Yes – Every Enablement expert/guru will tell you that Random acts of Enablement are terrible, distracting your focus away from positive, measurable, and strategic changes your business needs.
Unfortunately, most of them live in a world of theory, not the Enablement reality we all live and breathe.
As a reminder of the world most of us live in. The average Enablement team has one or two people supporting 100+ teammates.
These small teams are primarily tactical, living in a very reactive, mostly non-strategic reality. See the image to the left for best practices based upon the interviews and experiences I’ve had the opportunity to participate in.
Back to our main point.
Even in the world of one-offs and random acts of Enablement, you need to put structure and process into your world to support your future growth, to set realistic expectations with your teams, and to maintain your sanity.
At a minimum, teams of one or two should set up the following structure.
- Create an Enablement Charter that, at minimum, defines SLAs (your response times) and the services your team provides.
- Create a simple document, agreed upon by the leaders of the groups you support, that guides your prioritization process.
Even larger teams need to have these documents in place to guide their efforts.
As you scale, you will add more processes, frameworks, and people to your Enablement efforts.
One-off requests and random acts of Enablement will still occur and will always be necessary. However, they should represent a smaller percentage of your Enablement team’s efforts.
Remain creative and flexible while staying focused on those more significant, strategic objectives that will allow you to positively impact your business.
Living Enablement as a practitioner and as a leader. I’ve seen the confusion and frustration that many practitioners live. From working in other areas of the business, I’ve also seen the genuine need for the capabilities that enablement provides.