, the trick lies in finding one that fits your tech, team and customers. OwnBackup went through an extensive RFP process and ultimately selected Winning by Design (WBD). Tom cited WBD's suitability for SaaS businesses, open source content model and holistic approach spanning the entire customer journey. The methodology also aligned with recommendations from OwnBackup's investors. Andela currently uses BANT for its simplicity in qualifying opportunities. However, Carly shared that most Andela deals end with "losing to nobody" rather than losing to competitors. To tackle this indecision challenge, Andela is layering in concepts from Dixon and Adamson's new book, Jolt. Teri advocated taking a hybrid approach based on the sales team's specific needs. Her current company employs [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) for opportunity qualification while integrating [Sandler](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/) Training's sales psychology. **They continually refine the methodology mix as buying challenges shift.** According to Teri, you've got to be aware and cautious about what will work best for your situation. #### 💡 ****The key takeaway**: Rather than defaulting to the latest trendy methodology, carefully evaluate your company's unique requirements and tailor accordingly. ****One size does not fit all**. ## **Adapting methodologies for SaaS vs. non-SaaS** Sales methodologies must align with the nature of the sale, which differs significantly between SaaS and non-SaaS businesses. For SaaS companies, Teri finds methodologies like [MEDDIC](https://www.salesenablementcollective.com/what-is-the-meddic-sales-methodology/) better suited for technical, complex sales, while [Sandler](https://www.salesenablementcollective.com/what-is-the-sandler-sales-methodology/) Training excels for simpler, transactional sales. > *The complexity of the technical requirements is a key factor.* Meanwhile, Carly's past roles in staff augmentation required less technical selling where straightforward frameworks like BANT provide helpful guardrails without overcomplicating things. Tom emphasized that regardless of industry, the methodology should unite [marketing](https://www.salesenablementcollective.com/aligning-sales-and-marketing-and-getting-organized-for-success/), sales, services and beyond through a shared framework and vocabulary that enables alignment. #### 💡 **The key takeaway:** Industry and sales complexity should drive your methodology evaluation. ****Define your must-haves before pursuing an option**. ## **Enlisting marketing as a methodology partner** What's the best way to get marketing teams invested in a new sales methodology? Involve them early and often, urged the experts. > *Tom explained that marketing content and messaging often need to adapt based on sales methodology stages.* Loop in [marketing](https://www.salesenablementcollective.com/b2b-sales-enablement-marketing-driven-approach/) when selecting and designing a rollout to incorporate their insights upfront. Failing to involve marketing early on risks misalignment across the customer journey. Carly stressed that [product marketing](https://www.salesenablementcollective.com/building-a-bridge-between-product-marketing-and-sales/), in particular, should align on product positioning and messaging. This amplification makes selling much easier. According to Teri, a key pitfall is marketing feeling that a new methodology is being forced on them. Get their input from the start to foster buy-in across departments. Teri emphasized that marketing should never be an afterthought. #### ****💡 The key takeaway:** A sales methodology touches the entire customer journey. ****Marketing should be viewed as a partner.** ## **Right-sizing your methodology** For tiny startups, implementing a full sales methodology might seem excessive. How should early-stage companies scale their sales process? The experts agreed that [metrics](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) and consistency matter more as headcount and revenue grow. Teri advised first understanding customers' buying journey and decision criteria, as this informs what qualifiers and frameworks will accelerate sales velocity. Carly cautioned against over-engineering your process too early. What works for two reps likely won't for 200\. Focus on refining messaging and positioning first. > *According to Carly, approaches that work at a small scale often fail as companies grow.* Tom encouraged experimentation to identify what messaging resonates and drives [pipeline](https://www.salesenablementcollective.com/digital-b2b-marketing-lead-gen-using-owned-earned-media/). As the sales process standardizes, it naturally evolves into a methodology. In Tom's view, early-stage startups should focus more on experimenting with effective messaging rather than methodology. #### 💡 ****The key takeaway:** ****Don't put the cart before the horse.** Master positioning and messaging before layering on a comprehensive methodology. ## **Sales methodologies for emerging industries** For companies pioneering a new product category, [sales methodologies like SPIN](https://www.salesenablementcollective.com/spin-sales-methodology/) must overcome prospects' lack of awareness. How should these organizations adapt their approach? Teri encouraged focusing on targeted lead nurturing content that anchors value, as this equips sales to drive earlier adoption. Concepts from [challenger](https://www.salesenablementcollective.com/what-is-the-challenger-sales-methodology/)\-style sales methodologies can also be helpful here. Rather than applying a methodology as the sole solution, Tom and Carly pushed companies to first analyze their messaging, market positioning and more. Educating the market likely requires a broader enablement effort. According to Tom, cracking a new category is about much more than methodology. #### 💡 ****The key takeaway:** For new companies, resist viewing methodology as a silver bullet, thoroughly evaluate your broader sales engine first. ****Messaging and positioning rule**. ## **Rolling out methodologies for maximum buy-in** Perhaps most importantly, the panelists emphasized change management while rolling out sales methodologies. How do you ensure a methodology sticks? Teri insisted on first fully diagnosing the problems you aim to solve, otherwise a new methodology could fall flat or exacerbate challenges. > *Interview stakeholders at all levels to uncover pain points. Don't skip this critical step, Teri warned.