I was having this debate earlier, do you feel that Sales/Revenue Enablement should be reviewing calls and adding feedback? Or is their primary role to encourage sales management to give coaching on a regular basis?
Userlevel 1
We just had this conversation last week. I (sales enablement) am going to start alerting sales management of any “coachable moments” so that it is more impactful coming from the sales rep’s direct report. I’m keen to understand how to measure the success of this initiative, any advice? I guess analyzing the reps close rate after implementing this idea, but would love to hear any other ideas!
Thanks
Hi Ted, good question!
My take on this is that Frontline managers should own call reviewing and feedback by default. Otherwise it’s not scalable for enablement!
I’d see Enablement intervention having a bigger impact through:
- Train the trainer mode, providing Sales management with a learning path on how to coach with Gong
- Pinpoint behaviours, best practices, what should they pay attention to, according to current company’s objectives, initiatives, new products, etc.
- Monitor coaching impact. And I’d say the best level to monitor impact is level 3, observe behaviour’s change. (Smart trackers are a great way to do that)
What do you think?
Userlevel 3
I’m in a community where the coaching culture is still developing - I (enablement) believe in leading from the front and taking the lead on giving feedback. I have Slack integrations set up so that the right people (ie: managers) are alerted when there’s something they should be coaching on directly.
From an enablement perspective, it helps me immensely to leave feedback on the calls and then coach the coaches on how to coach (say that three times fast). It’s also a peek into where enablement can help support in lagging areas.
Userlevel 2
+1
Love this discussion- I personally believe my opinion is using my favorite word here “ and”. It’s really both- I think front line managers should be using Gong (using Trackers/Smart Trackers) of course and the data to get insights for their teams “AND” enablement managers should be listening to calls (along with Deal Drivers to see at scale) whats happening from an effectiveness in how their teams are doing with the enablement. Make sense?
Userlevel 3
+2
I do, when asked or, when specific talk tracks are used. We have trackers set up on “late stage competitor mentions” along with many other company specific initiatives, so often I’ll jump into those calls to see what is happening.
I am getting ready to launch Weekly Gong call review open office hours.
Andrea
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