Hard truth: the value of traditional enablement looks like this. In fact, my guess is it hits diminishing/negative returns pretty quickly. Why? Enablement delivers some essential inputs that see immediate increasing returns: - documentation around sales process and methodology - curating support and customer-facing content - attempting to store content in one place - giving structure to new hire onboarding - a standardized channel for comms But then, an inflection point… Diminishing returns seeps in. We can only curate so much content, train so much in onboarding, send so many newsletters before the value slows down. In an attempt to ramp up the value, traditional enablement picks up events and programs: - recurring programs - webinars - courseware - sessions - certifications The thought is more is better. But more of this approach just leads to more complexity for reps…which leads us to negative returns. Not only does traditional enablement look for things to be ADDING, it does so with a shot in the arm, information dump approach that doesn’t match the real tasks reps need to do on the job. The way out? Stop looking for content and “events” to add. Start looking for obstacles to remove. That is, as long as you’ve first done the work to define the outcomes they must achieve, outputs they must produce, and factors that enable that performance. Factors like: - expectations and feedback - process and tools - accountability and reinforcement - prompts and reminders - contextual info and support - incentives and consequences - capacity and opportunity - knowledge and skills The inverse of these are the obstacles. Define the outcomes Derive the outputs Delete the obstacles Do this on repeat and you’ll always avoid diminishing/negative returns. Away with traditional enablement. Onward with modern performance improvement. #salesenablement #revops
Interesting! What data should sales enablement be using to drive these changes?
Insightful share as always Nick!
★ Customer-Centric Sales Enablement | Making MEDDPICC Stick
5moNick Lawrence Fire as always! You made a point recently that really stuck with me, that ensuring that everyone is clear about the expectations and means that'll create the outputs you need are vital. Forgive me if I butchered your point there. Let me ask you a longer term question... Say you've hit a point somewhere between diminishing returns and maximum yield. What's the "end game" for enablement in that case? Some kind of internal GTM consultant? Transmission for Product Marketing?