Estimated reading time: 7 minutes
- What is a Sales Enablement Charter?
- Why is a Sales Enablement Charter important?
- What does the Charter look like?
- How often should you update the sales enablement charter?
What is a Sales Enablement Charter?
A Sales Enablement Charter (AKA Revenue Enablement Charter) includes your sales enablement mission statement and provides a summary to the business about what the Enablement team does, who they support, and how they will measure results.
Your Charter is your team’s sales enablement mission statement.
It provides guidelines for your sales enablement efforts and shapes your overall sales enablement strategy.
Your Charter is a critical element for any Sales Enablement organization.
Without it, your efforts in Sales or Revenue Enablement will likely fail.
Note: We have included a downloadable sales enablement charter template at the bottom of this article for your use.
Why is a Sales Enablement Charter important?
When experienced people discuss Sales Enablement best practices, a Sales Enablement Charter is high on the list.
For many Sales Enablement Managers, building a formal sales enablement charter, which helps define the role of sales enablement within your business, is the first step they take upon joining a company. It is a fundamental building block for any successful sales enablement program.
The Charter is an agreement between the Sales Enablement team and the go-to-market team (i.e., sales reps, sales leaders, marketing, customer success, and so on). This document defines what services sellers can expect from the Enablement team, the data, the sales enablement platforms, and the services provided.
This shared understanding leads to better collaboration, clearer expectations, and a smoother running Enablement machine.
And ultimately, a successful program will lead to higher sales productivity and a measurable, positive impact on your business.
What does the Charter look like?
The specifics of an excellent Enablement charter can vary from business to business, but the following key components must be present.
Your Sales Enablement Mission Statement
Why has your business invested in Sales Enablement?
Your Sales Enablement mission statement should answer this simple question.
What services are supported?
What are the core services of your sales enablement initiatives? Are you:
- Collaborating with sales operations to streamline sales processes
- Are you delivering continuous learning to the customer-facing organization on critical core competencies, including sales skills, your value proposition, your company’s products, etc.?
- Delivering coaching services?
- Providing content management, creating relevant content, and curating the right content from around the organization?
- Developing and managing tools?
- Are you facilitating sales and marketing alignment through regular-scheduled meetings?
- Are you partnering with HR and customer-facing managers and leaders to ensure diversity, equity, inclusion, and belonging in respected in your business?
There is no one correct answer to the services you are providing.
Enablement’s role is to help the customer-facing organization overcome challenges, amplifying what they are good at, and reducing risk where they cannot altogether remove it. The mix of services you provide should align with your priorities in these areas.
Remember that your buyer is the ultimate customer of your services.
And recognize that the buyer’s journey is not the same as your sales cycle.
If you focus exclusively on making the lives of your sales and marketing team easier without taking into account the downstream impact on the buyers, you are failing. The same holds if you create terrific buyer experiences while making the lives of your employees miserable.
You must find the balance.
Who is supported?
If you are running a traditional Sales Enablement program, the answer may be as simple as your sales team.
Are you looking to support any or all of the following roles?
- The entire sales organization and all sales professionals contained within it (account executives, sales development reps)?
- Are sales managers a specifically supported group?
- Presales Engineers
- And so forth.
Are you including all customer-facing roles and looking to provide a broader approach (revenue enablement)?
Consider these customer-facing roles:
- Customer Support
- Customer Success
- and so forth
And, as if that’s not enough, as you evolve your Enablement program across the maturity model from Absent through Transformational, you will find yourself collaborating across the front and back of the business, and you may both be a consumer of and supporter of, services from teams such as:
- Product Marketing
- and so forth
There is a lot to consider, and you cannot afford to walk before you run.
However, you must understand what you are capable of doing today and have a picture in your head of where you are going.
Where does the budget come from?
Your sales enablement charter needs to call this out.
Ultimately, you want to control your budget, but the reality is that most Enablement teams do not manage their budgets today. Who is funding your efforts?
- Product Management?
- HR or L&D?
What metrics are used to measure impact?
How will you measure success?
You need to be thoughtful here and use a mix of lagging and leading indicators to guide how well your Enablement organization meets its business goals.
I would recommend reviewing the article on how to measure Sales Enablement to get a better sense of the broad number of KPIs you should consider, but, in the meantime, here are a few key Enablement metrics of each type for you to consider:
These are indicators that are visible immediately. Consider metrics like these:
- Percentage of individuals attending a training session.
- Time to complete onboarding of new hires.
- Percentage of content sellers are accessing.
- Hours customer-facing teammates are spending directly with customers.
These metrics are a tiny percentage of the leading indicators you can consider. You can see that you directly influence these outcomes, but they are not metrics about which an executive will be concerned.
These indicators occur as an effect, or side-effect, of your efforts and those of others in your organization. However, these are often the ones about which executives and key leaders will most care. Consider:
- Revenue from new business
- Win rates
- Churn rate
- Average discount given
- Deal velocity
As you can see, you do not directly influence these metrics, but your actions should always relate to and influence lagging metrics.
How often should you update the sales enablement charter?
Your sales enablement charter must be a living document that evolves as the needs of your business change. Are you seeing meaningful improvement in one area but struggling to deliver results elsewhere?
You may need more training and onboarding if you are amidst a hiring spree.
You may need much more content developed if your go-to-market strategy is changing.
Review the sales enablement charter with critical stakeholders, at least quarterly, and ensure it aligns with the business needs.
Remember, the Charter is a critical component for your business as you build the foundations of an excellent Sales Enablement function — have you created one yet?
Reminder: Download your sales enablement charter template below.
Time needed: 30 days.
Summary: What information do I put into the sales enablement charter?
- What is your mission statement?
Why has your business invested in Sales Enablement?
- What services are supported?
Are you providing training? Coaching? Content creation? Other services?
- Who is being supported?
Are you supporting sales? Customer success? Others?
- Where does the budget come from?
Do you have your own budget or does it come from another team?
- What metrics will be used to measure impact?
How will you confirm you are on track and how will you report updates?
Note: If you are a team of one Enablement professional and simply looking for some support, have your company pay for our basic support package, we’ve got your back.
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.