If you have “sales enablement” somewhere in your job description, have you considered whether what you are doing is actually enablement, or just a glorified tool keeper? What if you could elevate your role so you can prove your value within your organization and set a strategic plan for future sales growth? I had the pleasure of delivering the Day 1 closing keynote at Seismic Shift this year on the topic of elevating your Sales Enablement function - check it out here.
It’s a sunny Tuesday morning, and you’re at your desk, snuggling into your second cup of coffee as you respond to various emails. Your phone rings, and without looking at the call display you answer; because talking to someone on the phone is WAY better than responding to a chain of emails, right?
The person on the other end of the line introduces her/himself, and then launches into a sales pitch on how cool their software is, how they work with customers just like you, and why you desperately need their software. Outside, clouds are rolling in to block the sun. You hear, “Can I book you on a 30-minute call with my account executive?” What do you say?
If you are like me, you probably weren't listening and say something to the effect of, “We’re okay right now, thanks.” and pleasantly say goodbye to the caller, hoping they’ll never bother you again. What you don’t know is that the caller did have a solution that could solve a current problem you actually have.
I have seen many LinkedIn posts disparaging sales development reps (often called SDRs or BDRs) for a “bad call” and “wasting their time”. Maybe I’m getting soft in my old age, but the SDR really isn’t to blame. Their organization’s sales onboarding process is.
That SDR is probably one or two years out of school and has never sold anything before; and their organization hasn’t enabled them with the tools and training they need to be successful. The SDRs onboarding process probably consisted of shadowing other SDRs, reading a bunch of Box files and watching product training videos, and maybe a 1-week bootcamp where a revolving door of subject matter experts spewed slide after slide of information at them.
If you have never played a piano, would you expect to sit down at one and play Chopin? If an SDR has never sold before, why would you expect them to be an awesome sales rep?
To empower the SDR to sell effectively, an organization needs to arm them with the answers to three key things:
To onboard a new SDR effectively with the above information, an organization’s onboarding needs to execute the following onboarding sprints:
Every new topic, message or script should follow the above sprint cycle, so the SDR has an opportunity to truly internalize the message. That way, when they “step onstage” in front of a customer, they are ready to play some really great music.
How are you empowering your new SDRs to deliver an effective message in the first few weeks on the job?
A sales organization is, outside of executives, the most expensive resource at a company. Why do organizations think that by just hiring someone with the title “salesperson” it automatically means they will be able to sell the solution? Why wouldn’t time and resources be invested in training them on how to be effective in their role?
The interesting, and somewhat disturbing reality is even today a large percentage of organizations do not invest in serious enablement curriculums for their sales reps. Companies think enablement is essentially this: learn the product by studying the available collateral and call through a database of potential leads until you get one that is interested.
It makes about as much sense as a dog reading Atlas Shrugged. Not to say that a dog can’t read about a dystopian society that struggles with the morality of self-interest; it just doesn’t make much sense that it would. Dogs generally don’t struggle with self-interest, particularly when tennis balls are lying about. Self-interest is typically a cat’s purr-view (see what I did there?).
To make matters worse, two-thirds of all salespeople miss their quotas. Now, in my experience, it’s not uncommon for sales targets to be so unrealistically set that there is no real chance for more than a couple of sales folks to hit them anyway. It’s a hamster wheel scenario: companies and their board members are constantly pushing their sales forces to sell more, sell faster, and set targets higher each quarter to bring in more revenue, often unsuccessfully. The result is, on average, only a third of salespeople hit their number. In any other role in an organization, that level of performance would be unacceptable! Can you imagine only 30% of a company’s engineers meeting specification on a project? It would result in a lot of partially built cars, collapsing bridges and software that doesn’t do anything.
The key difference in this example is that engineers are trained in university on how to do their job effectively and safely; but there aren’t many university programs out there on how to be a successful salesperson. No one graduates from university with a degree in sales(wo)manship. I certainly didn’t get my degree and say, “Whoohoo, I’m going to be a salesperson now!” Like many people, I fell into sales because of the right combination of sparkling personality and needing a job.
Which means it’s up to organizations to train their salespeople on how to sell their solution effectively and competitively, to give them the best chance possible to achieve the targets set for them. And it needs to be done in a way that is easy for salespeople to absorb quickly, because, to use the adage: time is money.
Who should be responsible for training a salesforce? Human Resources gets a new employee settled in their new job; but those folks aren’t salespeople. Marketing creates the brand messaging and all the pretty collateral out there for people to browse and consume; but those folks aren’t salespeople. When you take a university course in Calculus, you expect the professor to be a mathematician. When you take a job as a salesperson responsible for a substantial quota, you should expect to gain the knowledge you need from someone who understands what it takes for the role to be successful.
And a lot of companies do just that: They have new salespeople shadow current salespeople to understand what makes them successful. Job shadowing can be highly effective in providing context for the new hire. What isn’t effective is if job shadowing is the only thing a company provides to get salespeople up to speed. What works for one salesperson will not always work for everyone; and the person being shadowed may not necessarily know why something is successful. The new salesperson could pick up bad habits by strictly copying what the experienced salesperson does; which results in a salesperson clone. And if Star Wars taught us anything, it’s that clones are bad.
From a new salesperson’s perspective, when you are put into a situation where there are no training materials, no guidelines, and only a few people who have the knowledge you potentially need to be successful, you have a few options.
Salespeople aren’t given the luxury of testing these options because they are given a very short period of time to ramp (typically 2-3 months) and a very large quota to hit at the end of that ramp. Your good salespeople will flutter between options 2 and 4; based on their luck, they may be marginally successful. Your great salespeople will go all in on option 5 and will either be reasonably successful or they’ll get frustrated and leave. The problem is most salespeople out there aren’t “great”. There are a lot of good salespeople out there, and if you don’t give them every opportunity to be successful, they’ll execute option 1.
Which means organizations need to set an adjustable program in place that will not only train the salesperson on what they need to be successful, but when they need it, and who they can look to for guidance on whether or not they’re on the right track. This is the essence of Sales Enablement.
Sales Enablement is the process of arming an organization’s sales force with access to the insight, tools, and information they need that will ultimately increase revenue.
Now there are a couple of assumptions I’m making for the case for Sales Enablement:
Even if you have an established sales training program, market conditions can change rapidly. Your program needs to be able to adapt to those changes, or you’ll get caught with an ineffective sales force. It’s not just about training sellers… it’s about enabling them.
Enablement is more than training. It’s about empowering your salesforce to be successful. If you remember nothing else after reading this book: Enablement to a sales team is like Alfred Pennyworth is to Batman.