How do you ensure harmony between sales ops and sales enablement? What are you doing to enable execution of the sales process without putting too much on your team's plate?
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VP SALES OPERATIONS & ENABLEMENTa year ago
The way that I harmonize between Sales Operations and Sales Enablement is because it's me and I'm leading both teams. Ideally, I wouldn't be doing that. I would have a Sales Operations team, order entry, along with Sales Enablement. But because it's me, I think it's easier or it has been easier to just manage that. That's not the ideal situation and gives me too many tasks, which takes away from my ability to be more strategic. I don't think sales operations and enablement need to have two separate leaders, but I think they need to be distinct teams. Even though those teams are different and they report to me, I'm not a go-between. I'm always providing opportunities for them to work together on the same topics or on adjacent topics and because of that, they've built relationships so that they're working together without me. It doesn't require me to get involved because they're empowered to solve the problem and work with whoever they need to work with.Director of Enablement8 months ago
Establish your boundaries, but look for any opportunity to work together to reach your common goal. I’m in Enablement, and I have a peer team running RevOps. We are both in the GTM organisation, but we only share a common manager at the CBO level. So how do we keep aligned?
RevOps manage the process. They’re heads-down crunching numbers, processing POs, pushing deal desks and ensuring that the engine is running under the hood. Enablement is managing the people, ensuring the know how to drive the car, and monitoring their driving behaviour.
If RevOps have a new process, or tool that they’re thinking of implementing, then my team swoops in to build the training, prepare the workforce and execute on the new action.
This approach works incredibly well, as it allows both teams to focus on their key strengths. RevOps rarely get hired because they’re good with people, generally they are hired as they are analytical superstars. Enablement heads on the other hand, we’re mostly ex-sellers, trainers or educators (we know how to talk to people)