Align Sales and Sales Enablement to Hit Your Revenue Target

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Sales Enablement Alignment

What does it mean to align sales and sales enablement, and why should it be important to you?

I recently came across a blog by Tenfold that describes sales enablement as “like archery (without the lethal pointy bits).” I particularly like this analogy because it goes on to highlight the importance of aligning customer-facing functions in an organization. Just like an archer must align his whole body to making his shot, sales organizations must be aligned with customer support, product and enablement to hit their targets.

Though sales enablement was created to help improve sales performance, most organizations find it difficult to align the sales and enablement functions in a meaningful way. As a result, enablement continues to launch training and content initiatives that are ignored by sales. And sales continues to devote valuable selling time to creating their own ad hoc content and processes.

What is Sales Enablement?

Sales and Sales Enablement Alignment

Sales enablement is so much more than training and content creation. The function has evolved significantly in recent years. Thierry van Herwijnen, Global Head of Worldwide Sales Enablement & Sales Operations at WIPRO and host of Sales Enablement Lab podcast defines sales enablement as “optimizing the supply chain behind sales.”

Training and content development is just a small part of optimizing a sales supply chain. It begins with the sales strategy. When enablement is included in the creation and direction of defining a sales strategy, they are able to then direct and create the elements that will make that strategy become reality.

Why is Sales Enablement so Difficult to Get Right?

The greatest challenges for most sales enablement organizations is influence and relevance. As Dan Sincavage in his Tenfold blog writes, “All too often, sales leaders treat enablement like a short-term quick fix.” Sales has a habit of wanting to “go it alone” only to pull in enablement for assets when goal attainment starts going sideways on them.

In such an organization, sales has too much control over enablement. Sales enablement should be the long-term, strategic arm of the sales organization, allowing sales to focus more on short-term quota attainment. When sales and enablement are equal partners in defining and executing strategy, enablement is allowed to work the way it is meant to.

We are also working in a very fast-paced business environment. As the creators of content, it is sometimes difficult for enablement to get the right information into sales’ quiver at the right time. Agile sales enablement is an emerging trend in sales organizations that helps increase speed to market but requires a high level of sales and enablement alignment to work well.

Aligning Sales and Sales Enablement

Sales Enablement Quiver

Aligning sales and enablement into a cooperative, collaborative group helps mitigate these difficulties. When sales and enablement share common goals and objectives, enablement is more empowered to create relevant initiatives and content that are more likely to help improve sales performance. Here are a few simple steps that can be made to create sales enablement alignment in your organization:

  1. Schedule consistent, periodic meetings between enablement and sales leaders to discuss goals and objectives, needs, and share insights
  2. Include enablement in sales strategy discussions where they can proactively influence direction and communicate where and how enablement can contribute
  3. Develop common goals and celebrate shared successes amongst both sales and enablement
  4. Staff your enablement team with sellers, giving your enablement team the critical insights they need to creating relevant content and training that sales teams will love

Like hitting the bull’s eye is the result of the combined effort of the archer’s fingers, hands, arms, torso, back, legs, and eyes—hitting your sales target takes the combined effort of a team working toward a common goal. Your sales team cannot determine the direction of the company to hit their number. Rather, they need to be the arrowhead that drives the combined efforts of your entire team to a shared goal.

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