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

Episode · 6 years ago

Sales Executives: Driving Sales Transformation

ABOUT THIS EPISODE

Senior Partner, Dan Dawson, focuses on driving success with your sales initiative.

Hello thanks for joining us for thispodcast, I'm Rachel Clappmiller and I'm the director of digital engagement atforce management. I'm join today of our senior partner Dan Dawson Hi Rachel.Today's podcast is focused on driving success with your sales initiative.That's why we have Dan joining us today, Dan. I know this is a topic that you'rereally passionate about. Well, I am it's it's a it's D, critical topic. Actually,in my mind, we do a lot of things to help our customers, people think abouttraining. They think about consulting it's really about change management andsuccessfully modifying the behaviors of the organization in such a way thatthere's results, there's so much investment and effort upfront whenyou're undergoing a sales initiative, but that heavy lifting can really comeon the back end and content around the sales initiative can make life easier. Yeah. We talk about content and makingit consumable and really what we mean...

...is that we want the salespeople and thesaile the whole of the sales organization, and when I say salesorganization I mean all those who are customer engagement, oriented they're,interacting with the buyers and the users and the rebuyers, if you will inthe marketplace, and so when that happens, it's critical thatthey are able to execute quickly, but also to become experts at it. Andthat's really. What success in an initiative like this is aboutconsumable content with the sales initiative drives. This idea of quickwinds, which can be helpful in a number of ways not only on an individual level,is a quick win important, but I think it's important for an organization tohave to recognize the individual winds that are happening and make thoseavailable to others so that they see what good looks like and see thatsuccess is actually occurring, because it's a dramatic difference between theway people have done things in the past on an individual basis. But when thatstarts happening, organizationally.

That is money. That is a hugetransformation sort of this. If heor she can do it, I can do it too. That'sright and those high wrongs of management when you're talking about asale initiative are really credical to success, because you can't delegateleader Shet. I talk about it every time with customers and that's what's theenvironment that they're setting up as leaders in the organization, and thatgoes for certainly for sales leadership, but its leadership across theorganization peer level. With the sales leadership, I mean marketing the theoperations of the company, the products and support the sea level organization,whas, the President of the company doing to help set up the environmentfor this kind of a transformation and those questions and getting those leadership traits outline can be soimportant. And it's easy to say: You need to be a role model for change andthere may be some executives out there who are listening to the PODCAST, whothink they're doing everything that is...

...necessary to lead from the front butmight be falling short in some areas. What evidence do you look for that?ENECT executive is truly being that role model for change, or rather whatcheckpoints can an executive make on him or herself to make sure thatthey're doing what is necessary? Yeah, that's a really good question, and, and one of the things that that is one ofthe first indicators to me is that executives are asking that question ofthemselves and so that, in my view, executives had the opportunity to setup the environment in such a way where they can basically control the outcomes,but it has a great deal to do with what are they doing? How do they speak anduse the language of a command of the message or whatever? The initiative isthat we have in place that they're that they're using how do they communicatewith their peers and there and the people in their organization, as youmove down...

...the chain of control the chain ofmanagement down to the individual contributors? What are those indicatorsto them? What are the habits that they leadership? Has that actually have atransformative effect down the rest of the organization simply by changing alittle bit about what they do, and that could be simply asking the questionhow's it going with command of the message. Give me some examples right,and that gets to the point that we were talking about earlier, of communicatingsuccess to your team. How important is the frequency of being that role model of change? So, ifyou building an alignment, how important is the frequency of checking,in wit, with the people that are implementing the initiative? Well, it's permanent! It's and it's a regularthing. It's not something that you do on a quarterly basis. It's somethingthat you do slightly every day so that, without even speaking the words askinga question. The organization recognizes...

...that something has changed and thatit's really not an option to go back to the way we ber before, because we'redifferent now and taking ownership of that of that change is just reallycritical. That's what we're talking about absolutely right! In other words,if you're going to embark on a transformational effort, you have totransform eventually you have to do that and there's a lot of work thatgoes on in the process and we fancy ourselves in one respect. There'sreally three main phases to this. One is the right understanding andappreciation of what to do: That's sort of a discovery and consulting phase anddevelopment of the content. There's this training phase and then there'sthis adoption phase. The critical element is the adoption face. You gotto get the other stuff right to be able to get there, but it's. How do I behavedifferently as an individual as a leader, and how do I expect theorganizations to do the same right and when you're talking about leading, ifyou're in the higher wrungs of management? If you look at how yourstructure, your team is structured,...

