The First 90 Days as a Sales Enablement Leader

By Carla Lempera

The First 90 Days For a Sales Enablement Leader

The first 90 days in any new position is a time to assess the world around you, determine how you can best contribute, and tread lightly while making your presence known. For the new Band-Aid, glue stick, catch all, fixer of broken things Sales Enablement leader, this is all taken to a new level. Here are 5 priorities in your first 90 days toward sink or swim:

1. Get your priorities straight.

As in, align with the priorities of the business. All companies set objectives to grow revenue. They rely on the sales team to accomplish this. Making sure the sales team can, is now your problem. So, understand how the business intends to grow (new markets, new products, sales transformation, headcount reduction, etc.) and internalize it. This becomes your true North and the way you differentiate and prioritize from the noise.

2. Examine the stack.

For every imaginable situation, there is an app for that. While technology can have a substantial impact on efficiency and potentially even effectiveness, a confusing laundry list of disparate tools without a clear strategy can be counter-productive and expensive. Inventory what you have and intended use case, then examine the data to try to ascertain actual adoption and impact. This is critical to understand prior to the inundation of opinions driven by loyalties, pet projects, and relationships.

3. Walk a mile.

While cross-functional alignment is important, sales leadership, sales and sales support are your primary customers. Get to know what they do, how they do it, obstacles to success, what the winning recipe has been, sales motions by role, and who the top performers are. Shadow them, ride along, listen to recordings, use their resources, and try your hand at a day in the life. The more intimately familiar you become with the current state, the faster you can have an impact.

4. Get social.

And I don’t mean LinkedIn, Twitter or Facebook, but the good old fashioned conversation. Learn who is who and make it your job to meet them. Take the time to truly understand the different cross-functional roles and how they connect into company priorities and sales execution. Compare what you learn to the data from #2 and the experiences from #3. Ask good questions and be a good listener. Building credibility, confidence and trust in these relationships are critical to your success. Keeping #1 front and center allows you to challenge the status quo with mutual success as the driver.

5. Mind the gap.

As you work through #1-4 some dots will connect and some won’t. Those gaps where the sales organization does not have the process, content, tools or resources as part of a cohesive strategy for sustainable success is how you make your mark. Bridge those gaps and set the criteria by which you will monitor and measure the outcomes and you are off and running!

If you are looking for a Sales Enablement leader, we can help. We have used our extensive experience with Sales Enablement leaders across the globe to articulate the competencies critical for success in this job description.

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