What is the best way to answer questions about your experience with sales enablement?

When it comes what Sales Enablement professionals do it can vary depending on company but usually it’s a combination of working cross-functionally (especially with sales leadership and sales operations) to ensure adoption and behavior change within the org, developing and presenting training material and other content, and live facilitating. Sometimes there are Sales Enablement professionals aligned to segments and sometimes one person is responsible for all or multiple segments of the GTM team.

In short - the main objectives of Strategic Sales Enablement are: Align the revenue teams to the commercial goals, GTM and strategy Measure GTM adoption and proactively act upon performance hiccups and gaps Implement Operational Excellence across the entire customer lifecycle using infra, processes and collateral Allow reps to replicate success Shave off friction, multi-departmental dependencies or other areas that don’t work Help to build & enforce a scalable & repetitive selling system

5 cualidades para la fuerza de ventas del Siglo XXI • Transmisor de conocimiento diferencial. El cliente ya se ha documentado suficientemente a través de Internet... entonces ¿y qué más? • Equilibrio. Personal y profesional. • Capacidad de adaptación al entorno. Matriz de adaptación al entorno: o X = Brand (División > Productos & Servicios). o Y = Mercado Meta (Sectores > Empresas > Facilitadores > Decisores). • Actitud Mental Positiva. • Sentido de urgencia (Beta). Los accionistas necesitan resultados cuantificables. Durante el desempeño comercial se encuentran nuevas formas de mejorar los resultados.

Sales enablement is the strategic process of equipping sales teams with the necessary tools, information, and content to sell effectively. It involves aligning sales strategies with business objectives, providing ongoing training and development, and leveraging data analytics for tailored sales approaches. This process ensures that sales teams are prepared to engage customers effectively, resulting in improved sales performance and business growth. Sales enablement also fosters collaboration between sales, marketing, and product teams, and emphasizes the importance of feedback and adaptability to evolving market conditions.

Sales Enablement can be defined in a plethora of different ways and in my experience that definition depends solely on HOW the organization view the function of enablement. True sales/revenue enablement is the ongoing strategic and cross functional effort to increase the productivity of customer-facing teams by providing ongoing and relevant resources throughout the buyer journey to drive business impact. It encompasses sales training, coaching, programming and content creation, process improvement, talent development, and compensation, among other areas.

There’s a stat from CEB, now Gartner, that shows 87% of training is lost after 30 days without reinforcement. The role of enablement ensures that initiatives rolled out are actually retained, adopted, and that behavior change happens.

C-Levels and Leaders cannot afford the time to train their reps, this is not what they are being paid to do. Neither do sellers need to train new hires. Every minute spent on training, is a minute sellers are not selling. Sales Enablement act as multipliers, Co-Pilots. They are the glue that holds the entire sales ecosystem together and allow every function to move forward in one direction instead of fighting one against the other (Operational Excellence). Sales Enablement speak Sales, Marketing & Product. They can wear multiple hats at the same time. Most importantly - you need some one to orchestrate your sales stack - who else is going to manage Gong? Highspot? GTMBuddy? Marketing produce content, Sales Enablement manage adoption.

I've learned that sales enablement is crucial for aligning sales activities with business goals. It's about equipping the sales team with necessary tools & skills for efficiency and effectiveness in complex markets. Innovation in sales tactics is key to adapt to evolving market demands. My experience has taught me that sales enablement is not a static concept but an evolving practice that must respond to changing market conditions, technological advancements, and evolving customer needs. It is about creating a robust framework within which the sales team operates, one that is flexible yet structured, innovative yet grounded in data, and always aligned with the strategic goals of the organization.

Sales enablement is critical for any organization to set the foundation in which the GTM team can execute and excel. Sales Enablement will only be effective through true partnership with Sales Management as Sales Management drives enablement effectiveness through reinforcement.

As a seasoned consultant in sales enablement, my advice would be to showcase your experience by highlighting how you've aligned sales strategies with overarching business objectives and improved operational efficiencies. Emphasize your expertise in implementing CRM systems and driving sales team transformations through innovative and data-driven approaches. Demonstrate your success in enhancing client relationships and leading significant organizational changes. Also, underline your role in cultivating a culture of continuous learning and adaptability within sales teams. These elements collectively represent a holistic and effective approach to sales enablement, vital for sustained organizational success.

Keep a list of programs. Make sure you’re working on programs outside of onboarding alone and as best as you can tie the enablement back to metrics. It helps if you start with company priorities that are already connected to metrics like win rates, participation rate, deal size, ramp time, length of sales cycle. In order to do this, cross-functional partnership is critical so you can understand the data and understand the goals and priorities of the stakeholders.

In short, be the first one to try it out, Do role plays, ask people to test your theory with practical examples of what they are facing on a daily basis and ask them to help you to find a practical solution to help themselves but also others.

Be able to identify what works and what doesn't fast and proactively Be able to hold your team members' hands while they are on a call with a prospect / customer Coach your tier 1 managers Play a key role when Leadership take strategic decisions Don't get stuck in the day to day ongoing tasks (listening to calls on Gong...), always think out of the box, think of new ideas to help your teams Most importantly - expand your responsibilities - Enable every role that takes part in the process of generating revenue (CS, AM, lead generation, marketing ops, etc.).

Always be ready to discuss your historical programs and their outcomes to demonstrate tangible value. When you practice design sustainability through governance, frameworks, and team models (all tying back to company metrics), the experience in enablement you bring to the table shifts from ad hoc to a strategic capability that drives sales excellence and revenue optimization.

How do you measure your contribution? What legacy are your leaving behind? What tools have you developed to improve enablement? How did you manage Sales Coaching? How did you measure the impact of coaching?

When preparing for sales enablement questions, focus on articulating a clear narrative that demonstrates your understanding of aligning sales strategies with business goals. Be ready to discuss how you've improved sales processes and efficiency, and share specific examples of successful CRM implementations or innovative sales tactics you've developed. Emphasize your experience in fostering client relationships and adapting sales teams to evolving market conditions. Prepare to illustrate your ability to instill a culture of continuous learning and adaptability in sales teams. Concisely convey these points, showcasing your strategic thinking and operational excellence.

Run a pilot test with mixed departments, this will enable most of all possible questions during your future trainings, as people from different departments, hierarchy, and functions think differently

When discussing sales enablement, you want to make sure to keep your responses strategic, metrics-driven, collaborative, and visionary. This will help to represent your historical enablement experience as that of a strategic business partner dedicated to solving problems and creating high-performance revenue teams versus more of the tactical "check the box" activities that do not move the needle or that are unable to be appropriately quantified.

To avoid pitfalls, include at the beginning of your conceptual draft of the training, best practices from individuals that will receive the training, this will seal your theoretical work with a pragmatic approach. You will reduce questions and add credibility to your trainings

Our sellers should have the answers to these basic sales questions and sales enablement should support them in ensuring they do. Here are 5 to start with! 1. Define our target market and ideal client profile 2. List our target personas and their pain points 3. List our top competitors and why they win 4. Understand our sales process 5. Understand our main sales plays, differentiators and solutions

In sales enablement, beyond aligning strategies and enhancing processes, consider value addition through advanced analytics and client insights to tailor strategies. Emphasize training and development to equip sales teams with the latest techniques and digital tools. Focus on integrating cross-functional collaboration, ensuring sales, marketing, and product/service teams work synergistically. Additionally, prioritize building a robust feedback loop from clients to sales, enabling continuous refinement of tactics. Lastly, keep abreast of market trends and competitor movements to maintain a competitive edge. These aspects collectively drive superior sales performance and sustainable business growth.