Enterprise organizations have many moving parts that shift and change regularly. When changes occur, it can be difficult to get everyone on the same page and set expectations.
When implementing a Sales enablement plan, holding Sales teams and others involved accountable is vital so everyone knows their role and what expectations are for getting that plan in motion and maintaining it as the business scales.
Create a Plan
In large companies, it’s easy for employees to assume “that’s not my job” and sit back, waiting for others to get things done. When strategizing and implementing your Sales enablement program, managers should have formal plans for who is accountable for what, how internal processes should work, and the importance of ongoing collaboration and leadership as the program – and your organization – evolves.
1. Who is accountable for what?
From implementation, to onboarding and training employees, and ongoing use and maintenance of tools, every person’s role in the sales enablement process should be made clear before even getting started. The accountability program should be structured around your Sales rep, manager, and company-wide objectives.
As Sales managers and Marketing leaders know their teams better than anyone else within your company, involve marketers and Sales reps in planning and implementation. They should have the insight into their team members’ personalities and performance to provide assistance in setting up the sales process, communicating expectations to their respective teams, and holding them accountable for both positive and negative actions.
2. Internal Processes
Sales enablement as a concept consists of various processes, each significant on its own but can also influence the others. Employees and stakeholders must take ownership over relevant elements of the enterprise’s strategy, including:
- Content creation, management, and distribution
- Onboarding, training and coaching
- Sales process
- Knowledge sharing
- Assessment and reinforcement
- Use of tools and technology throughout each step
Position these steps in terms of how they play into the approach as a whole, so everyone understands not just their own role, but also how it impacts others’.
2. Ongoing Collaboration and Team Ownership
You’ve got a strategy in place for now, but what about moving forward as your enterprise scales and grows? You can’t expect the same approach to work as buyer expectations become more sophisticated, your team grows, and industries shift. Having a nimble strategy and Sales process that can be adapted as needed is essential; and understanding how it can change moving forward will save you a lot of time, energy, and headaches down the road.
A complete understanding of Sales enablement and how it contributes to accomplishing sales organization goals, as well as individual goals throughout the development of Sales enablement, will ultimately lead to a stronger enterprise sales force and happier customers.
But in order to have a strong chain, each link must carry its weight. Through effective communication, resources, and support, and by holding each person accountable for their part in the process, sales leaders will reach their enterprise Sales enablement goals.