Sales enablement is a critical function of an effective sales initiative. Sales leaders must support the transformation by developing optimized onboarding, training and development and reinforcement programs. Your organization also needs a system in place to continually track results, make adjustments and communicate.
The following are several sales enablement best practices to integrate into your sales transformation process.
Scope, Time and Resources
Any successful initiative starts with effective management of scope, time and resources. Our own Dave Davies preaches these three coveted concepts frequently and attributes them to one of his first managers at Price Waterhouse. Any project comes down to how much work you have to do, how much time you need to do it and the resources you need to get it there.
You need two to get to the third. If you fix the scope and resources, you’ll know the time required. Lock the scope and timeline, and you end up with the resources needed. But at some point, you can’t hire your way out of the problem. You need to respect the three dimensions of scope, time, and resources or your results will suffer.
When Logical, Draft Changes Into Current Processes
Keep what's working. Fix what isn't. There's no need to do a complete overhaul if parts of your current process are effective. If you're launching a sales initiative, draft the new activities into the process people are already following. It will help drive adoption and set the stage for long-term change.
Five Steps to Drive Adoption | Grab the Ebook
Commit to Reinforcement Programs
Making a sales initiative stick is one of the hardest components of implementing the initiative. Sales enablement programs often go array when there isn't a specific plan to drive reinforcement after the initial training program. Sales enablement should be a perpetual process. Have activities and resources in place that your reps can easily use or access when they need them.
Your managers are pivotal in extending the reach of your enablement programs. Managers need the ability to inspect performance and coach for improvement. Any sales initiative will fall flat if it doesn't account for equipping the managers to drive success.
Consider these essential questions:
- How are the project outcomes integrated into the management cadence of your front-line managers?
- How are managers enabled to reinforce, inspect, coach new processes?
- How are your managers gathering and documenting success stories?
- How are they celebrating those who succeed among your team?