The creation of our Cadence Committee was a direct result of our Cadence Library Cleanup Initiative. As we worked to streamline and optimize our existing cadences, it became clear that a more structured, data-driven approach was necessary to maintain ongoing improvements and ensure that our internal teams were leveraging the best possible strategies.

It all started when the leadership team realized we needed a more focused, data-driven approach to improve prospecting efforts across our enterprise sales teams. The solution was clear: create a dedicated committee to spearhead these efforts. But as soon as the decision was made, the real work began—deciding who should be part of this committee and, most importantly, defining its purpose. 

Here’s how we did it:

Selecting the Right Team

We knew from the start that assembling the right mix of people would be critical. To get a broad perspective, we began by inviting the sales leader from each regional group and asked them to nominate 1-2 of their top performers to join. This allowed us to get input from different sales territories and teams. 

Additionally, because our XDRs (Sales Development Representatives) work so closely with our Account Executives (AEs), we brought in our VP of Sales & Business Development to ensure there was strong alignment between the two. To round out the team, we included our Senior Enablement Manager for the ENT team, along with representatives from our marketing and operations teams.

The group quickly grew to 11 members—a diverse and dynamic mix of roles that guaranteed every angle of the sales process would be represented.

Crafting a Purpose and Setting the Stage

With the team in place, the next step was to give the committee a clear purpose. We asked the leaders within the group to collaborate on a mission statement. This wasn't just a formality—it was the north star that would guide all of our future discussions and decisions. The mission was straightforward but impactful: improve our Prospecting Generation (PG) Days to drive better engagement and results.

Once the mission was solidified, we moved swiftly to align on our key initiatives and schedule the kickoff meeting. An email was sent to officially welcome each participant, laying out the agenda and objectives for the first session. We also set up a dedicated Slack channel to serve as the main hub for discussions, questions, and feedback, ensuring communication would be seamless and accessible from day one.

The Kickoff Meeting: Setting the Foundation

The kickoff meeting was deliberately kept short and to the point—just 30 minutes. But every minute was packed with purpose:

• Mission Statement – We started by reviewing the committee’s mission, ensuring everyone understood why they were there and what we aimed to accomplish.
• Cadence Insights – The team dove into the data, discussing current cadences and identifying key areas for improvement.
• Cadences to Review – Together, we determined which cadences needed immediate attention and feedback.
• Next Steps – The meeting concluded with clear action items and expectations for the next session.

The first meeting laid the groundwork for everything to come. By establishing the why behind the committee, setting expectations, and clarifying the cadence review process, we ensured that every member knew their role and the value they brought to the table.

Building Momentum: Recurring Meetings and Continuous Communication

Following the initial meeting, the committee committed to meeting bi-weekly for 60 minutes. This regular cadence helped us maintain momentum, allowing us to continuously monitor progress, discuss updates, and refine our approach.

To keep everyone in the loop, we sent a follow-up message in our Slack channel, which included the meeting notes and a link to a playlist where recordings of every meeting would be stored. This way, even if someone couldn’t attend a session, they could catch up easily and stay aligned with the group.

From Concept to Execution in Two Weeks

Within just two weeks, the ENT US Cadence Committee was fully up and running. However, for teams starting from scratch, we recommend allowing around 30 days to organize, define clear goals, and get everything in place before the kickoff meeting. This additional time helps ensure that everyone is prepared and the committee has a solid foundation.

In the end, creating the ENT US Cadence Committee wasn’t just about forming another group—it was about fostering collaboration, sharpening our focus, and setting the stage for lasting improvements in how we approach prospecting. And with the right people, a clear purpose, and structured communication, the committee quickly became a critical driver of success at Salesloft.

Best Practice Tip: All in all, this committee was up and running in 2 weeks, but if you’re starting from scratch I would give the team 30 days from the time you make a decision to move forward with a committee to Kickoff.