Sales Ops and Sales Enablement, how to bring them together
Hi Joe, My Sales Ops team has been growing rapidly over the past year or so. With that growth, we’ve also added a Sales Enablement team. But...READ MORE
My boss just reached out and wants us to try out a new project that we’ve never done before. I’ve never even heard of some of the things she’s talking about. I told her that I’d look into it, but I’m not sure where to start. Do you have any suggestions?
Hi, Corey, you’ve come to the right place.
First off, telling your boss you’d look into it is a great first step. It shows initiative and that you’re ready to find a way to make it work for your team. So many people worry about not having the answer right away, and they end up saying “yes” to things they can’t actually accomplish, or “no” to things that might actually make a positive difference. The fact that you’ve given yourself the time to research the feasibility is great. Nice job.
Second, there are two main things you’re going to have to do before you get back to your boss. The first is figuring out what the ask actually is and how it’s typically addressed. Once you’ve done that, you then have to map out the scope for the project, while also understanding the value that will come from implementing it. Let’s dive into these two things a little more.
Understand the ask
A big part of what your boss (and their boss) is going to want to know is how much money, time, and resources the project is going to cost. But before you can even map out the scope of the project, you need to have a clear picture of how you’re actually going to execute it. Here are some ways to go about that.
Figure out the scope
Once you know what the project will look like, then you can assess how much it will cost. This will go beyond the price tag of a new tool: you also have to consider how many people will need to be involved and for how long, and whether it makes more sense to bring in a consultant. On the flip side, you should also consider the value the project will bring to your team. How much time will it save? How many new leads will it generate?
This may be the point where you realize that the project isn’t actually feasible or sensible for your team. Don’t be afraid to say that to your boss. As long as you can show that there’s a good reason for it, and that you’re looking out for the best interests of the company, they’ll understand a “no”.
That all said, don’t let finances or the fact that a project seems to “make sense” for your business be the only factors that guide your decision making. Sometimes, it’s the projects that look banal on the outside that end up making the most impact in the long run. Maybe everything works fine as it is, but it’s worth experimenting and fostering a culture of innovation and iteration within your team. That way, you can avoid becoming complacent and instead position yourselves as leaders within the space.
You’ve got this,
Hi Jo, I recently started a career in marketing automation, and I’m feeling a bit overwhelmed. It feels like I’m expected to know so many different things...READ MORE