* Carly advised using data like the sales velocity equation to clearly articulate the rationale and projected ROI of a methodology shift. This builds leadership alignment and adoption. According to Carly, [data-backed](https://www.salesenablementcollective.com/enablement-metrics-101/) business cases are key for driving change. Tom positioned sales methodology as one key lever within the broader enablement framework. To gain buy-in, demonstrate how the methodology integrates with [content](https://www.salesenablementcollective.com/what-is-sales-enablement-content/), tech stack, [onboarding](https://www.salesenablementcollective.com/sec-onboarding-playbook-download-it-today/) and more. Avoid positioning it as a silver bullet. #### 💡 **The key takeaway:** ****A methodology shouldn't be viewed as a quick fix**. Thoroughly investigate root causes, make the ROI case and take an integrated enablement approach to drive change. ## **Final thoughts** Distilling the insights from Teri, Tom and Carly, implementing an impactful sales methodology requires **research**, **strategic thinking** and **flawless execution**. Selecting the right sales methodology is tricky, but so rewarding when done right! With the right methodology as your guide, communications align, revenue growth accelerates, and your sales engine hums. You now have insights from the experts to develop a methodology strategy tailored to your business. We covered a lot of ground, from startups just finding their footing to mature enterprises looking to optimize. **With so many options now available, get creative in your evaluation process. Experiment, collect data, keep tweaking - the possibilities are wide open!** Implemented thoughtfully, your methodology unlocks alignment, repeatability and high-velocity growth. We hope this lively discussion provided valuable insights to help you select and tailor the ideal framework. Happy methodology hunting! --- ### 2023 Sales Enablement Awards: The winners! URL: https://www.salesenablementcollective.com/2023-sales-enablement-awards-the-winners/ Last updated: 2023-10-26T18:00:00.000Z We just capped off our latest edition of the **Sales Enablement Festival** by announcing 2023’s Sales Enablement Award winners! (Don’t forget, you can catch the full replay of the Festival onDemand with an [SEC membership](https://www.salesenablementcollective.com/signup/). 💪) Each and every [finalist](https://www.salesenablementcollective.com/the-2023-sales-enablement-award-shortlist-is-here/) was deserving, which made it incredibly tough to narrow down the shortlist to pick a winner. Before diving in, we’re taking a moment to celebrate all our nominees and finalists - enablement has exploded in recent years and so much of that is due to the hard-working people involved in driving the function forwards. 👏 Let’s find out who our 2023 Sales Enablement Award winners are! 👇 - **Sales Enablement Leader of the Year** - **Sales Enablement Newcomer of the Year** - **Sales Enablement Tool of the Year** - **Sales Enablement Team of the Year** - **Biggest Contribution to the Enablement Community Award** ## Sales Enablement Leader of the Year - Ben Purton Our winner in this category is **Ben Purton!** Ben is RingCentral’s Senior Director of International Enablement and has received heaps of well-deserved recognition from colleagues and peers alike. It’s amazing to see enablers being inspiring leaders, so let’s hear a few words from our winner: 0:00 /2:15 1× Congratulations again to Ben! 🎉 ## Sales Enablement Newcomer of the Year - Henriëtte ten Hagen Our winner in this category is **Henriëtte ten Hagen!** Henriëtte is Sales Enablement Lead at Okta - and despite only being in enablement for a year, she’s already making waves. There’s nothing we like more than seeing newcomers to the enablement function thriving, so let’s hear from our winner: 0:00 /1:27 1× A big congrats to Henriëtte! 🎉 ## Sales Enablement Tool of the Year - Mindtickle Our winner in this category is **Mindtickle!** Mindtickle is an awesome tool that’s a must-have in almost any enablement tech stack. Enablers have a lot on their plate and a great tool can make all the difference, and Mindtickle certainly fits the bill. Let’s hear from the team behind our winning tool: 0:00 /0:48 1× Congratulations to everyone at Mindtickle! 🎉 ## Sales Enablement Team of the Year - Demandbase Our winner in this category is **Demandbase!** The enablement team at Demandbase have been hard at work this year, and have overseen exciting projects and great results. We love seeing enablement teams doing everything to maximize their organization’s potential, so let’s hear from the team: 0:00 /3:52 1× A massive congrats to the entire team! 🎉 ## Biggest contribution to the enablement community - Del Nakhi Our winner in this category is **Del Nakhi!** Del is one of the best-known names in the enablement space, and with good reason! Del’s involved in countless initiatives all aimed at supporting the wider enablement community, and is always willing to lend a helping hand to her peers. Community spirit is what we’re all about, so let’s hear from our winner: 0:00 /1:24 1× Congratulations again to Del! 🎉 ## Want to stay up to date with our winners, and more? First thing’s first, be sure to connect with all our winners and [finalists](https://www.salesenablementcollective.com/the-2023-sales-enablement-award-shortlist-is-here/) on LinkedIn to congratulate them on their awesome work. And if you want to stay up-to-date on all the latest in the enablement space, network with these fantastic finalists, and meet even more of your peers, then the **Sales Enablement Collective** Slack community is for you! Join and [start connecting](https://www.salesenablementcollective.com/join-the-sec-slack-community/) with **7,000+** enablers from across the world, **today**. 👈 --- ### Motivate your sales team with effective compensation planning URL: https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/ Last updated: 2025-05-19T14:40:32.000Z Creating a competitive compensation plan will allow you to attract and retain top talent. However, designing that winning plan can be challenging for the [RevOps](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) teams it falls to. Your compensation program will determine employee salaries, impact [company culture](https://www.salesenablementcollective.com/panel-discussion-building-a-company-culture-that-drives-revenue-growth/), and contribute to bottom-line revenue. And with [56%](https://spiff.com/blog/sales-compensation-statistics/?ref=revenueoperationsalliance.com) of sales reps who leave their role saying inadequate pay was the motivating factor, it’s important to get it right. This article provides an in-depth look at compensation planning for your sales team, including: - [What a compensation plan is](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/#what-is-a-compensation-plan) - [Why compensation is important](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/#why-is-compensation-planning-important) - [Why RevOps should own compensation planning](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/#why-should-revops-own-compensation-planning) - [Factors that affect compensation planning](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/#3-factors-that-affect-compensation-planning) - [Navigating the compensation planning process](https://www.salesenablementcollective.com/motivate-your-sales-team-with-effective-compensation-planning/#navigating-the-compensation-planning-process) 