The Ideal Sales Enablement Pro: Balancing Process and Subject Matter Expertise

Sales enablement is a multifaceted discipline, often requiring professionals to wear many hats. But when it comes to achieving excellence, which is more critical: deep process expertise or comprehensive subject matter expertise? This question forms the core of our discussion today, drawing insights from the experience of Lisa Skillern, a seasoned sales enablement leader. In this post, we'll delve into the benefits of possessing both process skills and subject matter knowledge, offering actionable insights on how to cultivate a balanced skillset that maximizes impact. We expand on these ideas in our related episode 7, "Does sales enablement excellence require process expertise or subject matter expertise? Lisa Skillern and I duke it out!" where Lisa and I really dive into these concepts based on her experience at Google and many other companies. So, buckle up as we explore the nuances of building a world-class sales enablement function.

Introduction: The Dual Role of a Sales Enablement Pro

At its core, sales enablement aims to equip sales teams with the resources, training, and tools they need to succeed. This sounds straightforward, but the reality is far more complex. A sales enablement professional is often tasked with bridging the gap between various departments – marketing, product, sales, and even engineering – to ensure a cohesive and effective sales strategy. This role demands a unique combination of skills. You need to understand the sales process inside and out, and you must also possess a strong grasp of the product or service being sold.

The debate often centers on which of these two areas – process or subject matter – deserves greater emphasis. Some argue that a solid understanding of sales processes, methodologies, and technologies is paramount. Others maintain that deep subject matter expertise is crucial for building credibility with the sales team and crafting truly effective enablement programs. The ideal scenario, of course, is to have both, but how do you prioritize and cultivate these skills?

Lisa Skillern's Background: A Blend of Process and Subject Matter Expertise

Lisa Skillern brings a wealth of experience to the table, having worked in both sales and marketing roles across a variety of industries. She has a special blend of process expertise in sales enablement and domain expertise in security. Her career path has provided her with a unique perspective on the challenges and opportunities facing sales enablement professionals. She’s carried a bag and run marketing, and she has driven revenue and sales productivity in both large and small organizations.

What sets Lisa apart is her ability to seamlessly integrate process expertise with a deep understanding of the subject matter. For example, when she joined Google to drive global sales enablement for the security portfolio, her background in security combined with her proven track record in sales enablement made her an invaluable asset. She understood the technical complexities of the product, as well as the sales strategies that would resonate with the target audience. This dual expertise allowed her to design and deliver enablement programs that were both effective and relevant.

Lisa's success underscores the importance of seeking out professionals who possess a balanced skillset. While it may be tempting to prioritize one area over the other, the most effective sales enablement leaders are those who can comfortably navigate both the process and the subject matter.

The Pragmatic Approach to Sales Enablement

One of the key takeaways from our conversation with Lisa is her pragmatic approach to sales enablement. She focuses on what will make a tangible difference to her stakeholders today, this month, this quarter. This means prioritizing initiatives that address immediate needs and delivering value quickly. This approach requires a deep understanding of the sales team's challenges and a willingness to adapt to changing market conditions.

Lisa emphasizes the importance of actively engaging with the sales team to identify their pain points. What are their biggest obstacles to closing deals? What information do they need to be more effective? By asking these questions and actively listening to the responses, sales enablement professionals can tailor their programs to address specific needs and deliver maximum impact.

Furthermore, Lisa stresses the importance of measuring the effectiveness of enablement programs. Are they actually leading to increased sales? Are they improving sales productivity? By tracking key metrics and analyzing the results, sales enablement professionals can refine their strategies and ensure they are delivering a positive return on investment.

The Boatswain Metaphor: Directing the Sales Crew

During our conversation, we discussed the metaphor of a "boatswain" to describe the role of a sales enablement professional. A boatswain is responsible for directing the crew, ensuring that everyone is pulling in the same direction so that they all achieve their group (and individual) goals. This metaphor highlights the importance of coordination and communication in sales enablement.

Just like a boatswain, a sales enablement professional must be able to effectively communicate with different teams, align their efforts, and ensure that everyone is working towards a common goal. This requires strong leadership skills, the ability to build consensus, and a deep understanding of the sales process.

