Today’s sales enablement leaders have a lot on their plates. What happens when responsibilities fall at one person’s feet?
Enabling sales reps to sell more and sell better is not an easy job, but that’s why sales enablement departments were created. But sales enablement leaders can’t operate in a silo. They need to collaborate with other functions across the company to deliver the onboarding, training, coaching and content that sales reps need to be successful.
Nearly 3/4 of C-level executives consider sales productivity to be critical to achieving growth, so that’s even more of an incentive for other departments to get involved. The high tide lifts all boats, right?
So how can sales enablement leaders “rally the troops” and get others to contribute to supporting sales? Try the following approaches to get your organization on board.
Empower subject matter experts with technology
Subject matter experts (SMEs) know their areas of the company inside and out; product managers for new releases, marketers for corporate messaging, and so on. It’s the job of sales enablement professionals to seek and capture that expertise and empower SMEs to share their knowledge for the benefit of the sales team. In other words, you need to find an impactful way to get the right information out of the heads of your subject matter experts, and into the heads of your salespeople – and technology can help.
For example, Iron Mountain simplified content creation and delivery for sales training when they implemented Brainshark – which in turn, has empowered others at the company to become part of the content creation process.
Remember, SMEs are not necessarily expert content creators, so you should be the gatekeeper of the content before it goes out to sales – vet it, package it and refine it.
Adapt existing content from marketing and other groups
It’s good to stay apprised of other great content that’s being created across your organization – that’ll make less work for you! See what marketing, product management and other departments have created and see if there’s an opportunity to adapt it into a sales context – they’ll be glad their content is being put to good use. For example, if product management created a guide for a new product launch, isolate the parts relevant for sales and copy that over into a quick learning presentation for reps.
Any learning content you or others create also has the potential to be shared with other departments across the organization. For example, the customer success team should know how reps are being asked to position the latest product feature to ensure message consistency with buyers.
Incorporate peer learning
According to ATD, 91% of sales reps say learning from peers helps them succeed. So outside of content you and SMEs create, make salespeople part of the sales enablement process too! After all, they are the ones on the front lines and in the field. Top reps can share knowledge with underperformers through quick-hit content and videos they record themselves, and you can capture these best practices, tips and tricks for all reps to benefit from. Reps will appreciate learning from each other’s experiences and finding common ground on successes and challenges.
Again, sales enablement should be reviewing and refining the content, and – if you use a sales enablement platform – organizing it properly so it’s easily searchable and accessible by reps.
Make it a company initiative
Another great way to motivate employees to contribute to sales enablement is to get the executive team on board. Show the C-suite how an “all hands on deck” approach will feed into sales and company goals. If it’s a companywide initiative to share knowledge and content with sales, employees will be more motivated to be a part of it. And when good results start to come in, everyone will feel like their contribution made a difference.
For more on how technology can accelerate sales enablement, check out our eBook: 8 Must-Have Sales Enablement Technology Features.