If you're in a young, fast-growing company, there’s a certain set of prerequisites that are necessary before you ever start thinking about any formal "enablement" program:
1. Hiring excellence
The true cornerstone of a thriving team is spotting and attracting talent with inherent potential. More than skills and experience; it's about identifying individuals who embody the agility and innovative spirit critical for success in your crazy, fast-paced company.
2. A vision that inspires
Content that not only instructs but also inspires, is key. It's about crafting messages that resonate deeply with the team, instilling confidence and a shared vision. This content should be a reflection of your brand’s ethos and spark the kind of energy that fuels success.
3. Good docs
Write stuff that people actually want to read, answer the tough questions, and always be ready to fill in the gaps when your reps identify them (which they 1000% will, every time). It’s about keeping everyone on the same page, ensuring access to knowledge, and fostering a culture of continuous learning and adaptation - especially when there is ambiguity.
4. Expectations and clarity
Ambitious goals are crucial. Set the bar high, but don't leave your team guessing how to get there. This clarity empowers the team to navigate the path to success confidently. It's like saying, "Here's the mountain, and here's how we climb it."
5. Safe Spaces to Fail
The best way to learn is to try, mess up, and try again. Simulations, role-playing, and practice sessions are more than training tools; they are environments where people can take risks, learn from failures, and receive constructive feedback. This is the heart of coaching and development.
I’ve been rethinking GTM enablement
A bit about my journey — I've been navigating these waters for over a decade. My journey has taken me through several collaborations with the original Forrester Analysts who put the term 'sales enablement' and founded the Sales Enablement Society in 2016. I've also built or help build enablement teams from scratch in a range of organizations, from startups to Fortune 500 companies.
My academic background is in Organizational Development and Workplace Learning, I've read the foundational literature and have respect for formal learning theories in the professional world. However, my perspective has been evolving over the last few years, and I'm increasingly convinced that labeling 'sales enablement' merely as a function is too narrow, and a disservice to the business. In reality, Sales Enablement is so much more. It's really a shared responsibility that involves every part of an organization.
The most effective enablement practitioners, in my view, ensure the right foundations are set, and then act as bridges connecting people, weaving ideas, and finding ways to make things better. They own meaningful work that drive alignment, learning, and execution. Formal training is part of it, but perhaps that’s more of an implementation detail.