The world of enablement continues to evolve rapidly. And, although it’s exciting, this leaves the door open for interpretation, which means that different organizations – and even individuals within those organizations – may define enablement, its roles, and responsibilities quite differently. Building an enablement charter will help address these questions, strengthen alignment across your organization, and transform enablement from a function to a strategic operation.
So what exactly is an enablement charter? Think of a charter as your North Star – it is the overall business plan for enablement. A charter supports turning random enablement efforts into a strategic and value-adding discipline that has a clear business impact on specific objectives.
Whether you are a team of one, or a global team supporting multiple regions, establishing a charter will help your team:
- Apply and scale your Enablement strategy
- Identify gaps and challenges
- Define which responsibilities are in and out of scope
- Build a clear team structure
- Establish executive buy-in
- Build an internal reputation
- Measure the impact and ROI of your efforts
Once your charter is built, it’s critical to properly share and activate it across your organization. Start to identify your strongest supporters, early adopters, and force multipliers. These are the types of individuals that will help champion enablement efforts across the business.
Three steps to supercharge your enablement charter
1. Enablement board
The enablement board should include your executive team, so it’s important to establish this relationship early. Meet with this team on a quarterly basis to gain buy-in from executive sponsors for your enablement strategy, establish a consistent feedback loop, and ensure that your strategy is aligned with the organization’s overall vision, mission, and goals.
As a best practice, interview senior executives to learn more about these areas. A vision and mission aren’t goals and objectives based on financial performance indicators. A vision statement explains your desired future state as an organization. It also communicates the purpose of your business and its supporting values. A mission statement defines how your organization will arrive at its future state.
Structure your conversations with this team to help you put the vision, mission, and goals at the center of your enablement strategy. The stronger the alignment, the easier it will be to gain and maintain executive buy-in for your enablement priorities every quarter and prove business impact.
2. Advocate team
An advocate team is a formal approach to building and maintaining cross-functional partnerships with internal enablement customers. This team consists of enablement champions across the different audiences and roles your team supports. If your team supports the full go-to-market organization, the advocate team should include a combination of sales, customer success, and marketing teammates. Similar to your enablement board, you should meet with this team regularly. Lean on these individuals to champion enablement initiatives across the business and trust them to provide feedback on what’s working, what isn’t, and provide input on the variety of upcoming enablement initiatives or launches. Ideally, nominate new members every six months to welcome fresh perspectives, ideas, and continuous feedback as you continue to prioritize and scale your enablement strategy.
3. Enablement council
Now it’s time to take a “zoom-out” approach and drive cross-functional alignment with the teams and roles outside of enablement. For example, this may include representatives from your product or sales operations departments. Although your team does not support roles across the entire organization, you need insight into the other key initiatives and priorities happening throughout the business. This council’s focus is to exchange important information and transfer critical knowledge on a monthly basis. By staying connected, solidifying relationships, and enhancing communication, the council will uncover opportunities for collaboration and alignment. This will help the business run smoother and allow your team to establish the enablement ecosystem as a mission-critical area of the organization.
Remember that your charter isn’t just a piece of paper. It is a living document that helps you get what you need at the right time. Be sure to review your charter as a team at the beginning of each quarter. Take time to discuss and review potential adjustments to ensure that the charter is always aligned with your organization’s goals and objectives. So whether you are building a charter from the ground up, or simply need to refresh your current one, check out this Charter Checklist for a step-by-step approach.
For more detailed information on how to build your enablement charter, don’t miss Build Your Enablement Charter webinar as we discuss the key elements that every best-in-class charter should include.