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Creating a Charter: Essential First StepsPaul Saleme, Global Head of Sales Enablement, Showpad
Agenda
123
567
Intro
Secure an Executive Sponsor
Define Your Audience
Define Your Scope
Define the Organization Structure
Build an Onborarding and a Continuous Learning Plan
4 8Create a Mission Statement One More Thing
Intro
Paul SalemeGlobal Head of Sales Enablement, Showpad
● Provide strategic guidance● Support sales enablement
initiatives● Provides accountability● Removes roadblocks
1.Secure an Executive Sponsor
●Make it clear what roles and which teams will benefit from your sales enablement efforts. ○ Quota carrying reps○ FLSM’s○ Customer Support○ Professional services & Support○ Partners
●Define who’s NOT supported by sales enablement efforts and why
2.Define YourAudience
3.Create aMission Statement
• Aligns with business strategy• Communicates the purpose
of sales enablement and who it serves
• Inspires and guidesImportant Tip:• Keep it short and sweet —
just a sentence or two will do — to succinctly communicate key objectives
Setting the Standard for
Sales Enablement
4.Define Your Scope
• Remind yourself why sales enablement team was created
• Proactive vs, Reactive• Align with sales and
marketing on a strategy and make a list of the initiatives your team owns
• Outline what’s NOT in scope
5.Define the Organization Structure
●How do you structure the team for impact and effectiveness?○ By geo?○ Role?○ Expertise?● Field leads● Vendors
Sample Organization Design
• Include a blend of classroom trainings and self-directed learning
• Build a peer mentor (AKA “buddy”) program
• Event-based learning is not enough
• Coaching is an essential part of continuous learning
6.Build an Onboarding and Continuous Learning Plan
Lecture
90%
(Adopted from the NTL Institute of Applied Behavioral Science Learning Pyramid.)
Traditional learning is not effective
75%
50%
30%20%
10%5%
Reading AudioVisual
Demonstrate Discuss Practice Doing
Teach Others
Interactive
Traditional classroom
Practice-focused
“90% of sales training is forgotten after 120 days”
ES training, 2018
80% of your sellers require coaching
“Dynamic sales coaching by managers and peers improves win rates with 30%”
CSO insights, 2018
20%60 %20 %High PerformersAverage PerformersLow Performers
• How do we organize? (by role, program, geo)
• What headcount and resources do we need for success?
• What KPIs do we track and what is our reporting cadence (to who, when, what)
• How do we report? To whom and on what frequency?
• Who do we collaborate with and to whom are we ultimately accountable?
• What tools do we use?
What are the Questions We Need to Ask Ourselves?
A helpful tool from Accelerate
Join Accelerate
Membership is free and gives Sales Enablement Practitioners access to downloadable templates, worksheets and more!
https://acceleratesales.org
1.Follow a process when creating a charter
2.Gain executive support early3.Conduct an assessment of the
current state4.Collect the voice of the field
One More Thing:Final Tips
It’s all in your approach...
CSO Insights 2019 Sales Enablement Report
Brainstorm and Whiteboard Ideas!
Get Comfortable Saying No
Download the ebook
QR code directing people to LinkedIn
Q+A
Thank You!
Appendix
Identify your audience
AudienceMake it clear what roles and which teams will benefit from your sales enablement efforts. For example, while some sales enablement teams exclusively support sales reps, others support the entire go-to-market team, including customer success, professional services, and other customer-facing teams.In addition, be sure to indicate if there are any teams or roles that are not supported by sales enablement efforts. For example, if your team supports all customer-facing roles except solution engineers, be sure to indicate that in your charter.
Create a mission statement
A strong mission statement helps your entire organization understand the purpose of sales enablement and who it serves. It also helps inspire and guide the members of the sales enablement team in their day-to-day work.An effective sales enablement mission statement is short and sweet —just a sentence or two will do — and easily communicates your team’s key objectives.
Define your scope
Before you start building a laundry list of tactics, you must first develop a sales enablement strategy. Doing so allows you to move away from reactive, random acts of sales enablement to a strategic, proactive function that plays a key role in your company achieving its goals.A great place to start is to remind yourself of the reason your sales enablement team was created. For example, perhaps your organization was hiring a large number of sales reps but didn’t have a formal onboarding program. It’s also important to thoroughly understand your organization’s sales strategy, what its quarterly and yearly goals are, and where there are gaps in productivity.Once you’ve aligned with sales and marketing on a strategy, make a list of the initiatives your team has committed to. It’s also helpful to indicate specifically who owns each project.
Secure an executive sponsor
Executive SponsorAn executive sponsor is essential to the success of your sales enablement program. In fact, sales enablement programs often fail due to lack of support.In many organizations, the executive sponsor for sales enablement is the head of sales. In this role, this person provides strategic guidance, supports sales enablement initiatives, and holds the sales team (or whoever is supported by sales enablement) accountable to continued learning and improvement.It’s important for the sales enablement leader to schedule regular strategy meetings with the executive sponsor. Why? Because sales enablement must understand sales strategy in order to effectively develop programs to support company growth.
Plan for Collaboration with Key Teams
Sales enablement isn’t an island. Instead, it’s a cross functional discipline requiring collaboration from a number of different teams across the organization, including sales, marketing, and operations.Designate a member of your team who will serve as a liaison to these key teams. Then, outline how you plan to collaborate with them on an ongoing basis. For example, perhaps your director of sales enablement holds bi- weekly meetings with leaders of your sales, marketing, and operations teams to ensure everyone is aligned.
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