Sales enablement teams play a critical role in helping sales reps succeed. By providing them with the resources, training, and support they need, enablement teams can help reps close more deals and grow their pipeline. But where should an enablement team reside within a field sales organization? There is no one-size-fits-all answer, as the best placement will vary depending on the company's size, structure, and culture. However, there are a few best practices to keep in mind when making this decision.
Consider the enablement team's primary goals. What are the team's top priorities? Are they focused on training, content creation, or sales operations? Once you have a clear understanding of the team's goals, you can start to think about which department would be the best fit.
Think about the team's relationship with other departments. Enablement teams need to collaborate closely with sales, marketing, and other departments to be successful. Therefore, it's important to place the team in a location where they will have easy access to the people and resources they need.
Consider the company's culture. Some companies have a very collaborative culture, while others have more siloed departments. If your company has a collaborative culture, you may want to place the enablement team in a central location where they can easily interact with other teams.
Here are a few common locations for enablement teams:
Location #1: Sales: This is the most common location for enablement teams, as it allows them to work closely with sales reps and managers.
Location #2: Marketing: Enablement teams often collaborate closely with marketing teams on content creation and lead generation. Placing the enablement team in marketing can help to streamline these processes.
Location #3: Revenue operations: Revenue operations teams are responsible for the overall sales process, from lead generation to close. Placing the enablement team in revenue operations can help to ensure that all aspects of the sales process are aligned.
Ultimately, the best place for an enablement team to reside is the location where they can be most effective. By considering the team's goals, relationships with other departments, and the company's culture, you can make the best decision for your organization.
Here are a few additional tips for determining where an enablement team should reside:
Tip #1: Involve the enablement team in the decision-making process.
The enablement team has a unique perspective on the sales process and the needs of sales reps. Get their input on where they think they would be most effective.
Tip #2: Get feedback from other departments.
Talk to sales, marketing, and other departments to see where they think the enablement team would be the best fit.
Tip #3: Consider the team's size and maturity.
If the enablement team is small and new, you may want to place them in a more central location where they can have easy access to resources and support. As the team grows and matures, you may want to reconsider their placement.
When determining where to place an enablement team, there are a few risks and blind spots to be aware of during the planning process:
Risk #1: Placing the enablement team in a silo.
Enablement teams need to collaborate closely with sales, marketing, and other departments to be successful. If you place the enablement team in a silo, they will be less likely to be able to get the input and support they need from other departments.
Risk #2: Focusing the enablement team on process only.
Enablement teams should focus on all aspects of the learners' needs, including their skills, knowledge, and motivation. By focusing on process only, enablement teams may miss out on opportunities to help learners develop the skills and knowledge they need to be successful.
Risk #3: Locating the enablement team under a sales leader that does not understand enablement nor see the value in enablement.
Enablement teams need the support of their sales leaders in order to be successful. If the sales leader does not understand enablement or see the value in it, the enablement team may not be able to get the resources and support they need to be effective.
Blind spot #1: Not considering the needs of the sales team.
The enablement team's primary goal is to help sales reps succeed. Therefore, it's important to consider the needs of the sales team when deciding where to place the enablement team. For example, if the sales team is geographically dispersed, you may want to place the enablement team in a central location where they can easily travel to meet with sales reps.
Blind spot #2: Not considering the company's culture.
The enablement team should be placed in a location where they can be most effective. If the company has a very siloed culture, it may be difficult for the enablement team to collaborate with other departments. In this case, it may be better to place the enablement team in a more central location where they can easily interact with other teams.
Determining where your Sales Enablement team should reside within a field sales organization is a critical decision that should not be taken lightly. By aligning with leadership goals, understanding the sales cycle, embracing cross-functional collaboration, leveraging technology, understanding the risks and remaining flexible, you can find the sweet spot that maximizes the impact of your enablement efforts. Take the time to carefully consider the best placement for your team, and watch as they drive your sales force to new heights of success.
Comments