The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode · 5 years ago

Sales Curmudgeon Podcast - Manage the Grieving Process

ABOUT THIS EPISODE

In Part 2 of the Sales Curmudgeon series, we break down key steps for managing change in your sales organization.

Hello, I'm Rachel Clapmiller and in thedirector of digital engagement at force management, a growthplay company. Thankyou for downloading this. Second, in our series, with our very own sales,cermucon, Hey Rachel, always a pleasure to speak.I believe. Last time we talked it was about a couple concepts stabbing thewounded in the miracle cloud today. I think what we ought to talk about isanother major reason why, folks out there are probably going to fail withtheir sales initiatives and that being they really don't understand all aboutthe grieving process. It's an interesting term. I know for alot of people listening, because we don't typically think sales when wethink of the graving process, although sometimes the end of our quarter, wemight be going through a bit of a grieving process. The idea of thegrieving process applies to a lot of things: death, the end of your marriage,so talk a little bit about how it applies to assales an a shift yeah.Well, maybe on another podcast. We can...

...talk about in to marriage, but on thisone, what I'd like to hit is you know? How does the grieving process th, youknow, apply to sales inititives, and I think what happens? Is it really? It'sa naive assumption that an initiative is about implementing a new process.You know new tools or new systems and what I think it really is. It's aboutmanaging a team through you know the loss, the loss of the familiar and whatI take it back to is you know for a while there you know before I got intoyou know what I'm doing now. I spend a lot of time implementing it projects actually a miserable way to make aliving. It's kind of the sum of all fears and the hardest thing I ever didso I got out of it and did something easier, which is this, but really youknow it. What I found was is that when I started implementing it projects, Ithought it was all about the technology and that's how I approached it and hitdidn't work too well, and then I thought it was about redesigningprocesses and then implementing the...

...technology and that works slightlybetter. But what I really found was is that an IT project you now much like asales initiative is all about managing change. You know and that's an overuseterm change management and Change Readiness, a d all that kind of stuff,but it's actually kind of true, and it's really all about getting people tochange the way they do things and how they get things done, and so the roleof the leader is to take people through that that grieving process and to be aforcing function to help hem break through to the other side. Because, as you said, people don't likechange it's, they have a fear of change. It's sort of that concept of the devil that you knowis better n than the one you don't yeah. The fust tends to center all around theloss of the familiar. You know, even if the familiar sucks you know, peoplefear the unknown and that's why they cling to bad jobs, bad relationships.You know bad sales process whatever and...

...what you find is you know people willcomplain all day about their crm and everything that's wrong about it untilyou you try to change it, then, all of a sudden magically they have this funmemory of how great it was n, it's kind of like taking a threadbare Blanki froma toddler in some respects, and so it really comes down to an equation of youknow the pain of staying the same needs to be greater than the pain of change.I got to tell you, I didn't invent the rules. I just kind of understand theway that they work right well, well, you've been there and you've done that,but this idea of the pain of staying the same nees to begreater than the pain of change is actually a researched conceptto explain that a little bit yeah and so and again, I always take it back tothe grieving process, and you know for for our listeners out there thatprobably slept through Psike Hunde on one just real quickly, tha the fivestages of that of the grieving process...

...being denow. Anger Bargaining,depression and acceptance, it's kind of what you go through when, when you'regoing from one sales mythodology to another- and the sales ego of course,is most especially tuned to steps three and four of bargaining and depression, butthat's another matter. So so how does the leader maneuver through the throughthe grieving process? Well, the first thing is is to understand that it'sgoing on and y? U Now then manage through it and that takes oindifferentforms. It's all situational leadership really, and sometimes that involves apat on the back and you know sometimes it's a kick somewhere else, but oftenit's somewhere in between and good leaders, know that and just alsogetting away from the naive assumption that a few late night emails and someyou know killer Great Ska. Opening speech isn't going to do it. I meanthat's not going to change behaviors, it's not disruptive enough and a lot oftimes we get in call it in and ask to...

...implement something, because you knowsome client. Some sales leader wants to have a disruptive influence in themarket. But what we find is is that it's very difficult to have adisruptive influence in the market if you yourself are not willing to bedisrupted and to have your sales team be disruptive and whenever you'redisrupted yea that's the grieving process. Peopleare grieving, the loss tof the familiar so the best way to do it obviously isnot to dry to do it on your own, but to enlist the help of your first linemanagers and your chain of command, because, obviously, if you wint overthe hearts and minds of the managers, then you win over the hearts and mindsof the troops right. There's this power in numbers and we've seen it a lot inthe work that we've done, that when it comes to change you're, always going tohave some early adoptors you're going to have that center of mass and thenyou're going to have the LAGGARS. Oh yeah, I mean all the time so h, the theansweris obvious is you know you reward...

...your earlydoptors and you ask for theirhelp in moving the center of mass forward. You share successes becausethat will give the center a mass, the confidence and conviction to change,and then the ligerds you know quick trying to save them. What you need todo is basically lose them, and you know sorry, but that's kind of the way. Itis because thethey're, I'm sure, they're bogging you down anyway, andthis is actually a conveient excuse to get rid of them and Morale Wun, proveand trust me. That's kind of the only way to go real talk from the salescomrege an well end it there. If you like his approach, be sure to downloadpart one of the series. We also have the Sales Karmagn e book that you canfind on our block, thanks for joining us, for this adition of the SalesKarmugan be sure to connect with us, unlinkedin and twitter and subscribe toor podcast on its and by the way, I'm available for sales kickoffs for weddings and Bor.Mitzvis love the fluck. Thank you.

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