Category Archives: Change Management
Leading Your Sales Organization through a Change Management Program
The most difficult part of change management isn’t coming up with new great ideas — it’s getting people to change their behaviors. How can sales leaders manage the people side of change to achieve the required business outcomes?
Businesses change and evolve, the pace and frequency of which vary depending upon the scale and scope of the change. As the leader of the sales organization, it’s your job to ensure that your sales teams and sales reps follow suit and comply with the new way of doing things. Otherwise, it’ll be your job.
Most changes that impact the sales organization involve modifications to processes (e.g., the sales process), documents (e.g., order entry forms), and roles and responsibilities (who does what during the post-sale implementation). As sales leader, it’s your responsibility to identify the best practices to be implemented. Change management programs help you get your people to engage and sustain effort in actually making those best practices part of their regular routine.
Sales people are paid to go out and sell, which should be their primary focus. You need to minimize distractions and make sure that they have the necessary tools, resources, incentives, and support to succeed. However, sales reps also need to realize that they work for a company, not for themselves, and that the company has specific goals, objectives, processes, and preferred ways of doing things. It might not always » Continue Reading.
Step Right Up: How L&D Professionals Can Help Sales Managers Sustain Change Post Training
Learning and Development must help sales managers to guide their sales reps after the training in order to sustain the changes introduced. Some sales managers may not be used to coaching and may need guidance themselves. Consider the following:
After Sales Training: Question, Observe, and Reinforce
In the first two posts of this series, I talked about what sales managers should do before training programs to support strategic change and during those programs to ensure that sales reps derive the greatest benefit. Where should sales managers focus once the training is over and sales reps are back to work?
How to Prevent Your Front Line Sales Managers from Inadvertently Sabotaging a Sales Training Event
Sales training programs to support strategic change initiatives should be approached with the weight and attention they deserve. If this sales training is essential to getting your reps on board and in line with the new way of doing things, then do all you can to ensure its success.
The first post in this series discussed what sales managers should do before a sales training program for their sales reps takes place. If there’s one theme for the pre-training activities, that would be communication. Sales managers need to convey to their reps why the training is important and how it will impact their jobs and remind them of what needs to be done in advance of the training in order to make the most of the time spent.
Most strategic change initiatives within the sales organization involve some level of training for sales reps. The training could involve learning new processes, skills, or tools that will impact sales productivity. But, how well training is deployed and sustained can spell success or failure for your initiative.
We are what we repeatedly do. Excellence, then, is not an act, but a habit. – Aristotle
We have been doing a lot of research on how adults break bad habits and change behavior for the better. There’s a lot to be learned from organizations that have stood the test of time, such as Weight Watchers and Alcoholics Anonymous, to see how their approach can inform our work with our clients. In my quest for knowledge, I came across a very interesting article written by Leo Babauta on his Zenhabits www.zenhabits.net blog. Leo has written several books www.zenhabits.net/books/ that really hit home in this crazy age in which we live.
4 Ways Sales Leaders can Better Leverage L&D Teams to Execute Strategic Initiatives
Working in harmony will almost always yield better results than constantly working at odds. Everyone can agree that Sales and Marketing are at their best when they work together, hand-in-glove style. Leaders of both business units are on the same page, working toward the same goals and on the same timeline. Conversely, when the relationship is contentious, there’s a lack of faith and respect toward each other, which is bound to yield subpar results that not only do each unit a disservice but the organization as well.
Richardson Clients Win Gold and Silver in Brandon Hall Excellence Awards – Consultative selling skills and systematic approach to sales coaching and change leadership proven to help companies execute sales strategy and drive business outcomes
Richardson clients took top honors in the 2012 Brandon Hall annual Excellence in Awards for Learning, Talent Management, and Sales and Marketing. The awards included:
Gold, Best Model of a Growth Focused Organization — Cox Media Gold, Best Program for Sales Training and Performance — Experian Silver, Best Sales Leadership Development Program — Cummins