👇 ## What is a compensation plan? A compensation plan is a document that outlines the pay for each member of your [sales team](https://www.salesenablementcollective.com/is-your-sales-team-ready-for-a-recession/). This usually includes their base salary, their quota, and the reward for hitting their quota (commissions and bonuses). Typically, this document excludes benefits that all employees receive, such as health insurance. Compensation plans must be simple enough that [sales reps](https://www.salesenablementcollective.com/the-role-of-bdrs-sdrs-vs-account-executives/) understand how they’ll be paid while capturing the nuance and complexity of their role within your business. Well-structured compensation plans should **motivate and incentivize** your sales team to hit their targets which contribute to your business’ goals. In turn, this will allow your company to hit its revenue targets. --- --- ### Defining key terms Compensation planning can be complicated enough without decoding jargon. In this section, we take a moment to define a few key terms in compensation planning. **Base salary:** How much a salesperson earns, regardless of their performance. **Commission:** Typically a commission is a percentage of revenue paid to the sales rep who closed the deal. For example, a sales rep might earn 8% of all revenue they generate. **Bonuses:** A set amount of money paid out for meeting certain criteria, such as excellent employee performance. For example, receiving $500 for hitting 100% of the target. **Payment rules:** Details of how often and why a salesperson receives a commission or a bonus. For example, getting paid commission on the last day of the month following a closed won deal. **Clawbacks:** This is where money is recovered from a salesperson if their bonus is paid but the deal doesn’t go through, or the client fails to pay in a certain amount of time. These conditions should be stated clearly in the compensation plan if they apply. **Quotas:** The expected results or target for an individual rep over a certain period. This is usually a revenue amount. **On-target earnings (OTE):** The full salary a sales rep will earn if their targets are met. --- [Sales: The rules of engagement | SECSales is a complex and competitive business - especially when deciding who gets the credit for what. That’s where your sales rules of engagement come in.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveChloie Brandrick![](https://images.unsplash.com/photo-1497448070008-0b3292fe7a08?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MXwxMTc3M3wwfDF8c2VhcmNofDM0fHx8ZW58MHx8fA&ixlib=rb-1.2.1&q=80&w=2000)](https://www.salesenablementcollective.com/sales-the-rules-of-engagement/) --- ## Why is compensation planning important? While it may seem obvious why compensation planning is important, we thought it best to highlight a few key reasons why an effective compensation plan is essential for your business growth. Such as: - Employee retention - Incentivizing the right behavior - Boosting revenue growth ### Employee retention Pay is important for all your team members, so it’s no surprise that compensation planning is important for hiring and retaining your sales reps. **Poor compensation is a major contributor to sales rep turnover.** If you don’t nail your approach to compensation, you may be at risk of losing your top talent. Rewarding your sales team with competitive pay and setting them realistic quotas, keeps them happy and motivated to perform. If quotas are too high, you risk demotivating your [reps](https://www.salesenablementcollective.com/listen-to-what-the-rep-isnt-saying-too-with-gail-behun-juniper-square/). Communicating this information is equally important. Your sales reps want **transparency around their pay** and what they have to do to receive their commission or bonus. Without effective communication, your sales team may feel frustrated or confused about their compensation. ### Incentivize the right behavior The structure of commissions and bonuses incentivizes your sales team to hit their quotas and sell certain [products](https://www.revenueoperationsalliance.com/customer-success-values-in-your-product-led-growth-business/). If you structure your compensation plan to incentivize the wrong products or sales activities, you might struggle to hit your revenue targets. On the flip side, a well-balanced compensation plan will incentivize reps to overperform and increase revenue flows. **Brett Kelly,** GTM Business Planning Lead at Amazon Web Services, shares how he would incentivize the right behaviors: > *“*Tie it to revenue,* and manage the leading indicators in the field. No matter the behavior or activity, provide meaningful, actionable, and easy-to-consume reporting.* > *“The behavior is, and always should be, ‘show me the money!’ For most salespeople, they know this is what they signed up for and it's what they expect.”* ### Boost revenue growth What does paying your sales team have to do with boosting your revenue, we hear you ask. Well, quite a lot actually, let us explain… If your quota is set too low, your sales team may decide that hitting the target is good enough for them. This may result in **lost revenue** as your reps could be closing more deals if there was more incentive to do so. By setting up your sales quota and compensation plan just right, you can **maximize revenue potential** and growth as your reps are motivated to work hard to close deals and earn their rewards. --- [Sales metrics for sales enablement: explained | SECA well-designed sales enablement strategy should have a measurable impact on sales results and revenue. Often the challenge is identifying the right metrics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1550985543-49bee3167284?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) --- ## Why should RevOps own compensation planning? Now we understand what compensation planning is, which department should own this process? Finance, HR, or maybe sales leadership? While these may be options, we argue that RevOps is uniquely qualified to own compensation. Compensation planning requires: - [Historical sales data](https://www.revenueoperationsalliance.com/revenue-operations-vs-sales-operations-whats-the-difference/) - Insights into high-profit/low-churn customer demographics - Product roadmap knowledge - A good working relationship with the sales team - [Data analytics](https://www.revenueoperationsalliance.com/revops-data-metrics-and-cx-the-ultimate-recipe-for-explosive-growth-and-efficiency/) and reporting knowledge Revenue operations tick all of those boxes, whereas finance, HR, and even sales only tick a few. This leaves [RevOps](https://www.salesenablementcollective.com/revenue-operations-the-new-key-to-unlocking-growth/) in a great position to create an effective compensation plan. **Brett Kelly** adds that compensation planning should sit with RevOps because: > *“Planning has to marry the nuances of operational processes, compensation system constraints, sales priorities,* [*territory design*](https://www.revenueoperationsalliance.com/5-tips-for-territory-planning-like-a-revops-pro/)*, and seller profiles. Most of those items live within sales and business/sales operations.