Creating a Culture of Accountability for Sellers and Enablers… and Why it Matters
Look closely at any enterprise level sales organization today and you’ll likely find a team struggling with a common set of issues.
Common Issues Facing Sales Teams
Do these concerns sound familiar...
- “There’s too much information and I can’t find the stuff I need when I need it.”
- “My sales team can’t adapt quickly enough to new messaging and go-to-market initiatives.”
- “It takes too long for our new sales hires to get up to speed and be productive.”
- “Our sales process isn’t delivering an accurate forecast or predictable revenue.”
Over the last decade, I’ve had the benefit of working with companies like Mercury Interactive, HP Software, Informatica and the SAVO Group to resolve these issues, and many others related to driving maximum efficiency and effectiveness from a direct or indirect sales organization.
Effectively Executing A Sales Enablement Initiative
I’ve learned that when executing a sales enablement initiative there are a number of focus areas that can make the difference between success and failure, namely:
So, how do you create a culture of accountability for sales enablement when most organizations struggle to define exactly what this term means and what the function is responsible for inside their company? In some organizations, sales enablement equates to competitive intelligence, and in others it’s new hire sales training, and for some it’s a strategic function or discipline responsible for delivering the knowledge, process and tools necessary to maximize output from the field.
No matter which definition of sales enablement is right for your organization, the right metrics, clearly communicated, ensure alignment across the goals and priorities of stakeholders and help establish a common language and framework to measure progress against stated objectives.
The “holy grail” for sales enablement functions is defining and reporting against a set of metrics that directly correlate the execution of enablement initiatives with positive changes in field behavior and ultimately improvements in sales performance. Without this, it’s all too easy for enablement to be relegated to a hygiene factor – when results are good, it’s got nothing to do with enablement; but when performance falters it’s suddenly because the sales reps weren’t trained, couldn’t deliver the right message or didn’t understand how to follow the sales process.
As such, a primary goal for sales enablement functions should be transitioning from measuring “consumption” to measuring “IMPACT.” While consumption is an important metric – it’s important to understand what content is being downloaded, viewed, discussed, and used by the field – you can’t stop there. The more important question is whether you’re changing the behaviors required to deliver the desired improvements in sales performance, hence impact.
Impact can be measured by marrying data associated with enablement consumption to performance data typically tracked in CRM, thus providing enablement organizations with the opportunity to drive a correlation between the execution of enablement programs and changes in sales performance, answering questions like – i.e. did the reps that attended a cross-selling workshop display better results in cross-selling sales campaigns several months later vs. their peers that didn’t attend the program?; did the latest batch of new hires that went through the new onboarding program ramp more quickly than their predecessors?
By measuring impact, marketing organizations can understand if the content they’re developing is being used by sales to drive results. Does it enable a high impact conversation with a prospect? Does it help a seller advance more quickly through a deal stage? Does it satisfy an important customer buying criteria? Does it clearly articulate solution capabilities, differentiation and value?
By providing metrics focused on sales performance, the enablement function increases it’s visibility at the executive level and can expect accountability in return. For example, at one organization I’ve worked for the WW head of sales made it clear that any sales rep that didn’t complete the enablement pre-work required for sales kick-off would have their “ticket” to kick-off revoked. Not surprisingly, there was 100% compliance with pre-work completion that year. Accountability has to be a two-way street.
Other Tips for Sales Enablement Success
In addition to developing the right criteria for measuring enablement impact in your organization, consider these additional approaches:
- Build a framework and measurement structure to demonstrate the impact of enablement across both leading and lagging indicators and agree that is how constituents will hold themselves accountable on a quarterly basis.
- Implement an infrastructure that is capable of managing enablement on a consistent and scalable basis, worldwide.
- Provide senior sales leadership visibility to which sales teams and people are consuming the enablement assets and programs provided and how they’re performing against any assessments created to measure knowledge retention and application so they can help drive accountability through sales management and to the individual field rep level.
- Create a quarterly reporting process that ensures stakeholders stay aligned and progress against key objectives.
- Internally align the enablement function and the field, marketing and the product management organization
- Align with the customer through the development of a buyer-oriented sales process
- Drive consistency across roles, geographies and functions to improve re-use and ROI
- Leverage technology to drive scale in a cost effective manner
About Daniel West:
Daniel West is the Executive Vice President, Strategy & Corporate Development at SAVO. In this role, Daniel is responsible for defining the growth path, programs and priorities for SAVO, including strategic partnerships, alliances and market expansion programs. With nine years of executive-level sales enablement experience, he comes to SAVO with a reputation as one of the industry’s thought leaders and innovators. He has built and managed the sales enablement function in three of the software industries’ most successful companies, as well as managed global strategic alliance programs and direct sales teams.
Originally from Sydney, Daniel has a BA in Journalism and a Master of Commerce in Marketing from the University of New South Wales
About SAVO Group:
Founded in 1999, SAVO is the leading provider of sales enablement solutions. SAVO’s on-demand sales enablement platform maximizes the sales team’s ability to communicate value and differentiation in clear, consistent and compelling ways. Combining proven sales and marketing best practices with award-winning technology, SAVO addresses all aspects of the sales enablement challenge — spanning people, process, insight and technology.
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