Category Archives: Change Management
Creating the Skill and the Will to Unlock Sales Manager Coaching Power
Sales managers are the force multipliers of productivity and key players for supporting change in your frontline sales force. Research from the Corporate Executive Board indicates that when training is complemented by in-field coaching and reinforcement, productivity is quadrupled from 22% to 88%. However, many sales managers are promoted based on their ability to sell, and the characteristics that contribute to a sales manager’s success as an individual contributor run counter to their role as a developer of others. Some sales managers lack coaching know-how and skill, while others don’t make time to coach.
What Makes Up Effective Sales Team Training
Adapted from an interview with Dario Priolo, Chief Strategy Officer for Richardson and Michael Rochelle, Chief Strategy Officer for Brandon Hall Group Part one our series on applying key practices in learning and development to effective sales training
Listing ingredients implies that they are part of a recipe, which of course can be literal or figurative. Without wasting time on prologues and previews, we know you’re hungry to learn about the 7 essential ingredients in effective sales training programs. The ingredients can be easily categorized by pre-training, the training itself, and post-training.
Pre Sales Team Training
1. Align sales training methods with your business strategy, goals, and needs.
What is your strategy and how does the sales training help to support the organization’s strategic objectives? At the end of the day, what is the behavior that you are hoping to drive? How do you want your sales reps to change the way they do things? What do you want them to actually do in order to achieve the desired outcome?
If you can’t easily answer these questions or connect your sales training to the needs and priorities of the company, then you should modify it or scratch it altogether. Don’t waste precious time, effort, and energy on tangential diversions. Instead, be able to connect the dots for the trainees as well as senior management to » Continue Reading.
Video Interview with SellingPower: Managing Change in a Sales Organization
Today’s BLOG, Managing Change in a Sales Organization, appears Courtesy of SellingPower Magazine.
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We most certainly live in an age of accelerated change. In this interview, Former Richardson President and CEO of Richardson David DiStefano shares with you Richardson’s view on change management. Change is often tied to chaos and uncertainty, which makes implementing change difficult. Richardson responds with a change model outlined by A.D.K.A.R. – Awareness, Desire, Knowledge, Ability, and Reinforcement. These components help to build a process and a platform for leading a successful change initiative. As stated by DiStefano, when a company is in sync with change, the outcome is a smooth, continuous course toward achieving greater operational effectiveness.
Managing Sales Force Change – Factors You Need to Consider for Successful Execution
It’s hard to believe but the end of the first half of the year is only a few weeks away. As you reflect back on where you are today versus where you need to be, you might be considering some minor adjustments or major changes to your sales organization. If so, you need to determine if you are prepared for change. To provide you with some additional insight on sales force change, Richardson recently underwrote a benchmarking study, Managing Sales Force Change, by The Sales Management Association to determine:
5 Best Practices for Driving Strategic Initiatives and Change Through Your Sales Force (Video Blog)
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According to the Economist Intelligence Unit, companies typically deliver only 63 percent of their strategy’s financial performance potential. There is no shortage of great ideas sales leaders can use to annihilate their competition and blow past their targets. But if it were that easy, the average tenure of a sales leader would surely be more than 18 to 24 months. Please join David DiStefano, CEO of Richardson and Dario Priolo, Chief Strategy Officer of Richardson for this interactive video presentation from SellingPower’s Sales 2.0 conference. David and Dario share with you five high-value best practices that will help you drive the change necessary to execute your strategic initiative more effectively.
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.
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.
Plan, Process, and Players: How to Get All of Your Ducks in a Row for a Successful Sales Transformation Initiative
We work with many clients on both incremental and long-term, large-scale sales transformation initiatives. Here is an example of how we helped one client to align sales training, change management, and project management disciplines to transform their entire sales function.