* > *“Additionally, because most marketing ops functions reside within RevOps, an inclusive view of the entire customer journey is difficult to articulate from the outside.”* ## 3 factors that affect compensation planning ### Business goals The first factor to consider when compensation planning is your organization’s goals. The best plans align with your business goals to promote revenue growth in the right areas. Depending on your goals you can incentivize different behaviors with your compensation strategy. Let’s take a look at some examples: **Increase new customers:** Incentivize outbound work, new customer meetings, and closed won deals with new accounts, by having a higher commission rate for these activities. [**Decrease churn:**](https://www.revenueoperationsalliance.com/5-keys-steps-to-cutting-churn-and-driving-growth/)Reward salespeople for selling to customers statistically less likely to churn or for upselling to happy customers. **Drive longer contract terms:** Bonuses for converting monthly agreements to year-long contracts, or even multi-year deals would incentivize this change. ### Compensation structure There are a few different structures of compensation that can be used to reward your sales team. Here are four plans to give you an idea of how commission can be structured. #### 🤑 Salary plus commission This structure is the most common for sales reps. It combines the predictability of a base salary with the incentive structure of a commission – the best of both worlds. This compensation structure focuses on revenue generated by a rep. #### 💰 Gross profit margin Instead of focusing on revenue, this compensation structure revolves around profit margins. If they sell an item for $3000 that costs you $500, then they earn their percentage commission from $2500\. ****Pro:** Deters heavy discounting. ****Con:** Encourages reps to only sell high-margin products. #### 📏 Straight line commission In this structure, commission is tied directly to their quotas, 60% quota equals earning 60% commission. Or if they overperform, 120% of the quota turns into 120% of their commission. ****Pro:** Simple way to calculate variable compensation. ****Con:** Uncapped commission may eat into your [budget](https://www.revenueoperationsalliance.com/budget-planning-for-revops-101/), and unmotivated reps may be content only hitting 80%. #### 📊 Tiered commission Reps earn a percentage from each deal they close, but this percentage rate varies in a tiered structure. For example, the first $20000 might earn them 5% commission, then they’ll earn 8% up to their quota, and exceeding their quota will earn them 2% commission. ****Pros:** Encourages reps to keep performing and saves your budget. ****Cons:** More complicated to calculate. ### Team role A salesperson's role and job description can impact their compensation structure and pay. Some roles have more or less involvement in the sales cycle and therefore will be rewarded differently. > *As *Brett Kelly* puts it, “Do your sellers have a progressive variable mix as their contribution and impact increases? If not, something ain't right!”* **Sales development reps** and **business development reps** ([SDRs and BDRs](https://www.revenueoperationsalliance.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/), respectively) are typically junior members of the sales team. Their roles usually involve research, reaching out to prospects, qualifying leads, and booking meetings. For that reason, most firms reward SDRs and BDRs with incentive pay for qualified opportunities and a small percentage of revenue on won opportunities from those leads. **Account executives** (AEs) are typically involved in the full sales cycle. It’s their job to take meetings and close deals. This role may see a commission structure with accelerators to incentivize overperformance and decelerators to disincentivize underperformance. The base salary to variable compensation ratio of an AE is usually around 50/50. [**Account managers**](https://www.salesenablementcollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) (AMs) are often responsible for onboarding and customer management after the deal is closed. Their goals are to reduce churn and upsell products. Commission for AMs tends to be based on the revenue from upselling to customers. An AM can expect a base salary to variable compensation ratio between 65/35 and 70/30. **Sales managers** are responsible for managing their team, but often still close some deals themselves. Most companies choose compensation plans that reflect that by rewarding managers with commissions on deals they close and bonuses based on the sales team’s performance. --- [Game on: Get your sales team pumped with these 5 training competition ideas | SECDebbi Varela shares 5 creative ways to engage your sales reps in training sessions to improve and reinforce their skills.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDebbi Varela![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/03/jonathan-borba-zfPOelmDc-M-unsplash-2.jpg)](https://www.salesenablementcollective.com/game-on-get-your-sales-team-pumped-with-these-5-training-competition-ideas/) --- ## Navigating the compensation planning process Since you’ve considered the key factors that affect the planning process, it’s time to *actually* create your compensation plan! Let’s dive into the key steps involved. ### Defining the quota Once you understand the business goals, you can start thinking about quotas. The first question to ask is, how many reps do you want to regularly hit [quota](https://www.salesenablementcollective.com/enabling-social-selling/)? This varies around 60-90%. Using this, you can look through **historical sales data** and see what quota would allow your sales team to attain at that level. Another approach to setting your quota is to multiply reps OTE by some factor. The SaaS industry standard is five times, but this depends on revenue, industry, and role. ### Communicating with stakeholders A key aspect of maintaining good working relationships with your sales team is [communication](https://www.salesenablementcollective.com/enablement-communication-with-zscalers-whitney-perry/). You are controlling their earning potential so it’s **crucial to communicate** changes well in advance and with compassion. Ensure each rep understands why the changes have been made and how this impacts their expected earnings. You may also wish to involve your [enablement team](https://www.salesenablementcollective.com/what-is-sales-enablement/) to help train team members in their weak areas, to increase their performance. **Brett Kelly** offers his advice for communicating with the sales team. > ***“Early, often, and personal.