6 Things to Consider When Building an Effective Sales Enablement Team

6 Things to Consider When Building an Effective Sales Enablement Team
Team DME

Written By Team DME

Without the right individuals, roles and team structure in place even the best sales enablement strategy will fail. But you shouldn’t rush into building a sales enablement team without due consideration. There’s no ‘one size fits all’ solution – plus the roles within the team will be constantly evolving. Make sure you check out our in-depth guide to sales enablement here Sales Enablement: The Secret To Predictable Sales Revenue Growth.

According to CSO Insights 4th Sales Enablement Study fewer than 39% of organisations do not have identified sales enablement roles within a company. Organisations that follow a formal production process for their enablement services ensure more consistency, better quality, better scalability and better results.

Sales enablement team

Let’s look at 6 ways to build your own successful sales enablement team.

1. A sales enablement team helps salespeople become better at their job

What your team looks like will depend on the size of your company, your services or products and your priorities. 

However, the two main objectives of your sales enablement team will be to:

  • Enable sales team members to close more deals
  • Educate the sales team by providing them with coaching, documentation, process improvement and understanding – in a bid to foster the capabilities of each salesperson in their role. 

The foundation of a great sales enablement team is its ability to serve internal stakeholders. The team should be seen as a separate business unit, with the salespeople’s needs the team’s first priority; the sales team are the enablement team’s primary internal ‘customers’.  

2. Search for the right individual qualities

When you’re choosing team members look for people with empathetic qualities, individuals who can quickly grasp the requirements of their target audience. 

  • Ideally they will have previous firsthand experience in a sales role, or customer service or marketing position. Whatever their background, they must clearly see the pains, needs and enablement requirements of your sales reps. 
  • If team members are to educate sales team members, they need to have a good understanding of the processes involved. They also need to see things from other department’s point of view, and enable connections between both sides. 
  • Sales enablement members must look at everything that touches the sales team – as well as make sure the sales team can work well with everyone else. 
  • Individuals must be goal-oriented and results- driven, as well as capable of managing programs and delivering data so that sales can quickly consume and use it. 
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3. Subject-matter experts are a good fit for the sales enablement team

Search for content creators who are subject matter experts. Their knowledge of the market and your specific target audiences will help them create and serve the right content to internal customers – at all stages of the sales process. 

4. Get stakeholder input

For sales enablement to be successful you need to get everyone onboard as regards goals. Speak to all internal departments to get their respective points of view. This includes everyone from sales reps, pre-sales team members, product marketing execs and management at all levels. 

Your purpose is to uncover gaps that are preventing your organisation from having the most streamlined sales processes. Having these discussions will help you create a vision that will help you identify the right people for the right roles. Once you’re aligned on plans of action you can then get a clear picture around support, headcount and funding for the new team. 

5. Build a team with change and scalability in mind

Change is inevitable within a sales enablement function. Whilst this will differ from organisation to organisation, all sales enablement teams should include members that are focused on infrastructure and operations. 

As companies develop so do their products which means training needs to happen constantly. Balancing current training with new training can be a challenge. 

With the right team onboard, you’ll ensure end-user satisfaction as and when changes occur. 

6. Measure the success of of the sales enablement function

The only way to ensure the input of information is of high quality is to make sure that content and training are effective – and that sales are putting them into practice. Part of enablement is making sure that people are accessing information and using it as requested. 

This involves ongoing checks with managers and peers – or spot-checking from a training perspective how the sales reps are doing. It should be reiterated that the aim is not to catch people out – but to ensure the sales enablement process is going as well as it can. 

As well as how many calls sales are making you need to identify what reps are talking about in their calls? Are they providing the right information to prospects in the right format?

Companies today are attempting to accelerate growth and do this in a profitable way. Simply increasing sales enablement personnel is not the answer. By building the right team, one that’s dedicated to elevating the sales enablement function strategically, you should start seeing tangible, measurable results. 

Sales enablement

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