The Argument Is Over...

In recent weeks, there has been a heated debate on LinkedIn about whether or not one must have "held a bag" to be successful in enablement.​

Some argue that only those who have been salespeople can genuinely understand the sales process and earn the respect of the sales team. Others contend that strategic insight, leadership, and expertise in other areas are more important than past selling experience.

To explore the issue of past sales experience as an indicator of future success in enablement, it's helpful to look at the example on Linkedin that excellent professional sports coaches were great players and that all great film directors came from acting backgrounds.

In professional sports, for example, many believe that coaches must have played the game professionally at a high level to be successful. However, this rule has notable exceptions, such as Vince Lombardi and Scotty Bowman.

Neither had significant playing experience, yet they achieved legendary success as coaches through their strategic mastery, ability to inspire their teams, and analytical approach. Scotty Bowman never made it past junior hockey due to a head injury.

Similarly, some argue that the best film directors come from accomplished actors. However, this is not always the case.

For example, Martin Scorsese and Alfred Hitchcock had little background in acting but are celebrated for their innovative camera work and focus on psychological depth.

Steven Spielberg, one of the most successful directors ever, has never acted.

Having a background as a seller can undoubtedly be helpful when it comes to enablement. However, there are more critical factors in determining success.

Enablement professionals must possess various skills, including instructional design, change management, strategic thinking, coaching, data analysis, program management, communication, adult learning, collaboration, and process management. The list is not exhaustive, but selling experience does not appear there because it is possible to use the other skills to develop empathy and understanding of the sales process and the sellers you work with.

One fatal flaw in the argument that past selling experience is essential for enablement greatness is that sales leaders often have different ideas about how to sell. As an enablement professional, you translate their desires into action for the sales team. If you ask ten different leaders how they want to sell, you will likely get ten different responses.

The debate about whether or not "holding a bag" is necessary for enablement success is ultimately a distraction.

It is exclusionary by nature.

Many great enablement professionals were once salespeople, and many have never sold a damn thing.

What matters most is whether they possess the skills and expertise to drive incredible impact for your organization.

The TL;DR version:

Overall it is a silly debate, each person needs to be evaluated by what they can accomplish with their organization.

Love,

Enablement

Which one of your peers would benefit from reading this newsletter?