*** > *“Some of my most memorable moments in ops so far have been building a 'path to plan' with reps. Illuminating them with *their* data on how their territory, funnel, and* [*revenue forecast*](https://www.revenueoperationsalliance.com/how-to-sales-forecast-revenue-for-revops/) *impact their compensation, is what really engages and informs reps.”* ### Gathering feedback and iterating It’s unlikely you’ll get the compensation plan right the first time. The key is to keep listening to feedback and discover where improvements are needed. This will allow you to [iterate and resolve some problems](https://www.revenueoperationsalliance.com/utilizing-design-thinking-principles-in-revenue-operations/) to keep your sales team happy. If you’re struggling to collect honest feedback, consider using an anonymous survey. This may encourage more honesty when the reps know they won’t be picked on for their views on pay. > *Just remember to keep the team informed about new changes to their compensation!* --- ### SME collaboration: The key to impactful enablement programs URL: https://www.salesenablementcollective.com/sme-collaboration-the-key-to-impactful-enablement-programs/ Last updated: 2025-07-17T11:32:05.000Z *This article comes from *Sonia Pupaza*’s talk, ‘Maximize enablement programs' effectiveness by leveraging subject-matter experts’, at our *Amsterdam 2023 Sales Enablement Summit*, check out the full version* [***here***](https://www.salesenablementcollective.com/sales-enablement-summit-amsterdam-2023-ondemand-2/?wchannelid=xv5x0jdimk&wmediaid=pitlwz84aw)*.* --- Enablement programs live and die by their subject-matter experts. Like it or not, wrangling SMEs is a core part of the job. The good news? With the right approach, **SME collaboration can be incredibly rewarding**. In this article, I’ll draw from my experiences enabling sales teams at companies like **Oracle** and **Camunda** to provide an insider’s guide to maximizing your SME relationships. I’ve learned the hard way that SMEs are the secret sauce for impactful enablement. At one company, I was just a tiny cog in a 300+ person global enablement machine. Now I fly solo at Camunda, but regardless of team size, SMEs bring invaluable expertise. The key is tapping into specific SME knowledge. Product experts can demystify capabilities, engineers share real-world implementations, and customer-facing roles provide user perspectives. In short, **SMEs have the insider insights learners need**. Let’s explore how to collaborate effectively! 👇 - **Why collaborate with SMEs?** - **Who can be an SME?** - **Planning a program with SMEs** - **SME collaboration challenges** - **Best practices for SME collaboration** - **Top tips** - **Final thoughts** ## **Why collaborate with SMEs?** Simply put, SMEs have the greatest impact on enablement program success. After all, they are the actual experts in their domains, so it just makes sense to fully leverage their knowledge and expertise, right? In some companies, enablement teams may hire external specialists who are knowledgeable about certain topics to develop content. That can work, but I've found that collaborating with your own internal SMEs is even more powerful for a few key reasons: - It helps **simplify** and **align** all the content and messaging across the program because it comes directly from the experts themselves. - With **short recorded presentations** or **interviews** with SMEs, you can break down and reuse that content in a variety of flexible ways across the enablement program - from 5 minute microlearning videos to podcast clips to assessments and more. It's getting way more mileage out of your content! - Learners get to see and hear directly from people they know, respect, and consider experts at their own company. That **direct connection** can really increase engagement and impact. So in summary, leveraging internal SMEs enables you to **do more with less** by tapping into their expertise in focused ways that maximize relevance, alignment, and engagement. ## **Who can be an SME?** From my perspective, anyone can be an SME! But let's dig deeper... > *When I'm developing an enablement program, I like to think about the key learner personas and where they can get the knowledge they need.* Like when young children look up to their parents as SMEs - answering endless questions about how the world works until they learn how to read, write, (and Google things) for themselves! **Here are a few common enablement personas I typically engage as SMEs:** - 📈 **Product experts** Since they are designing and developing our solutions, product teams know the intricate details of features and functionality. They are great SMEs for "how it works" content. - 💬 **Product marketing** These folks can translate product capabilities into benefits and value for customers. I tap them for messaging and positioning. - ⚙️ **Solutions engineers** In my company, solutions engineers handle pre-sales demos and post-sales implementation. They make great SMEs to explain how our solutions are applied. - 🤝 **Customer-facing roles** Client-facing teams like sales, services, and customer success interact with users daily. I leverage them for real-world perspectives and examples. The key is to first understand your core learner personas and then identify which SMEs can provide the knowledge those learners need. Of course, you can also take what you learn from SMEs and adapt it for other audiences too. The insights often translate broadly. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Hired_Banners_.png)](https://certified.salesenablementcollective.com/p/sales-enablement-hired) --- ## **Planning a program with SMEs** When planning a new enablement program, I always start by: 1. **Working with stakeholders** to align on the overall learning objectives. Clarifying desired outcomes upfront is key! 2. **Meeting with potential SMEs** to discuss the program vision, solicit their input, and get buy-in. I also validate with stakeholders that the SMEs I'm engaging in align to the program goals. Here's a quick example of what a collaborative enablement program can look like with SMEs: Recently, my company launched a new add-on product solution. To support the launch, I created an onboarding course that consisted of three modules: 1. **Understanding the new solution**, 2. **Communicating the commercial impact**, and 3. **Positioning the product**. For each module, I identified and worked with the SMEs who knew those specific topics the best. The "**Understanding**" module tapped Product SMEs, while the "**Communications**" and "**Positioning**" modules leveraged Product Marketing SMEs. After learners completed the onboarding course, we held office hour sessions where learners could ask additional questions directly to the SMEs and get clarity. > *This helped *reinforce and supplement* the training.