...those frontline managers are Creticaland enabling them is is critically important to the successive yeurinitiative. They really need those tools to inspect and reinforce anddrive that adoption ha that you're talking about that's, I that's exactly right. The theI think the main inspection points is, first of all, we need to give them theright mindset to how to be a good coach, a good inspector, not so that we're ensuring just compliance, but that wereensuring awareness and understanding and mastery of the capabilities that weneed our people to have, and so we want them to have the tools to do that, andthe mindset and the right process. We call that an operating rhythm and formanagers they have to understand what are the critical few things that I needto be keeping in mind, and you want to make sure that thosemanagers are gathering and documenting success stories to your team. We talkedabout it earlier, but those frontline managers are on the front lines of thesuccess of initiative. They can help...

...communicate these successes. Thecollection of those things are really twofold. One is successes and when Isay successis doesn't mean we want to deal necessarily. Yes, those are greatand we want a big one. It was bigger than it was before, but how are wemaking incremental progress? Maybe we're getting access back into acustomer that was that company that was wanted to be a customer. We thought wasgoing to be a customer and wasn't we lost them and we go back in we've heardrepeated stories of that and or we've made progress and gotten two certainlevels in the organization, because we're behaving differently, and now wehave more access because they're giving us that access they see new value inthe way we're behaving and they're. Giving US hat. That's a success in mybork. That's not the ultimate success that we want to have, but it'scertainly a step along the way and early on that's a critical aspect right.The small betch benchmarks of success drive. Those large deals that you'retalking about. That's how you get that! That's absolutely right! I mean there's,there's it takes in any sizable sorts...

...of deals, even in transactionalbusiness, there's a number of interactions that take place. Sometimespeople get the impression that that T at a conversation about value is a onetime event it's a way of doing business. It's a way of looking at. How do Icommunicate? What do I need to understand about my customers and howdo I add value throughout the process? That's that's a great sound right therevalue is the way. Ou is the way you do business. That's right, and I know thatyou've been on the front lines of many sales initiative. Stan. We won't sayjust how many are for how long you've finaed Tis. But what is your experience?Tauch you about driving success and what advice do you have for theexecutives out there who are listening? Who are in the thick of reinforcement?Right now, I would say it's it's setting up theenvironment, and by that I mean it's your attitude toward how are we doinghere and appreciating an understanding where the challenges are whereindividuals are having challenges and helping them with that and supportingthem in an environment where they're...

...experimenting in many cases andlearning, but also making sure that those success stories are captured andutilized I mentioned earlier, there were two levels: one is this along theway, selling and and another is getting winning deals.Another is getting renewals, for example. Another is actually gettingthe proof points because of those successes. Your proof points for futurebusiness and relevant business all plays out in terms of value for thatcustomer that you want, but also for future customers, if it's put in thecontext of real value, not just a product sold. So there's that I wouldsay also there's two things that are that arevery much related in this and that I guess the best way to say it is to bepatiently impatient. There's a there's, a level of urgencyand continuous pressure that needs to beapplied, and I think, there's a there's,...

...an art to how much pressure to applyand how much progress to expect, but very much. An important element of thatis that the becomes clear to everyone inthe organization that this is not optional. This is an imperative, we'rechanged and, to the degree, a leader does that and helps the rest of theleadership team and the rest of management and the rest of theorganization understand and buy into that and become a part of that and besuccessful. You'll be successful that that that transformation will occur andwe've seen repeated significant changes take place with ourcustomers and in my book they're the heroes we've helped them. Yes, theycome back and say: We've helped them and they refer to other people andthat's great, that's fabulous, but it's because they're the heroes they ownedit they put it on and made themselves different. They were patientlyimpatient, yes, hand, Leuis, that's a...

...great final point. Thank you Dan. Thankyou to all of you for listening. Some. Some great insight in this podcast.Don't forget to fellow force management on twitter and Unlinkedon and make sureyou subscribe to our blog on forced managementcom.

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