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 forthis podcast. I'm Rachel Clap Miller and I'm the director of digital engagement atforce management. I'm joined 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 atopic that you're really passionate about. Well, I am. It's it'sa it's the critical topic actually, in my mind, we do a lotof things to help our customers. People think about training, they think aboutconsulting. It's really about change management and successfully modifying the behaviors of the organizationin such a way that there's results. There's so much investment and effort upfront when you're undergoing a sales initiative, but that heavylifting can really come onthe back end and content around the sales initiative can make life easier. Yeah, we talk about content and making it consumable, and really what we meanis that we want the salespeople and the...

...sale the whole of the sales organization, and when I say sales organization I mean all those who are customer engagementoriented. They're interacting with the buyers and the users and the rebuyers, ifyou will, in the market place, and so when that happens it's criticalthat they are able to execute quickly but also to become experts at it,and that's really what success in an initiative like this is about. Consumable contentwith the sales initiative drives this idea of quick wins, which can be helpfulin a number of ways, not only on an individual level. Is aquick when important, but I think it's important for an organization to have torecognize the individual wins that are happening and make those available to others so thatthey see what good looks like and see that success is actually occurring, becauseit it's a dramatic difference between the way people have done things in the paston an individual basis. But when that...

...starts happening organizationally, that is money. That is a huge transformation sort of this. If he or she cando it, I can do it too. That's right, and those high roundsof management when you're talking about a sales initiative are really critical to success, because you can't delegate leadership. I talk about it every time with customersand that's what's the environment that they're setting up as leaders in the organization,and that goes for certainly for sales leadership, but it's leadership across the organization peerlevel. With the sales leadership I mean marketing, the the operations ofthe company, the products and support, the sea level organization. What's thepresident of the company doing to help set up the environment for this kind ofa 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 forchange and there may be some executives out there who are listening to the podcastwho think they're doing everything that is necessary...

...to lead from the front but mightbe falling short in some Aryans. What evidence do you look for that anexecutive is truly being that role model for change, or rather, what checkpointscan an executive make on him or herself to make sure that they're doing whatis necessary? Yeah, that's a really good question and one of the thingsthat that is one of the first indicators to me is that executives are askingthat question of themselves and so that, in my view, executives have theopportunity to set up the environment in such a way where they can basically controlthe outcomes. But it has a great deal to do with what are theydoing? How do they speak and use the language of a command of themessage or whatever the initiative is that we have in place, that they're thatthey're using? How do they communicate with their peers and there and the peoplein their organization, as you move down...

...the chain of control, the chainof management, down to the individual contributors? What are those indicators to them?What are the habits that they leadership has that actually have a transformative effectdown the rest of the organization simply by changing a little bit about what theydo, and that could be simply asking the question, how's it going withcommand of the message? Give me some examples. Right, and that getsto the point that we were talking about earlier of communicating success to your team. How important is the frequency of being that role model of change? So, if you building an alignment, how important is the frequency of checking inwith with the people that are implementing the initiative? Well, it's it's permanent, it's and it's a regular thing. It's not something that you do ona quarterly basis. It's something that you do slightly every day so that,without even speaking the words asking the question, the organization recognizes that something has changedand that it's really not an option...

...to go back to the way wewere before, because we're different now, and taking ownership of that, ofthat change, is just really critical. That's what we're talking about. Absolutelyright. In other words, if you're going to embark on a transformational effort, you have to transform eventually. You have to do that and there's alot of work that goes on in the process, and we fancy ourselves inone respect. There's really three main phases to this. One is the rightunderstanding and appreciation of what to do. That's sort of a discovery and consultingphase and development of the content. There's his training phase and then there's thisadoption phase. The critical element is the adoption phase. You got to getthe other stuff right to be able to get there. But it's how doI behave differently as an individual, as a leader, and how do Iexpect the organizations to do the same right? And when you talk about leading,if you're in the higher rungs of management, if you look at howyour structure your team is structured. Those...