* About a month after launch, we also held a workshop where learners could practice applying what they learned about the new solution. The workshop gave them a risk-free environment to hone their skills. As you can see, taking a collaborative approach with SMEs enabled us to create a **comprehensive program** that combined online training with ongoing reinforcement. The result? We now had confident, capable teams ready to successfully deliver the new solution to customers! --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w1000/2021/03/03-SEC-4--1-.png) ](https://podcast.salesenablementcollective.com/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Podcast%20Ad) --- ## **SME collaboration challenges** Collaborating with SMEs is extremely rewarding, but it also comes with some common challenges. Reflecting on my experiences, here are 5 typical issues that arise: **1\. Missing deadlines:** SMEs are busy people, so staying on schedule can be tough. I've learned to start content collaboration early and build in buffer time when I can. I also identify the absolute critical pieces where I'll need SME input if time runs short. **2\. Presentation struggles:** Many SMEs aren't professional speakers. I partner with marketing or look for external help to polish their delivery and slides. **3\. Resistance to change:** Some long-time SMEs are set in their ways. I build trust and credibility first so they adopt new approaches. **4\. Technical jargon:** SMEs sometimes live in acronym soup! I ensure accessibility by spelling things out in plain terms and providing a glossary. **5\. Misaligned priorities:** An enablement program may not be an SME's top priority. I tie program goals back to broader company objectives so they see the big picture. The first program with SMEs is always the hardest. But embracing a collaborative mindset and navigating these challenges gets much easier with experience. --- [How to build and structure a high-performance enablement team | SECPhil Burrows gives the rundown on Verizon’s enablement team, including how it’s structured and how they operate cross-collaboratively.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectivePhil Burrows![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/03/andrik-langfield-ujx_KIIujRg-unsplash-2.jpg)](https://www.salesenablementcollective.com/how-to-build-and-structure-a-high-performance-enablement-team//) --- ## **Best practices for SME collaboration** While every situation is unique, I've identified two best practices that consistently set me up for SME collaboration success: ### **1\. Meet early, meet often** Connecting with SMEs early in program development and maintaining close communication is key. When I started at Oracle on a large enablement team, formal intro meetings with each new SME were essential to alignment. Now that I work with a smaller, tight-knit group at Camunda, less structure is needed. But the core principle remains - **engage SMEs early and give them plenty of attention**. Here are some tips for productive SME meetings: - Walk through the program outline and content needs. Get their input. - Agree on their specific contributions like recordings, written assets, review time, etc. - Provide deadlines for any deliverables you need created. - Decide on regular check-ins to review progress and next steps. - Leave time for questions - new approaches can require clarification. ### **2\. Provide guidance every step of the way** I learned quickly that I couldn't just hand off content creation to SMEs and expect aligned, polished results. Clear guidance is imperative. For each program, I developed detailed guidelines and assets to set SMEs up for success, including: - Learning objectives to align content back to. - Presentation templates that ensured brand consistency. - Rules for accessible language that avoided jargon. - Tips for delivering compelling presentations on camera. - Review processes to ensure quality control. - Glossaries for defining complex terms. While SMEs have incredible expertise, most appreciate enablement's help translating that into compelling training content. My guidance gives them a framework for success while still leveraging their skills and perspectives. ## **Top tips** Here are some other insights I've gained on spurring great SME collaboration: - 🏅 **Show them the value.** SMEs need to see how their involvement directly impacts learner capability and company goals. Share success stories of prior programs. - ⚖️ **Chunk content requests**. Rather than overwhelm SMEs with a laundry list of asks, provide specific, manageable requests in batches. - 📹 **Record when possible.** Capturing SME audio and video provides content flexibility. I coach them on quality recording practices. - ⏱️ **Watch the clock.** Respect SME time by sticking to meeting agendas and deadlines. They'll repay the consideration. - 📊 **Simplify contributions.** Look for quick wins like 5-minute interview clips versus hour-long presentations. - 🌍 **Gather many perspectives.** Retrieve diverse insights by engaging multiple SMEs across roles and regions. - 👍 **Manage lightly.** Avoid micromanaging SMEs. Give supportive guidance, then step back and let their expertise shine. - ♥️ **Appreciate, recognize, repeat.** Express gratitude and celebrate SME contributions. Then invite them back for the next program! If you take away just one tip, it would be this: > *Treat SMEs as partners, not as vendors. Embrace them as core members of your enablement team, and they'll contribute eagerly.* ## **Final thoughts** The bottom line is that subject-matter experts are your not-so-secret enablement weapons. But to harness their full power, you need to actively nurture those relationships. Make it a priority to engage SMEs early and often. Provide high-touch guidance to help them shine. Anticipate and mitigate potential collaboration pitfalls. And always remember to recognize SME contributions! By following the tips and best practices we've covered, you can transform even the most reluctant SMEs into trusted enablement partners, taking your programs to the next level! --- ### Overcoming imposter syndrome in enablement URL: https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/ Last updated: 2024-07-08T17:19:16.000Z The enablement profession is a breeding ground for imposter syndrome. While imposter syndrome has been a highly discussed topic in recent years in a variety of work environments, enablement professionals are uniquely positioned to doubt their own capabilities and worry about being perceived as a fraud. **There are a few factors that make the enablement professionals an easy target for imposter syndrome.** These are: - [The lack of role definition in enablement](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/#lack-of-role-definition-in-enablement) - [The fact enablement draws people who are new to the role](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/#it%E2%80%99s-often-a-person%E2%80%99s-first-enablement-role) - [That it's difficult to have worked in every role you support](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/#lack-of-experience-across-supported-teams) Let's address these and then take a look at how you can [overcome these feelings of imposter syndrome](https://www.salesenablementcollective.com/overcoming-imposter-syndrome-in-enablement/#overcoming-imposter-syndrome). 