Viewing Posts for: Harry Dunklin
Leaders Leading Change: How to Hold Each Other Accountable to Follow Through
“To be accountable means that we are willing to be responsible to another person for our behavior and it implies a level of submission to another’s opinions and viewpoints.” — Wayde Goodall
As a reminder, here is what we have covered so far and what we’ll cover here in our series on Five Essential Elements of an Effective Change Leadership Program:
Leading Change: How to Get Your Leaders Singing from the Same Song Sheet
A few years ago, a sales leader who we worked with on a sales transformation initiative confided in me. He pulled me aside and in a moment of truth admitted that he didn’t know what he should be doing on a day-to-day basis to drive the adoption of this big investment he had just made in his people.
Here is a summary of four basic rules to follow in leading a successful change:
You can’t delegate or relinquish total ownership of the change. Don’t announce the change and then disappear to let your lieutenants run the show. If your employees sense a lack of interest or passion on your part, they’ll follow accordingly. Stay in touch, communicate frequent progress updates, praise wins, and establish a feedback loop to know that the change initiative is working and not suffering from “whisper down the lane.” You can’t do it alone. You need to enlist others in championing the change and the benefits to be gained from it. Trickle ownership down throughout each layer of leadership. Hold leaders and sales managers accountable and responsible for carrying out the change.
In an earlier post, I introduced the topic of change leadership and how it differs from normal, everyday leadership. Let’s take a deeper dive into creating the vision.
All too often, even in companies where the vision is fairly well articulated, it doesn’t always hold tight in a roomful of leaders when we start to examine the components of the vision. If they don’t buy it or don’t think it’s necessary or possible to achieve, then you might as well stop what you’re doing. It must pass the sniff test as well as withstand the almighty WIIFM (What’s in it for me?).
A Guide to Leadership and Change (Part 1 of 3)
There’s leading through normal times, and then there’s leading your organization through a change. You might be tempted to say that there’s no difference between change leadership and everyday leadership, but that would be naïve. Change leadership has its own demands and requires a different mindset and an extra set of capabilities in order to lead your organization to a new place.
Establishing a Sensible Sales Process: Low-hanging Sales Improvement Fruit
How often does your organization talk about wanting to increase sales? Surely during annual planning and budgeting exercises, but I’d also guess during quarterly, monthly, and even more frequent reviews of sales and performance figures. Some issues may have obvious fixes, but you’ve also likely pursued various strategies to move the needle across your sales organization.
Getting the Message Right: The First Step in an Effective Change Management Process
Step 1: Refine the message
The first step in an effective change management process is for leadership to get the message right. And the way to do that is to try to connect what each person’s role in the change is, back up to the highest-level organization vision.
Many leaders have a tendency to speak in lofty terms and insider jargon while extolling their “big picture” vision — no matter who their audience is. True, they need to get their pitch down pat and reinforce their conviction through repeated telling of their story. But leaders should also realize that each audience is different, which includes having a unique perspective about what they’re hearing and its impact on them.