The boatswain metaphor also emphasizes the importance of training and development. A good boatswain will ensure that the crew is properly trained and equipped to perform their duties. Similarly, a sales enablement professional must provide the sales team with the training and resources they need to succeed.

Evaluating a Sales Enablement Organization

Whether you're working within an existing organization or considering a move, it's crucial to evaluate the sales enablement function to ensure it's set up for success. Lisa outlines several key factors to consider when evaluating a sales enablement organization:

• Cohesion: Is the organization a cohesive unit working together towards a common goal? Or is it fragmented, with different teams working in silos?
• Alignment: Is the sales enablement function aligned with the overall business strategy? Or is it pursuing its own agenda?
• Impact: Is the sales enablement function having a measurable impact on sales performance? Or is it simply going through the motions?
• Resources: Does the sales enablement function have the resources it needs to be successful? Or is it understaffed and underfunded?
• Support: Does the sales enablement function have the support of senior management? Or is it struggling to get its voice heard?

By asking these questions, you can gain a better understanding of the strengths and weaknesses of the sales enablement organization and identify areas for improvement. If the organization is lacking in any of these areas, it may be necessary to tweak certain aspects to ensure a higher level of impact.

Key Takeaway 1: Stakeholder Management is Critical

Effective stakeholder management is critical for the success of every sales enablement professional. This involves building strong relationships with key stakeholders across the organization, understanding their needs, and communicating effectively. As Lisa emphasizes, this takes ongoing attention and diligence. Stakeholder management can be one of the most challenging aspects of the role, as it often involves influencing without authority. You need to be able to persuade stakeholders to support your initiatives, even when they may have competing priorities.

To be successful in stakeholder management, it's important to:

• Identify key stakeholders: Who are the individuals or teams that have the greatest influence on sales enablement?
• Understand their needs: What are their priorities? What are their pain points?
• Communicate effectively: Keep stakeholders informed of your progress and solicit their feedback.
• Build trust: Be reliable, transparent, and responsive to their needs.
• Manage expectations: Be realistic about what you can achieve and avoid overpromising.

By following these guidelines, you can build strong relationships with key stakeholders and create a supportive environment for sales enablement.

Key Takeaway 2: Balancing Domain Expertise and Process Experience

For the most impact, the sales enablement professional brings both domain or subject matter expertise and lots of process experience. As we've discussed throughout this post, the ideal sales enablement professional possesses a balanced skillset that encompasses both process expertise and subject matter knowledge. This allows them to effectively bridge the gap between different teams, design and deliver impactful enablement programs, and ultimately drive sales performance.

While it may not always be possible to find individuals who possess both types of expertise in equal measure, it's important to prioritize candidates who demonstrate a willingness to learn and adapt. A strong process background can be complemented by a willingness to dive deep into the subject matter, and vice versa.

Ultimately, the key is to create a sales enablement team that possesses a diverse range of skills and experiences. This will allow you to tackle a wide range of challenges and deliver innovative solutions that drive sales success.

Connect with Lisa Skillern

To follow up with Lisa and learn more about her insights on sales enablement, you can connect with her on LinkedIn. She's a valuable resource for anyone looking to improve their sales enablement efforts.

Conclusion: Achieving Sales Enablement Excellence

In conclusion, the debate over whether process expertise or subject matter expertise is more crucial for sales enablement excellence is ultimately a false dichotomy. The most effective sales enablement professionals possess a balanced skillset that encompasses both. By understanding the sales process inside and out, while also possessing a strong grasp of the product or service being sold, you can design and deliver enablement programs that truly resonate with the sales team and drive results.

Remember the importance of a pragmatic approach, focusing on delivering value quickly and measuring the effectiveness of your programs. Embrace the boatswain metaphor, ensuring that everyone is pulling in the same direction. And prioritize stakeholder management, building strong relationships with key individuals across the organization. By following these guidelines, you can achieve sales enablement excellence and make a significant impact on your company's bottom line.

We expand on these ideas in our related episode 7, "Does sales enablement excellence require process expertise or subject matter expertise? Lisa Skillern and I duke it out!" where Lisa and I really dive into these concepts based on her experience at Google and many other companies.