👇 ## Lack of role definition in enablement **First, there is a lack of enablement role definition and consistency across organizations.** With so many different definitions of what enablement does and the variation in enablement teams’ structure across organizations, enablement professionals continually have to: - Justify their roles - Explain what enablement is - Clarify their specific responsibilities within an organization. Additionally, cross-functional partners and go-to-market (GTM) leadership often have preconceived expectations of what enablement roles should look like based on their own experiences working with enablement at their previous companies. --- [![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/SEC_Hired_Banners_.png)](https://certified.salesenablementcollective.com/p/sales-enablement-hired) --- ## It’s often a person’s first enablement role **Second, people with just a few years of experience may be in their first enablement role.** In many ways, enablement is still in its early years as a formal function. This leads many professionals to enter the enablement space by way of another career path (e.g. learning & development, sales, etc.). Making a career change can put anyone in a position where they may doubt their knowledge, or the skills and accomplishments that got them there. > *For me, these feelings were particularly evident when I first stepped into an enablement role, having joined the space after a number of years in consulting.* > *While I always knew I had the strategic and programmatic skills to excel in enablement, I often questioned my credibility, as I hadn't spent years carrying a quota as a sales leader or building learning programs in a learning & design role like many of my enablement peers.* --- [SEC Enablement charter playbook - download it today!SEC’s enablement charter playbook acts as your ultimate guide to creating an airtight charter.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2022/09/SEC_Sales_Enablement_Charter_Playbook_2022_Meta.jpg)](https://www.salesenablementcollective.com/enablement-charter-playbook-download/) --- ## Lack of experience across supported teams **Third, even enablement professionals who have experience in a field role, may not have experience across all the revenue teams they support.** Without on-the-job experience, enablement professionals may question their credibility when providing training and resources to the teams they support, even when they are sharing a company’s or leadership's approved best practices. This challenge can be exacerbated by interactions with leaders who mightn’t show respect to an enablement partner based on their career background. These are just a few of the many reasons one may experience imposter syndrome in an enablement role. With so many enablement professionals at risk of feeling like an imposter at points in their career, it is important to recognize this challenge and focus on ways to overcome it. --- [Getting hired in sales enablement: standing out, interview questions & more | SECWant to get hired in sales enablement? Read our article for expert info on sales enablement job interview questions, CV-building, and more.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/09/rupert-britton-l37N7a1lL6w-unsplash-2.jpg)](https://www.salesenablementcollective.com/getting-hired-in-sales-enablement-standing-out-job-interview-questions-and-more/) --- ## Overcoming imposter syndrome To start, all the standard guidance found in “how to overcome imposter syndrome”-focused articles and books applies to enablement, but there are also a few tips worth looking at specifically in an enablement context. ### Setting clear expectations **When imposter syndrome stems from a lack of role definition and consistency across organizations, remember to set clear and realistic expectations.** When taking on a new enablement role at any organization, one must be clear on exactly what enablement was hired to do, as well as understand any preconceived notions about enablement that already exist within the organization. A survey of GTM leadership and their teams can help uncover these insights. Once you know what people *think* enablement is or does, you can focus on ensuring enablement is aligned with expectations, course-correcting where necessary. ### Building a value story **When feeling like a fraud in a first-time enablement role, one should diligently build a value story, while ensuring enablement programs are aligned with best practices.** There are two ways to look at value stories in this context. The first is a personal enablement value story and the second is an enablement role value story. When building a **personal** **enablement value story**, new enablers should consider the transferable skills from their previous roles that set them up for success in the enablement space. > *There are a wide range of skills needed to be a strong enablement professional and there is no right way to have built that expertise.* To build an **enablement role value story**, enablers should be clear on the metrics they are measured on, set up reporting systems to track these KPIs, and proactively highlight success stories when their initiatives drive positive outcomes or receive praise. To align enablement programs with organization and industry best practices, leverage thought leadership, engage with external subject matter experts, and tap into GTM leaders’ experiences to ensure learning is both accurate and rooted in the team’s reality within the organization. --- [Sales metrics for sales enablement: explained | SECA well-designed sales enablement strategy should have a measurable impact on sales results and revenue. Often the challenge is identifying the right metrics.![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/size/w256h256/2019/11/android-chrome-512x512.png)Sales Enablement CollectiveDaniel O’Dowd![](https://images.unsplash.com/photo-1550985543-49bee3167284?ixlib=rb-1.2.1&q=80&fm=jpg&crop=entropy&cs=tinysrgb&w=2000&fit=max&ixid=eyJhcHBfaWQiOjExNzczfQ)](https://www.salesenablementcollective.com/measuring-the-things-that-matter-choosing-the-right-metrics-to-measure-your-sellers/) --- ### Remember that it’s okay to not know everything **When doubting your capabilities while trying to support a diverse set of field roles, remember that no one has had every job in a company and it is okay to dig in to learn more while addressing weak spots.** For example, if you don't understand the nuances of roles in the customer experience organization, then review role descriptions, get to know the teams and their leaders, and take advantage of internet resources that discuss key challenges the role may face. Additionally, seeking feedback early and often can help identify gaps, while building a personal development plan to systematically identify and close those gaps. Not only is it okay to continually learn and expand one's skills, the GTM landscape is constantly evolving and staying up to date on industry trends and best practices can make anyone more confident over time. ## Building an enablement network **Regardless of where one’s imposter syndrome stems from, it is also good to consider investing in and building up a strong enablement network.