👋 Welcome to another issue of The Enablement Edge newsletter!
Sit back, relax, and get ready for:
- 🗂️ Resource – The definitive win/loss analysis template
- ✅ Best Practice – 19 sales games that build capability, drive focus & strengthen culture
- 🎯 Concept – The ultimate guide to building impactful enablement programmes
- ⚙️ Practical Tool – The impact narrative: making programme outcomes decision-ready
Let’s get right into it!
🗂️ Resource
In one of the previous issues of the newsletter, in partnership with Glyphic, I wrote about why win/loss analysis matters far more than most teams realise and how to do it well.
I spoke about how important it is to evolve it from a one-off retrospective exercise into an ongoing tool that helps you understand how your sales motion actually lands with buyers and where it consistently helps or hurts your chances of winning.
Continuing on that line, I recently developed a win/loss analysis template that builds on the guide.
The template can support you in the journey of taking win/loss analysis out of the realm of anecdotes, slideware, and one-off reports and turning it into a practical system that drives impactful GTM decision-making.
One of the main things it does well is help you separate noise from signal.
Instead of stopping at surface-level loss reasons, the template forces you to triangulate across sources (CRM data, call analysis, interviews, and deal context) to distinguish what people say from what actually correlates with winning and losing.
The lift-and-drag view shows which factors consistently increase win rates, which ones undermine them, and by how much – shifting the conversation from opinion to evidence.
From there, identified patterns can become testable GTM hypotheses.
If multi-threading shows up as a win driver, what needs to change in how deals are run?
If “no decision” is a recurring outcome, where is momentum breaking down?
If integration concerns surface late, is the issue technical – or narrative and expectation-setting?
The template pushes you to ask those questions explicitly.
Crucially, it doesn’t stop at insight.
Every finding flows into recommended actions with clear ownership.
Messaging changes. Enablement priorities. Sales process adjustments. Coaching focus. Each action is tied back to the pattern it’s meant to address, so win/loss analysis actually influences how the organisation operates.
The below table, which is a very small part of the example I included in the resource, should make these points more tangible.
You can see exactly how raw deal data turns into drivers, which are then used to define priorities and take a specific set of actions.
You can use this template immediately, whether you’re running a formal win/loss programme, reviewing a certain meaningful volume of deals, or trying to bring more rigour to how sales and enablement decide what to fix next.
👉 Download the win/loss analysis template and example to turn scattered deal data into clear, actionable GTM direction.
✅ Best Practice
Sales games tend to divide opinion.
Some teams swear by them. Others roll their eyes, having seen too many leaderboards, short-lived competitions, toxic behaviour, or forced fun that did little beyond spiking activity for a week.
That scepticism is understandable.
Games are often introduced when energy dips, attention drifts, or managers run out of levers. They become a surface-level response to deeper issues – unclear expectations, weak reinforcement, or missing capability – and predictably lose their impact once the novelty fades.
That’s why – in partnership with Hyperbound – I decided to create an explanatory list of sales games that are designed as intentional behavioural interventions, not just morale boosters or gamification gimmicks.
Each game exists to make a specific behaviour easier to start, safer to practice, and harder to postpone.
The key shift is this:
The value of a sales game doesn’t come from how engaging it is, but from what it is designed to change.
To make that explicit, my article organises every game around one of three intents.
The first is building capability.
These games create space to practice judgment, decision-making, and reasoning – especially in areas where reps struggle to think clearly under pressure.
The goal is repetition – with feedback – in a format that lowers the risk of having poor judgement in real-life deal scenarios.
The second is driving focus and activity.
Here, games act as short-term constraints that narrow attention, create momentum, and reduce procrastination.
Used well, they help teams move on things they already know how to do, but haven’t been doing consistently.
The third is strengthening culture and connection.
Some behaviours only improve when trust, safety, and shared understanding are present. These games are designed to surface perspective, reinforce norms, and help teams reconnect with purpose, particularly in high-pressure or fragmented environments.
Beyond sharing the breakdown above, I’d also like to stress that teams ultimately don’t need more games for the sake of it.
They need to diagnose what’s actually missing: capability, focus, or connection – and then choose an intervention that matches that gap.
If you leverage them thoughtfully, sales games become part of the system that shapes behaviour, alongside training, coaching, and process, rather than a distraction from it.
👉 Explore the full guide to see all 19 sales games, organised by intent, with clear guidance on when to use each one and what behaviour it is designed to support.
Turn enablement ideas into
impactful execution
Turn enablement ideas into impactful execution with ready-to-use templates & frameworks, premium insights, world-class tools, and a supportive community.
