One thing I’ve been reflecting on lately is how much better our sales process becomes when we treat enablement as true partners, not just a team that “hands us stuff.” Too often, salespeople see enablement as a resource factory: they give us decks, playbooks, or tools, and we either use them as-is or let them collect digital dust. But when I started working more closely with our enablement team, I realized the best outcomes happen when feedback flows both ways.
Enablement isn’t here to check a box. They’re here to help us win. But that only happens if we, as sellers, invest in the relationship and share what’s really happening in the field.
Here’s how I’ve been coaching my team to work with enablement, and how I’ve approached giving constructive feedback to help them create resources that actually move the needle.
1. Be Specific About What’s Working (and What’s Not)
It’s tempting to just say, “This deck isn’t working.” But that’s not helpful. Instead, I push my team to be concrete. For example:
- “Slide 3 loses people because it’s too technical for first meetings.”
- “This customer story resonates. Every time I use it, the prospect leans in.”
- “This messaging doesn’t land with international buyers; they need simpler phrasing.”
The more detail we give, the easier it is for enablement to iterate quickly. They can’t sit in every sales call with us. Our job is to bring the field reality back to them.
Shameless plug for ShowPad, but our software can help with this a great deal!
2. Share the Context, Not Just the Content
Enablement needs to understand why something worked or didn’t. I’ve started encouraging my team to explain the context:
- What was the buyer’s role?
- What stage of the sales process were you in?
- Was the meeting virtual or in-person?
By painting a fuller picture, enablement can fine-tune materials so they’re not just good on paper but effective in the specific scenarios we face.
3. Celebrate the Wins
Feedback isn’t just about pointing out gaps. I make a point of sending quick notes like, “The new discovery guide helped us uncover a pain point we would’ve missed. Thank you.” Those little moments of appreciation build trust and remind enablement that their work really matters in the field.
4. Collaborate Early, Not After the Fact
Too often, we wait until a resource is “done” before weighing in. Lately, I’ve been asking my team to get involved earlier, reviewing draft messaging or pilot training modules. The earlier we share feedback, the easier it is for enablement to adjust.
One example: our enablement team recently put together a new competitive battle card. Instead of just waiting for the finished version, I joined a working session where we could add real-time insights from recent calls. The end product was sharper, more relevant, and ready to use immediately.
5. Build the Habit of Two-Way Communication
Enablement thrives when they’re in the loop. That doesn’t mean flooding them with noise, but it does mean setting up feedback channels: Slack threads, monthly syncs, or quick Loom recordings of what worked on a call.
I tell my team: “If you find yourself reworking or avoiding an enablement resource, that’s not just your problem, but also it’s a signal to share with them.”
At the end of the day, enablement is here to make us better. They succeed when we succeed. But they can’t read our minds, and they don’t see what happens in the trenches unless we tell them.
The salespeople I see winning consistently are the ones who treat enablement as collaborators, not content producers. They’re the ones who raise their hand, share what’s really happening, and work together to turn good resources into great ones.
So my encouragement is this: take an extra five minutes this week to send your enablement partner specific, constructive feedback, both positive and constructive. It’s a small effort that can turn the tools you use every day into real competitive advantages.
Because when sales and enablement move in sync, everybody wins.