** The enablement community is ever-growing with an abundance of resources to learn from and people to connect with. Groups like the Sales Enablement Collective, for example, provide a great way to get in touch with peers and mentors in the space. With: - A strong community - Clear role expectations - A firm personal and role enablement value story - Best practice-based programs You’ll be well-positioned to overcome, and even avoid, the common experience of imposter syndrome. --- [ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2021/03/03-SEC-5.png) ](https://www.salesenablementcollective.com/join-the-sec-slack-community/?utm%5Fsource=article&utm%5Fmedium=blog&utm%5Fcampaign=SEC%20Community%20Ad) **Join 7,000+ of your enablement peers in our Slack community like Katie suggests, and start learning from the community and building your network today.** --- ### The 2023 Sales Enablement Award shortlist is here! URL: https://www.salesenablementcollective.com/the-2023-sales-enablement-award-shortlist-is-here/ Last updated: 2023-10-11T18:24:59.000Z We’re well into October now and the end of the year is fast approaching - know what that means? **It’s awards season!** After a successful run [last year](https://www.salesenablementcollective.com/2022-sales-enablement-awards-the-winners/), we at Sales Enablement Collective have been hard at work planning the next edition of our **Sales Enablement Awards** and we’re delighted to announce our shortlisted nominees. While there can only be one winner in each category, every nominee listed here is worthy of recognition for their dedication, hard work, and ability to stand out in a really talented enablement field. **The winners will be announced at our free, virtual [Sales Enablement Festival](https://festival2023.salesenablementcollective.com/?%5Fgl=1%2A1conpoh%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY5NjYxMTQ0NS45NjguMS4xNjk2NjExODE2LjU2LjAuMA..) on October 26 as part of our celebration of all that’s great about enablement.** In the meantime, let’s find out who’s in with a chance of winning! 👇 ## Sales Enablement Leader of the Year First category up is our Sales Enablement Leader of the Year - this award is all about putting a spotlight on the most talented and successful sales enablement leaders! This is our “Most Valuable Player” award and the nominations were extremely tough to narrow down. Our shortlist in this category is: - **Ben Purton**, Senior Director, International Enablement, RingCentral - **Lish Barber**, Senior Director of Enablement, Sigma Computing - **Whitney Sieck**, Vice President of Revenue Enablement, Demandbase - **Nate Vogel**, Vice President, Global Sales Enablement, Databricks - **Kira Pollard-Lipkis**, Senior Director of Sales Enablement, LinkedIn Five outstanding choices, so be sure to put your hands together and recognize their excellence! 👏 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/10/Awards-2023-GIF-1.gif) ## Sales Enablement Newcomer of the Year This award is for the breakthrough enablement star, someone new to the enablement scene who’s making waves. We’re treating it as our very own “Rookie of the Year” award and our finalists have taken their early steps into enablement without skipping a beat! Our shortlist in this category is: - **Richard Bond**, Sales Enablement Lead, Glofox - **Christine Adamission**, Sr Revenue Enablement Business Partner, Navan - **Henriëtte ten Hagen**, Sales Enablement Lead, Okta - **Drew Bierwirth**, Sales Enablement Marketing Manager, Karbon - **Alyce Bernstein**, Sales Enablement Specialist, Allianz Five finalists who’ve done some amazing work already in their young enablement careers, and five worthy candidates to win! 🔥 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/10/Awards-2023-GIF-3.gif) ## Sales Enablement Tool of the Year This award is for the tools and tech that make every sales enabler’s life that much easier. The best tools in business allow enablement professionals to be more efficient and effective, all while being easy to use. Our shortlist in this category is: - **Mindtickle** - **GTM Buddy** - **Allego** - **Gong** - **Seismic** Five top-of-the-line tools with loads of awesome features, each helping enablers every single day. But who’ll win? We’ll find out soon!🛠️ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/10/Awards-2023-GIF-4.gif) ## Sales Enablement Team of the Year Like our Leader of the Year award, this award’s all about highlighting the most talented and successful enablement teams out there! Our shortlist in this category is: - **Demandbase** - **Gong** - **RGA** - **Salesforce** - **Loopio** All five finalists are packed with talent and do everything to maximize enablement’s potential in their respective organizations - choosing a winner is a near-impossible task! ⚡️ ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/10/Awards-2023-GIF-2.gif) ## Biggest contribution to the enablement community This final category is aimed at recognizing the ultra-dedicated in the fantastic enablement community! The finalists here are always sharing great resources on LinkedIn, are easy to reach out to for advice, and are making the enablement world a better, more inviting place. Our shortlist in this category is: - **Nick Lawrence**, Curriculum Design Manager, Learning Experience, Snowflake - **Matt Schalsey**, Director of Revenue Enablement and Business Development, Advantive - **Teri Long**, Vice President, Global Enablement - **Galem Girmay**, Revenue Enablement Manager APAC & EMEA, UserTesting - **Del Nakhi**, CEO, Lead to Catalyze If you’re not connected with these finalists on LinkedIn yet, you’re missing out! Five very worthy finalists - their contributions to the community are fantastic. 🥳 ![](https://storage.ghost.io/c/af/0b/af0be61a-605a-42ee-a863-ad9ed41cd9ed/content/images/2023/10/Awards-2023-GIF-5-2-1.gif) ## Winners will be announced soon! Before going any further, take a moment to acknowledge our nominees - it was extremely difficult to narrow the shortlist to just five shortlisted finalists. The enablement community continues to grow and attract kind, passionate, and talented individuals from all over. The winners of each category will be **announced at SEC’s free virtual [Sales Enablement Festival](https://festival2023.salesenablementcollective.com/?%5Fgl=1%2A1imopeo%2A%5Fga%2AMzgzODM0MzExLjE2NjU3NTgwMjQ.%2A%5Fga%5F3EF659S2DL%2AMTY5NjYxMTQ0NS45NjguMS4xNjk2NjEyMDk3LjYwLjAuMA..) on October 26**. Be sure to mark the date on your calendar and join us for the celebration! --- _Includes the latest 500 public posts. Use `/sitemap.xml` for the complete archive of public content._