👋 Welcome to another issue of The Enablement Edge newsletter!
In this one, you’ll read about the following:
- 🖥️ 1 Piece of Tech – 29 Digital sales room use cases
- 💡 1 Key Concept – Enablement ≠ training
- ⚡ 1 Key Challenge – Evolving to buyer enablement
- 📊 1 Best Practice - Sales methodology metrics
Let’s get right into it!
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🖥️ Piece of Tech
As some of you may know, I lead the enablement function at GetAccept, a company behind one of the most trusted digital sales room solutions on the market.
This has allowed me a rare inside look into one of the most overlooked (and underleveraged) tools in today’s sales tech stack.
For one, it has shown me that many people still don’t truly understand what digital sales rooms are.
Some see digital sales rooms as nothing more than fancy content portals. Others expect them to magically replace sales calls or demos. Both miss the point.
In my latest article, I break down what a digital sales room really is (+29 use cases) – and why embedding it correctly into your sales motions can have a major impact on win rates and deal velocity.
Here’s a quick preview of what they enable:
Delivering seamless buyer experiences: No more chasing emails or scattered presentations. Digital sales rooms centralise every asset (decks, proposals, videos, contracts), all tailored for buyers who get a curated, self-guided experience whenever they want, from any device.
Driving engagement with real-time intelligence: See exactly when and what buyers interact with, e.g., who downloaded the proposal, what pages they lingered on, how long they watched that explainer video. This visibility lets you act with sharper timing and relevance throughout the sales cycle.
Aligning teams and accelerating deal progress: Digital sales rooms keep everyone on the same page – sales, marketing, legal, customer success, and more. Everyone sees the latest materials, who owns each task, and where bottlenecks are. Deals move faster with fewer missteps.
Simplifying complex motions and building trust: In large deals with multiple stakeholders, digital sales rooms help buyers coordinate internally by sharing content, capturing feedback, aligning approvals. You become the guide who simplifies their work instead of complicating it.
To illustrate all of this, I’ve compiled 29 use cases divided into 6 categories:
For each of the use cases, I explain:
- Who’s using it?
- What challenge or need does it address?
- How does the DSR solve it?
- What’s the outcome or benefit?
If you’ve been wondering whether your sales organisation might benefit from digital sales rooms, this article is a great place to start!
💡 Key Concept
If I asked you what misconception about enablement frustrates you most, I’d bet the top answer would be this: too many people (who should know better) still think enablement = training.
It does not.
As enablers, it’s on us to repeat this relentlessly and make the distinction crystal clear – especially with GTM leadership.
Even in cases where the confusion is more “understandable,” like comparing enablement programmes to training programmes, we need to stand firm. They are not the same thing.
To make it easier, I put together a visual that highlights the key differences between a true sales enablement programme and a training programme:
Let me know if you need a high-res version that you can print out, stick on the wall, and point to when needed (Tyler Durden-style)!
For a deeper dive, you can also check out my full article on this topic.
In the meantime, keep explaining and educating; it’s the only way this changes.
⚡ Key Challenge
A while ago, I published one of my first collaborative pieces with enablement leaders, asking them about their biggest challenges.
One quote, from Woody Walker, has stuck with me ever since:
“Focusing on buyer enablement and not just sales enablement. Differentiating from the competition by creating unique and compelling content, leveraging data and analytics to personalize the customer journey as they do in retail, and ensuring my sellers are trained on buyer empathy and how to help target audiences buy.”
For the last 6 months, I’ve been turning this over in my head: why is the evolution from pure sales enablement to integrating principles of buyer enablement so difficult?
Then, it hit me.
Because sales enablement is easier.
- It’s easier to patch internal processes than to map a messy, unpredictable buyer journey.
- It’s easier to train reps to pitch harder than to help them guide, support, and coach buyers through complex decisions.
- It’s easier to lock down seller content libraries than to create resources buyers actually use to make choices.
- It’s easier to hand out scripts than to equip reps with buyer-centric conversation guides.
- It’s easier to track CRM activity than to analyse buyer behaviour across multiple touchpoints.
- It’s easier to operate in the world you control than to influence the one your buyers live in.
And here’s the important point: this “easier path” is exactly why the shift to buyer enablement feels so intimidating.
Now, I don’t think we need to change the name of our discipline. Some teams are already running programmes that are deeply buyer-centric; they just don’t call it “buyer enablement.” The label matters less than the mindset.
What matters is whether our programmes stop at serving sellers or stretch further to shape the buyer’s side of the journey. And that requires:
- Letting go of control.
- Working with complexity instead of against it.
- Building programmes that prioritise how buyers make decisions, not how sellers move deals forward.
Add to that the familiar elephant in the room – lack of budget or influence – and it’s no wonder many enablement teams retreat to the safer, inward-looking work.
The real takeaway
Most teams are already at capacity just serving sellers. Asking them to enable buyers feels like a leap into the unknown – and sometimes, out of reach.
But here’s the paradox: that’s exactly where the next leap in sales performance lives. Not in pushing reps harder, but in empowering buyers to move with confidence.
If I had to recommend three practices to spark this evolution, they would be:
- Map the real buyer journey – not your sales process, but the messy reality of how decisions actually get made.
- Audit your content – does it help buyers choose, or just help sellers pitch?
- Coach for guidance – train reps to guide and advise, not just progress deals.
The shift is uncomfortable. It forces us out of the world we can fully control. But that’s the work – and it’s where enablement can prove even more value.
Has your enablement team started leaning into the buyer’s side of the journey? If so, what did you change first?
📊 Best Practice
Sales methodologies are notoriously hard.
Rolling one out is tough enough. Changing an existing one? Even harder.
And when it comes to measuring whether it’s actually working, most teams end up in the dark.
There are so many moving parts – adoption, execution, performance, systems – that it’s rarely clear what’s sticking and what’s slipping.
You’re left wondering: are we improving, or just going through the motions?
That’s exactly why I put together a list of 27 sales methodology metrics. They cut through the noise and give you clarity across four essential areas:
1. Adoption & Readiness
Are your reps and managers genuinely ready to use the methodology?
It’s not about showing up to training – it’s about proving readiness. Track certifications, completion rates, and self-assessments. These tell you if your people are equipped and willing to put the methodology into practice.
2. Execution Compliance & Quality
Is the methodology being applied in the field – and applied well?
Look at deal reviews, stage progression accuracy, call adherence, and coaching effectiveness. These metrics reveal whether the methodology is embedded in daily selling, not just remembered in theory.
3. Performance Impact
Is your methodology moving the needle on outcomes the business cares about?
Measure win rates, average contract value, deal velocity, and forecast accuracy. This is where you connect methodology adoption directly to commercial results.
4. Operational Efficiency
How well is the engine behind your methodology running?
Track CRM hygiene, process velocity, enablement capacity, and rollout ROI. These metrics show whether your methodology is scalable, sustainable, and operationally sound.
You don’t need every metric. Focus on the ones that give you clear insight and actionable signals that are relevant for your revenue organisation.
Anchor your measurement to these four pillars, and you’ll finally be able to see whether your methodology is just “in place” – or actually driving measurable sales impact.
Want the full breakdown, with formulas, examples, and key notes for each metric?
👉 Dive into the complete guide to sales methodology metrics
These are my 4 article picks for this issue from The Enablement Insight:
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