How to Nail Your First 90 Days as a Sales Enablement Manager

Summary

In this video, Pam shares insightful advice for new sales enablement managers, based on her conversation with Brandon Parrott. She breaks down the first 90 days into three phases: understanding the lay of the land, learning tools and processes, and building a solid plan. Key tips include being open-minded, building relationships, understanding the content used by sales teams, attending regular calls, and identifying gaps. Pam also emphasizes the importance of being agile with your plan, getting buy-in from your team, and tracking results. This guidance applies to any new job and aims to set professionals up for success in their first months.

Takeaways

• 😀 Be open-minded and avoid preconceived notions when starting a new job. Listen and learn as much as possible.
• 😀 Your first 30 days should be about understanding the 'lay of the land' by talking to as many people as possible and learning from their experiences.
• 😀 Focus on getting to know the sales team, product team, marketing, sales ops, and anyone else you may work with directly or indirectly.
• 😀 Pay attention to high performers in the sales team and learn what they do differently to close deals successfully.
• 😀 Review existing sales content to understand what is currently being used and how it aligns with various sales personas and funnels.
• 😀 Learn about the sales organization structure—whether it's by territory, industry, or vertical—and tailor your content strategy accordingly.
• 😀 In the second month, attend regular sales calls and team meetings to observe challenges and identify where you can support the team.
• 😀 Study the sales dashboards to understand key metrics such as sales targets, opportunities in the pipeline, and the win/loss rates of deals.
• 😀 Identify gaps in processes that could impact your ability to succeed and work with others to address them.
• 😀 In the third month, create a preliminary plan for the next steps, but be prepared for it to change as you gather more information and feedback.
• 😀 Always seek buy-in from your manager and the sales team to ensure alignment with their expectations and needs for your success.

Q & A

What is the main objective of the first 30 days in a new job?

The main objective of the first 30 days is to understand the lay of the land, including learning the company's structure, tools, and processes, and building relationships with key stakeholders, especially salespeople.

Why is it important to stay open-minded during the first 30 days?

Staying open-minded allows you to learn without preconceived notions. By listening and understanding how things work in your new company, you avoid jumping to conclusions and ensure you're making informed decisions.

How should a new Sales Enablement Manager approach conversations with salespeople?

A new Sales Enablement Manager should aim to talk to as many salespeople as possible, especially high performers. Understanding their challenges and how they succeed can provide valuable insights for supporting the team.

What role does understanding the sales organization structure play in the first 30 days?

Understanding how the sales organization is structured (by territories, verticals, etc.) helps the Sales Enablement Manager tailor content and support strategies that align with the specific needs of the sales team.

What kind of content review should be done during the first 30 days?

The Sales Enablement Manager should review existing content to identify what is being used most often. Categorizing the content by product, persona, or purchase funnel can help determine areas for improvement and targeted content creation.

In the second 30 days, what type of meetings should be attended?

In the second 30 days, attending regular meetings like sales calls and huddle meetings is crucial. These meetings provide insights into challenges, account strategies, and areas where support is needed.

What is the importance of reviewing the sales dashboard?

Reviewing the sales dashboard allows the Sales Enablement Manager to track key metrics like sales targets, opportunities, and closure rates. It also helps identify patterns in both successful and lost deals.

How can a new Sales Enablement Manager identify gaps in the second 30 days?

By understanding the existing processes, tools, and challenges, the Sales Enablement Manager can pinpoint gaps that might impede their ability to do their job effectively. Addressing these gaps early on is crucial for success.

What should a Sales Enablement Manager do in the third 30 days?

In the third 30 days, the focus should be on creating a preliminary plan based on gathered information, getting buy-in from key stakeholders, and beginning implementation while remaining agile to adjust plans as more information becomes available.

How can a Sales Enablement Manager measure success in the third 30 days?

Success can be measured by tracking the performance and impact of the plan's implementation. It’s important to monitor results, assess what works, and modify strategies accordingly, while also quantifying contributions to the sales team’s success.