Using product development best practices to develop high impact sales enablement

Chris Grebowiec, Head of Global Sales Enablement and Productivity, Square
Sales Enablement Festival 2020

1. Forming Your Enablement Team Using Product Development Best Practices to Develop High Impact Sales Enablement
2. Objective: To help you get the investment and resourcing to maximize impact
3. The problem Enablement is a historically under-resourced team that is vital to sales success. Why? • Hard to show ROI • Impact is dispersed across multiple actors • Considered support resource Level 1 Level 2 Level 3 Level 4 Us Us Sales Us Kirkpatrick Levels
4. The solution Develop learning and enablement solutions that have clear ROI drivers for the business. Setting up your teams to deliver products will enable that.
5. Introduction to your Presenter Answers the question, “Who is this rando guy in front of me?” Sales Person I sold learning and development products. Fred Pryor Seminars and National Seminars Group Sales Manager and Director Learning Program Manager I lead direct teams and sales leaders. InfoUSA and DexMedia I ran onboarding, competency development, and leadership development. Amazon Local, Amazon Business Product Manager I developed internal HR products that helped automate new hire onboarding. Amazon HR
6. Introduction to your Presenter Answers the question, “Who is this rando guy in front of me?” Global Head of Sales Productivity and Enablement at Square
7. Product Teams Answer the question, “What products are our customers most likely to buy?” Product Manager Set’s vision and strategy. Plans and delivers releases. Collect and curate new ideas. Development (Software, UX) Product Analytics Develops the solution. Conducts user research. Performs usability testing. Measures the success of product adoption. Links products to outcomes. Product Marketing Develops personas Craft positioning and messaging Competitive research
8. Enablement Teams Answer the question, “How do we improve the quality of our sales teams?” Enablement Program Manager Set’s vision and strategy. Plans and delivers releases. Collect and curate new ideas. LXD or ID People Analytics Develops the solution. Conducts user research. Performs usability testing. Measures the success of product adoption. Links products to outcomes. Field Enablement Develops personas Craft positioning and messaging Competitive research
9. Sales Program Manager Step 1 Works with People Analytics to identify significant gaps in performance Step 2 Develops the analytical framework and builds program requirements documents Step 3 Collaborates with LXD/ID resources to develop solutions
10. LXD/ID Step 1 Works with Program Manager to determine development needs Step 2 Works with field enablement to identify voice and persona Step 3 Develops and launches learning engagements using LMS
11. People Analytics Step 1 Works with Sales Strategy to identify key inputs Step 2 Works with Program Managers to identify strategies for improvement Step 3 Reports outcomes and identifies new gaps
12. Field Enablement Step 1 Identifies voice and persona of clients Step 2 Develops standards and strategies for sales facing content Step 3 Collaborates with LX/ID in the creation, voice, and direction of assets using CMS
13. Examples Typical programs you own: 1. Onboarding 2. Enablement Tools 3. Competency Development 4. Ongoing Learning
14. Onboarding People Analytics - Defines “time to ramp” metrics and goals Program Manager - Develops content and experiment backlog of key strategies to improve the metric; Reports quarterly on achievements ID/LX - Develops and launches content supporting strategy Trainer - Report to Program Manager and complete ILT and admin tasks
15. Enablement Tools Program Manager - Develops the success factors and backlog of improvement (or replacement) of tools People Analytics - Develops success factors reporting Field Enablement - Develops key content for tools (email cadence messaging, pitch decks, testimonial cases, product info)
16. Competency Development Program Manager - Develops competencies per role; Builds improvements that tie to KPIs; Makes automated coaching recommendations based on achievements People Analytics - Sets reporting cadence and dashboard views of competencies and KPIs
17. Ongoing Learning Program Manager - Develops the process, cadence, and KPIs for ongoing learning; develops self-service catalog People Analytics - Develops reporting and improvement of cohorts LX/ID - Develops content and launches using LMS Trainer - Deliver any ILT created and complete admin tasks