Category Archives: Change Management
When Business Processes Change, Minimize the Impact on Sales
Businesses are complex and require constant attention to remain competitive, profitable, and productive. That quest often leads to change, which can be targeted to specific parts of an organization or be company-wide.
Any change will likely be disruptive, but that’s to be expected and hopefully minimized. The greater concern comes when companies introduce changes to one part of the business without fully exploring the impact on other areas, including sales.
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.
Sustaining Change Management: A Deeper Dive into ADKAR Training
When we help a client invest in sales training, we know that they’re not merely interested in producing a successful event for their employees. They want the training to drive a greater change within the team, function, or organization. The training itself is merely the tip of the iceberg — the greater challenge is to influence a lasting change beyond the sales training.
Thriving After a Change in Executive or Sales Leadership
Change is good, right? That usually remains to be seen later down the road after time and thoughtful consideration. When there’s a change in executive or sales leadership in your organization, what will the impact be on you and your team?
Customer buying behavior is changing. As a result, you must assess the ability of your sales team to adapt, serve, and exceed these evolving expectations.
Trends in Customer Buying Behavior
Informed Consumers Are Empowered Buyers
Technology and consumers’ willingness to share information and opinions has dramatically influenced buyer behavior in recent years. However, the nature and pace continues to evolve. Consider the following examples:
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.