Effective Sales Change Management
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This is a simplified presentation about the mechanics of change management applied to a sales environment - a blend of metrics, rapport building, and mentoring in order to satisfy the goals of all parties.
Transcript of Effective Sales Change Management
Sales Change Management
“Sales Performance Management is Sales Change Management”
Sales Change Management
Changes to a Sales Professional's 'world'
Internal Corporate Strategy Team Restructuring
Client Corporate Strategy Client Buying Authorisations
Economy Technology Shifts
Attitude & Behaviour
Sales Change Management
“As a Sales Leader, you monitor and manage performance
As a performance manager, you are effecting a change on the sales professional”
Sales Change Management
The Sales Change Manager...
Has a clear vision Has clarity in their communication
Understands team dynamics Knows where to change Mentors
Aligns personal and corporate expectations Uses metrics
Conducts Training Needs analysis and then manages people training
Sales Change Management
The Process of Sales Change Management
Sales Change Management
Step One: Build The Case for Change
Gather the date from Customer Relationship Management systems, Sales Force Automation tools, diary management systems, pipeline management tools, etc.
Check their REME focus – Revenue Generation; being Efficient & Effective; Margin Generation; Evolutionary capability
Sales Change Management
Step Two: Make the Intervention
Informally notify the Sales Professional of your intentions, making sure that you have consulted with your HR Business Partner in order to follow the correct process
Work with your HR Business Partner in the formal meeting to validate your observations on Communication Types, Mentality Type and Receptive Types
Sales Change Management
Step Three: Get them to see the Need For Change
Show the sales professional data gathered from the CRM, SFA, Diary Management systems and pipeline management tools – demonstrating trends and future
Rapport built by aligning with their Communication, Mentality and Receptive Types will lead the sales professional to ask YOU to effect the change with them
Sales Change Management
Step Four: Build the Change Team
In the Intervention Meeting, and in consultation with the HR Business Partner as well as the Sales Professional, agree who will be involved in the Change
Once the members of the Change Team are identified (sales professional, sales leader, HR Business Partner, colleagues in senior management team), allocate tasks
Sales Change Management
Step Five: Determine the route for Improvement
In the Intervention Meeting, apply coaching models such as TGROW to help agree with the sales professional as to what the overarching target (vision) and metrics are
Determine the Topic, the supporting Goals, the Options available, understanding of current Reality, and a Willingness to change – with a clear Action Plan at the end
Sales Change Management
Step Six: Communicate the vision
Feed back the vision from the Intervention Meeting to other members of the Change Team – confirming that the route to improvement is aligned to corporate expectations
Once the route to improvement is agreed, build an effective communications plan that supports the sales professional in the exercise and removes obstacles to success
Sales Change Management
Step Seven: Remove obstacles to Change
During the course of the intervention meeting, the sales leader will have identified the INTERNAL motivators for the sales professional – breaking down internal obstacles
It is incumbent upon the sales leader to identify EXTERNAL obstacles too – processes, structure, reward systems and colleagues conspiring to defeat the change
Sales Change Management
Step Eight: Create short-term wins
Make sure that, in the route to intervention, there are short-term, defined 'wins' that can be recognised by the Change Team
The key aim is to intervene and turn around sales performance, but a quick win for all parties may be the departure of the sales professional from the business
Sales Change Management
Step Nine: Build on the Change
Quick Wins can be 'lessons learned' to pass on to colleagues – each success provides an opportunity to improve on current approaches and systems.
After each win, analyse what went right and what needs improving – set goals that build on the momentum of what the sales professional is achieving
Sales Change Management
Step Ten: Anchor the Changes
Review the intervention by working with all members of the Change Team to identify what is now being done differently and what can be implemented as standard.
Economies, markets, competitors, colleagues, technology and legislation will always affect the success of your sales professional – be prepared for more change!
