Though it’s disappointing, it’s a fact of life that a company’s high level executives are often highly disconnected from the sale force. We’ve all seen those television programs where the boss secretly steps back onto the shop floor and finds so much he didn’t know – some good, some bad. It isn’t made up for dramatic effect: it really is like this.
By necessity, high level executives need to look at the bigger picture, whilst those at the work face are involved in the day-to-day life and routine of the company.
Though it’s true that high level executives are distanced from the sales force, any change in the sales process is likely to reverberate around the company. Even though the sales force is the target of change, the effects will be seen in finance, operations, customer services, and IT. Throw a stone in a pond, and the ripples will be felt far and wide. When considered in this way, it’s easy to see that making process changes constitutes a substantial shift in how a company conducts business.
For this reason, communication of the process change and commitment to it are the keys to success. I’ve found that a five-step approach will build a strong foundation for process change and lead to its successful implementation.
1 Executive Sponsorship
Always get a respected executive to sponsor the change. Better still, ensure that the sponsor is willing and able to participate in – or even lead – coaching, motivation, and mentoring of those responsible for implementing and executing the new process.
2 Have a Clear Vision
Know where you are going to, and where you are coming from. Map out the future, and then communicate it clearly and concisely to the workforce. Ensure that everyone knows what is needed to be done to achieve the ambitions of the process change.
3 Have a Good Transition Team
Managing the day-to-day details of process change is no easy task. It takes a strong and diverse team to keep sales leadership, and management, on track toward the goal. There should be a good coaching plan in place, and don’t forget that this will need to be managed effectively.
4 Set Assessable Milestones
Milestones on the way to completion should be achievable. They should also be measurable. Consider what works and what doesn’t, and be flexible in your approach: be prepared to refine, revise, or even ditch, elements of the new process accordingly.
5 Have a Good Review Regime
Constantly and continuously assess your progress. Address unforeseen problems as they arise, and take the necessary action to put them right as soon as possible. Swift action will allow you to stay on course to meet all your objectives. Be disciplined and ruthless, but don’t be afraid to celebrate success. And don’t forget to communicate problems and successes up and down the line.
If there’s one thing that I’ve learnt, it’s this: change doesn’t happen overnight. It takes planning, commitment, and hard work. The results might take a while to become evident, perhaps months or even years, but it is important to remain focussed. Those businesses that keep their eye on the prize and begin process change as soon as possible, integrating it into the daily life of the business with enthusiasm and commitment, win out.
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