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

Episode · 6 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.

And Hello. I'm Rachel Clap Millerand I'm the director of digital engagement at force management, a growth play company. Thank you for downloading the second in our series with our very own saleskermudgeon. Hey Rachel, always a pleasure to speak. I believe last timewe talked it was about a couple concepts, stabbing the wounded in the miracle cloud. Today, I think what we ought to talk about is another majorreason why folks out there were probably going to fail with their sales initiatives,and that being they really don't understand all about the grieving process. It's aninteresting term, I know, for a lot of people listening, because wedon't typically think sales when we think of the grieving process, although sometimes theend of our quarter we might be going through a bit of a grieving process. The idea of the grieving process applies to a lot of things, death, the end of your marriage. So talk a little bit about how itapplies to a sales initshift. Yeah, well, maybe on another podcast wecan talk about into marriage, but on...

...this one what I'd like to hitis, you know, how does the grieving process that you know apply tosales initiatives and I think what happens is it really it's a naive assumption thatan initiative is about implementing a new process, you know, new tools or newsystems, and what I think it really is it's about managing a teamthrough, you know, the loss, the loss of the familiar. Andwhat I take it back to is, you know, for a while there, you know, before I got into you know what I'm doing now,I spend a lot of time implementing it projects. Actually a miserable way tomake a living. It's kind of the sum of all fears and the hardestthing I ever did. So I got out of it and did something easier, which is this. But really, you know it. What I foundwas is that when I started implementing it projects, I thought it was allabout the technology and that's how I approached it, and that didn't work toowell. And then I thought it was about redesigning the processes and then implementingthe technology, and that works slightly better.

But what I really found was isthat an IT project, you know, much like a sales initiative, isall about managing change, you know, and that's an overused term, changemanagement, change readiness, all that kind of stuff. But it's actuallykind of true, and it's really all about getting people to change the waythey do things and how they get things done. And so the role ofa leader is to take people through that, that grieving process, and to bea forcing function to help them break through to the other side. Because, as you said, people don't like change. It's they have a fearof change. It's sort of that concept of the devil that she knows betterthan than the one you don't. Yeah, the fuss tends to center all aroundthe loss of the familiar, you know, even if the familiar socksyou know, people fear the unknown and that's why they cling to bad jobs, bad relationships, you know, bad sales process whatever. And what youfind is, you know, people will...

...complain all day about their crm andeverything that's wrong about it until you try to change it. Then all ofa sudden, magically, they have this fond memory of how great it was, and it's kind of like taking a threadbare blankie from a toddler in somerespects. And so it really comes down to an equation of, you know, the pain of staying the same needs to be greater than the pain ofchange. I got to tell you I didn't invent the rules. I justkind of understand the way that they work right. Well, you've been thereand you've done that, but this idea of the pain of staying the sameneeds to be greater than the pain of change is actually a researched concept.To explain that a little bit. Yeah, and so it in again. Ialways take it back to the grieving process and you know, for forlisteners out there that probably slept through ps one one, just real quickly,the five stages of the of the grieving...

...process being den now, anger,bargaining, depression and acceptance. It's kind of what you go through when whenyou're going from one sales methodology to another, and the sales ego, of course, is most especially tuned to step three and four of bargaining and depression. But that's another matter. So so how does the leader maneuver through thethrough the grieving process? Well, the first thing is is to understand thatit's going on and, you know, then manage through it, and thattakes on different forms. It's all situational leadership really, and sometimes that involvesa pad on the back and you know, sometimes it's a kick somewhere else,but often it's somewhere in between and good leaders know that. And justalso getting away from the naive assumption that a few late night emails and someyou know, killer great sk opening speech isn't going to do it. Imean that's not going to change behaviors. It's not disruptive enough. And alot of times we get in, call...

...it in and ask to implement somethingbecause, you know, some client, some sales leader, wants to havea disruptive influence on the market. But what we find is is that it'svery difficult to have a disruptive influence in the market if you yourself are notwilling to be disrupted and to have your sales team be disruptive. And wheneveryou're disrupted, you know that's the grieving process. People are grieving the lossof the familiar. So the best way to do it, obviously, isnot to try to do it on your own, but to enlist the helpof your first line managers and your chain of command, because obviously if youwent over the hearts and minds of the managers, then you went over thehearts and minds of the troops. Right there's this power in numbers and we'veseen it a lot in the work that we've done that when it comes tochange, you're always going to have some early adopters, you're going to havethat center of mass, and then you're going to have the laggerts. Ohyeah, I mean all the time. So the the answers obvious is youknow, your reward your early adopters and...

...you ask for their help in movingthe center a mass forward. You share successes because that will give the centera mass the confidence and conviction to change. And then the laggers, you know, quit trying to save them. What you need to do is basicallylose them. And you know, sorry, but that's kind of the way itis, because they're they're I'm sure they're bogging you down anyway and thisis actually a convenient excuse to get rid of them and Morel wouldn't prove andtrust me, that's kind of the only way to go. Real talk fromthe sales carmudgeon. will end it there. If you like his approach, besure to download part one of the series. We also have the salescarmudgeon ebook that you can find on our blog. Thanks for joining us forthis edition of the sales carmudgeon. Be sure to connect with us on Linkedinand twitter and subscribe to our podcast on Itunes. And, by the way, I'm available for sales kickoffs for weddings and Bar mitzs. Love the fuck. Thank you.

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