🔗 See what’s inside
🎯 Concept
There’s no shortage of enablement advice online.
You can find frameworks, playbooks, and “best practices” for almost every part of the job.
What’s far rarer is a guide that shows how all of those parts connect when you’re trying to drive real change in a live go-to-market system.
I wrote my step-by-step framework for building world-class sales enablement programmes to address this gap.
Here’s a few things you should know about it.
First, it is deliberately comprehensive.
It doesn’t start with delivery or training design. It starts earlier – with deciding whether a programme is even the right intervention in the first place.
From there, it walks step by step through the full lifecycle of a high-impact enablement programme:
- diagnosing the problem,
- defining scope and outcomes,
- designing the right mix of levers,
- preparing the system,
- reinforcing behaviour in the field,
- and finally demonstrating value and iterating over time.
The intention is to give you a complete map rather than a collection of isolated tactics that you can adapt to your level of maturity and organisational context.
Second, it is built to be used, not just read.
Throughout the guide, abstract ideas are translated into concrete artefacts: examples, checklists, and templates that show what “good” actually looks like in practice.
The programme charter is a great example. Rather than treating alignment as a vague aspiration, the guide shows how to codify context, scope, outcomes, outputs, and behavioural expectations in a way that gives a programme clear boundaries and shared ownership from the start.
This focus on artefacts runs through the entire guide, because programmes only become real when they are expressed through things people can inspect, challenge, and work with.
Third, the guide is grounded in how enablement problems actually surface in the field.
Programme ideas don’t usually begin as neat hypotheses. They emerge from signals.
Sometimes those signals are quantitative: persistent win-rate issues in a segment, deals stalling at the same stage, sales cycles stretching in a specific motion, or recurring quality problems in outputs like business cases or proposals.
Other times, the signals are qualitative. The same gaps come up again and again in deal reviews. Managers flag recurring breakdowns in discovery or value articulation. Reps say variations of “we don’t know how to do this” across different teams and regions.
The guide takes these realities seriously. It shows how to interpret both data-led and field-led triggers, and how to connect them back to your intake and triage process. Crucially, it helps you distinguish between issues that call for a light, targeted intervention and those that are systemic enough to warrant a full programme.
That diagnostic step is where many enablement efforts either gain leverage or quietly lose it.
Fourth, the guide is intentionally nuanced.
It repeatedly calls out common traps: overgeneralising from one context to another, copying practices without adapting them to maturity and constraints, or treating frameworks as universal answers.
Instead of presenting rigid rules, it explains the assumptions behind each choice and where those assumptions tend to break.
The result is guidance that expects judgment, not blind compliance.
Finally, everything in the guide is anchored in business reality.
The design principles run consistently in one direction:
- working backwards from business outcomes,
- defining and inspecting real outputs,
- diagnosing performance gaps before selecting levers,
- designing reinforcement as part of the system,
- and proving value through evidence and narrative rather than post-hoc ROI claims.
This is what keeps the guide grounded.
I’d like to warn you that if you’re looking for a quick checklist or a single silver bullet, this guide will feel very demanding.
If, instead, you are interested in building high-impact programmes that give justice to the value that exceptional enablement can offer, you’ll love it, and will represent something you’ll come back to again and again.
👉 Explore the full guide here!
⚙️ Practical Tool
Once you’ve designed and run enablement programmes with this level of rigour espoused in the previous section, the next challenge is explaining what actually changed and what the organisation should do next.
This is where the impact narrative comes in.
It’s a simple, structured way to translate programme execution into executive-level decisions, without forcing ROI claims or hiding uncertainty.
The template shown here lays out the full narrative.
It starts with the baseline: what execution looked like before the programme.
It then shows what enablement deliberately changed, and what shifted in execution as a result: behaviours, output quality, and observable patterns in real work.
Only after that does it look at outcomes, being explicit about what moved, what didn’t, and how interpretable those signals are given timing, pipeline maturity, or seasonality.
Two sections are especially important.
One is limits and other factors, where you name what you can’t fully isolate and where adoption was uneven. This is what keeps the story credible.
The other is decision and next-cycle action. The narrative doesn’t end with reporting. It ends with a recommendation: scale, extend, adjust, or stop – and what needs to be locked into business-as-usual.
Used alongside the programme guide, this tool helps you turn execution evidence into clear, defensible next steps – and show enablement value without relying on vanity metrics or forced ROI stories.
👉 Use the impact narrative template with your programme work to support better executive decisions after launch.
These are my 4 article picks for this issue from The Enablement Edge Blog:
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