Every successful coach will tell you that games are won during practice, not just on the field.

Sales talent enablement is also a hot topic in many workplace environments, and there seem to be many inclusion initiatives to help diversify the job market.

I’ve worked on a lot of sales talent enablement projects over the years, and I know what it takes to make sure they are successful.

So, today we’re going to look at the five key aspects of sales enablement positions through planning and preparation.

  • It’s important to make sure that your company is hiring the right people for the job. If you’re not, it will be a huge problem in terms of productivity and efficiency.
  • Sales Onboarding
  • Role Specific Business Acumen
  • Reinforcement
  • Sales Leadership Coaching

I’m writing this because I want to share the strategy below with other companies that are struggling in their sales enablement positions and programs.


Talent Enablement, Assessment, and Acquisition

The first step to creating a sales enablement program is figuring out your ideal employee profile. You need the right talent in the right place.

There are four steps to this.

  • Understanding the demands of the position and how they will change in the future
  • When it comes to job descriptions, make sure you are clear about the requirements and responsibilities. It may be helpful to provide an example of what a typical day might look like in this position.
  • Creating a list of qualities that you want to find in your ideal employee.
  • It is important to develop evaluation criteria that can be used in the future.

This will help you figure out what type of people you need to hire for your team.

Without a focus on assessment and recruitment, the next six details won’t make sense. So take your time with this step, and do it right to get the most out of what you have.

Sales Onboarding

If you don’t have the right onboarding process, it will be difficult for your new hires to succeed. You are also leaving money on the table.

It’s important to make sure your sales onboarding program is aligned with the orientation given for new hires.

Structure

Your onboarding should gradually get more sales-specific, starting with an overview of the company and moving into content that is exclusively for new hires.

talent enablement

 

Let’s explore the four parts of a successful onboarding process.

This article is about the company in general, with a focus on how they’re structured and what their mission statement is.

Company culture is important because it can be the foundation for success. It’s defined by internal beliefs and behaviors that set your company apart from others.

Employee benefits are typically health insurance, retirement plans, and expense accounts.

Employees should know the basic aspects of sales, such as target prospects and how to find them. They need to be aware of what a typical sales cycle is like.

Your number one goal here should be to maintain a good relationship with your employee and reassure them that you want the best for their career.

If you can successfully do this, it will increase employee loyalty and lead to a successful business.

Audit your current sales enablement positions

Before you implement your onboarding program, ask yourself these five questions.

To improve the accuracy of paraphrasing, it is important to read through an article in full before attempting to summarize it or rewrite its content entirely.

What are your priorities when it comes to training new salespeople?

Is your sales onboarding process designed to teach people how to talk and use technology?

Do you have a mix of structured and self-paced training in your onboarding program?

Do you have a sales onboarding program that includes specific on-the-job training as well as mentoring from peers?

In addition to the onboarding course, does your company provide any other training for new hires?

These will help you know what your onboarding program should focus on.

You need to make sure you’re talking with your top-performers and finding out what they want in a new hire. Then, when training them on sales onboarding, make sure it includes those things.

Role-Specific Acumen

Next, you want to build content and tools that are specifically tailored for the sales department.

Content that is too technical for one sales role might not be enough to train another. This is why content should vary depending on the position.

One example is that of BDR and SDR roles. The primary responsibility for these two jobs is to qualify or disqualify leads at the initial stage of a sales cycle. So, in order to make sure they are successful in their job duties, most sales enablement activities should focus on sharpening discovery and qualification skills.

This is content like”

  • The first question you should ask yourself is, who am I trying to target? This will help decide what your top priorities are.
  • There are many tools that can help automate the search for contact information.
  • What information is the most valuable to gather before making contact with a potential customer?

Focus on talent enablement  format

To make sure your employees know what they need to do, you have to provide clear and concise information. It needs to be consistent so that the team knows exactly how it should work in a given situation, and easily accessible.

So rather than just wasting their time with a 60-minute presentation, give them knowledge bites. These are short podcasts and blog posts that talk about how other BDRsSDRs have achieved success.

When approaching content for your salespeople, make sure you take into account their unique needs and problems. Even if they need the same information, it may be delivered in a different way.

Reinforcement

I often tell people this phrase: “You train animals, but you enable people.”

The goal is to make sure the person can sell, not just do one task.

Instead of focusing on a specific goal, it’s important to focus on continuous improvement in order to use what you’ve learned.

You need to show them how their position and industry will keep evolving.

Who owns the reinforcement

The problem is that while you have to design the framework, strategy and metrics for success, it’s not enough if only the sales enablement team models this. The reinforcement process needs to be owned by first level managers (FLMs).

Even if you create the best sales enablement program, it won’t be effective unless your managers model that behavior on a daily basis.

To be successful, sales enablement and sales leaders should work together. When they do that, it can result in a number of revenue-boosting programs.

Sales Talent Enablement Leadership Coaching

One of the most common mistakes is neglecting sales leaders when it comes to coaching. They often feel that they don’t need help or want their ego crushed.

Too often, sales enablement practitioners think that because they are experts in their field, the knowledge to coach others is all there. They don’t take the time for themselves or invest in learning how to guide people.

I realized that by not focusing on diversity, I was doing myself a disservice.

Athletes who are great in their sport often fail when they move to coaching. They can’t translate what made them successful as a player into something that works for everyone.

talent enablement


 

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Editors Note:

Want to help contribute to future articles? Have data-backed and tactical advice to share? I’d love to hear from you!

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Justin McGill
About Author: Justin McGill
Justin McGill is the Founder of LeadFuze - a lead generation platform that discovers new leads for you automatically. Get 25 leads free.