If you could give truth serum to your sales team, what do you think would be their #1 complaint about their roles? As a leader, what can you do to empower them to make a change?

Too much admin, not enough leads, integration taking too long etc

They have to give me exaples, show me where they have done what they should do, and teh other "team" have not. Alternatively I have to show them why something is required so they can see how not having it done can impact how we manage the business, and ultimately impact on them

The ton of internal processes and tools we have to work thru. As well as the cycles it takes to pull a deal together, a technical solution together and have it priced out the door.

It would be definatly a couple of things with the same priority. Too much work, highest responsibility and to much administration. Many of the salesforce FTE think that without their presence the company would not be successful, which is true more or less, but that is the same story for all departments within one organisation -  only sales claims that for them in a louder way... Workload and admin work is a normal issue for sales stuff. 
When the "star" thinking is growing I would recommend to make co-travels and co-works, that the sales can show colleagues what they do the entire day and even more important the other way around, because the stress level in house is (could be) usually higher. That grants a better point of view, acceptance and respect. 

For us there is so much opportunity, we just need more hours in the day. To get that we need to invest more in technology/training that will make us more efficient; have the right support; prioritize how we use our time; appropriately reward results.

Not the case in my current role, but this is really common when I'm brought into an organization as a consultant: "Too many unproductive operational meetings that interfere with productive prospect and client activities.". Sales teams are, in many cases, burdened with unrealistic sales goals, then they're pulled out of sales funnel activities to report on funnel progress. I've talked to many organizations who conduct daily sales team meetings to get an update on funnel progress. In addition, sales leadership often conducts one-on-one meetings to discuss individual performance. This type of micro-management will force your best sales reps to take their talent elsewhere. It fosters a culture of distrust, and it's fundamentally counterintuitive to core sales objectives. If you don't think your team can do the job, train them, don't grind them into submission. Most of the information you're looking for should be in your CRM. If it's not, teach your team what to enter, change your CRM measurements, or find a better CRM.