...frontline managers are critical and enabling themis is critically important to the successive your initiative. They really need those toolsto inspect and reinforce and drive that adoption that that you're talking about. That'sit. That's exactly right. The the I think the main inspection points is, first of all, we need to give them the right mindset to howto be a good coach, a good inspector not, so that we're ensuringjust compliance but that we're ensuring awareness and understanding and mastery of the capabilities thatwe need our people to have. And so we want them to have thetools to do that and the mindset and the right process, and we callthat an operating rhythm. And for managers, they have to understand what are thecritical few things that I need to be keeping in mind, and youwant to make sure that those managers are gathering in documenting success stories to yourteam. We talked about it earlier, but those frontline managers are on thefront lines of the success of initiative and...

...they can help community keep those successes. That the collection of those things are really twofold. One is successes andwhen I say success, it doesn't mean we want a deal necessarily. Yes, those are great and we want a big one. It was bigger thanit was before. But how are we making incremental progress? Maybe we're gettingaccess back into a customer that are a company that was wanted to be acustomer. We thought was going to be a customer and wasn't. We lostthem and we go back in. We've heard repeated stories of that. Andor we've made progress and gotten to certain levels in the organization because we're behavingdifferently and now we have more access because they're giving us that access. Theysee new value in the way we're behaving and they're giving us that. That'sa success in my boot. That's not the ultimate success that we want tohave, but it's certainly a step along the way and early on that's acritical aspect. Right. Those small betch benchmarks of success drive those large dealsthat you're talking about. That's how you get there. That's absolutely right.I mean there's there's it takes in any sizeable sorts of deals, even intransactional business. There's a number of interactions...

...that take place. Sometimes people getthe impression that that that a conversation about value is a onetime event. It'sa way of doing business. It's a way of looking at how do Icommunicate, what do I need to understand about my customers and how do Iadd value throughout the process? That's that's a great sound right. Their valueis the way you use the way you do business. That's right, andI know that you've been on the front lines of many sales initiatives and wewon't say just how many or for how long you've been at this, butwhat is your experience touch you about driving success and what advice you have forthe executives out there who are listening, who are in the thick of reinforcementright now? I would say it's it's setting up the environment, and bythat I mean it's your attitude toward how are we doing here, and appreciatingan understanding where the challengers are, where individuals are having challenges, and helpingthem with that and supporting them in an...

...environment where they're experimenting in many casesand learning, but also making sure that those success stories are captured and utilized. I mentioned earlier there were two levels. One is is this along the wayselling and and another is getting winning deals. Another is getting renewals,for example. Another is actually getting the proof points because of those successes,your proof points for future business and relevant business. All plays out in termsof value for that customer that you want, but also for future customers if it'sput in the context of real value, not just a product sold. Sothere's that, I would say. Also, there's two things that arethat are very much related in this and that, I guess the best wayto say it is to be patiently, I pat patient. There's a there'sa level of urgency and continuous pressure that needs to be applied and I thinkthere's a there's an art to how much...

...pressure to apply and how much progressto expect. But very much an important element of that is that they becomesclear to everyone in the organization that this is not optional, this is animperative. We are changed and to the degree a leader does that and helpsthe rest of the leadership team and the rest of management and the rest ofthe organization understand and buy into that and become a part of that and besuccessful, you'll be successful. That that that transformation will occur and we've seenrepeated significant changes take place with our customers and in my book. They're theheroes. We've helped them. Yes, they come back and say we've helpedthem and they refer to other people and that's great as fabulous, but it'sbecause they're the heroes. They owned it, they put it on and made themselvesdifferent. They were patiently impatient. Yes, absolutely, that's a greatfinal point. Thank you, Dan.

Thank you to all of you forlistening some great insight in this podcast. Don't forget to follow force management ontwitter and on Linkedin and make sure you subscribe to our blog on force MANAGEMENTCOM.

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