SALES ENABLEMENT
Power to Influence
How Sales Enablement Leaders Can Impact Business Outcomes PAT LYNCH
While working with sales teams, sales enablement leaders may often feel they lack the ability to im- pact the sales outcomes the C-suite wants to see. Though they use all the right sales enablement tools and processes – including training method- ologies and coaching – it can seem like their hard work doesn’t correlate well to the success of their sales teams.
Sales enablement professionals often ask themselves, “What can I do as an influencer?” This is because they rarely feel they have the authority to make change unless they have execu- tive buy-in. And it’s true that, without executive sponsorship and support from the C-suite, many enablement initiatives will fail.
What many enablement leaders
don’t realize is that they may actu- ally have a lot of power to influence the strategy before they execute the processes and programs – perhaps just not in ways they realize. Take, for instance, a revamping of company culture and growth through a sales enablement program. Again,
these efforts usually involve some new tools, a set of processes about how to roll out a program, some support for the idea of enabling sales teams, and perhaps a few individuals tasked with making things happen. What is missing is a strategy that aligns with the objectives of the C-suite – long before any program roll-out happens.
WHAT’S MISSING?
If sales enablement leaders think be- yond processes and programs – and get involved in influencing and setting strategy – they have a chance at hav- ing a far larger impact on business outcomes. Here is a simple two-step process to enact change. 1. Start with the Why As we all know, the C-suite mandates the goals. So, in an effort to ultimately help the organization increase rev- enue and achieve alignment on KPIs
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