Round Peg Learning and Development

First and foremost Happy New Year from all at Round Peg Learning and Development. As we head into the ‘year of change’ I have been taking some time to reflect on how change affects people within sales departments. There are two camps, those who embrace change, welcome it and carry on without question and those who react with defiance, indignation and resistance at the slightest whiff of change.

I once moved desks and buildings 4 times in the space of a month. I was defiant in my quest to keep my packing box under my desk in between moves to save time, but I accepted it as something that had to happen. My staff at the time were in the second bracket and I kid you not there was a tantrum because a photocopier had been moved to the other end of the room and a plant had gone missing.

OK that is an amusing example – joking apart here is a list of  changes that most Sales people find challenging:

Are you heading towards a storm?

• New boss
• Change of office
• Company restructure
• New computer
• New Commission structure
• New CRM system

How these messages are delivered are key to how people react. That familiar buzz word ‘getting buy-in is one that resonates strongly, gone are the days when we were told to do something or as my first Managing Director used to say ‘ Do the other thing’ but is there a line? If you take the example of commission- it’s a delicate subject, a lot of sales people rely on their additional rewards to supplement their income and when presented with change they become restless and demotivated if delivery of the change is handled inappropriately and yet it still happens.

I have worked with people who have used the ‘ It’s got nothing to do with me, I am just following orders’ approach when trying to implement change, they seem hellbent on not losing popularity and blaming someone higher up the chain. Well listen up sales people, your manager will have agreed with their line manager before telling you-fact!

If you are of the other school that is prepared to be unpopular for a couple of days having been honest and intelligent about your approach to delivering change messages then you are an effective leader and as all effective leaders know, once the dust has settled your teams will see you are comfortable and they will be too.

How do I keep on the right course?

The main concern in any sales department is producing consistent results above budget yes? Think about change that have been implemented previously and if results have suffered as a result. Think of how that might have been different and if in the future you are implementing changes how you can steer a steady course:

• Ensure you have the correct information – Before you think about delivering messages, ensure you have all the relevant information to hand. There is nothing worse than meeting with people and being caught out without an answer to hand. Anticipate the questions and prepare the answers in advance, then your messages will sound fluid and not lack clarity.

• Deliver clear and consistent messages – Delivering messages in this way means that everyone is hearing the same things at the same time. Everyone then has a clear understanding of what is happening and any role that they have to play in it. Do not be tempted to filter information through people you know will dilute or distort the message.
• Don’t blame others- If you are tasked with delivering messages within your organisation, then it is because you are in a position of responsibility. You may not agree with some of the information you have to deliver which is why it is vital that you have had time to discuss in full the implications and outcomes with your line manager. Blaming others will not serve you well, you will end up losing trust from above and eventually your team.
• Maintain motivation levels - Throughout periods of change it is key to maintain motivation levels and deliver results. If your team is demotivated by what you have just told them then you need to reflect on how you can change the status quo. Always remember that some individuals will react differently to news and have a plan of how to manage individuals.
• Be transparent - Above all be transparent. If your teams think you are hiding information then they will lack confidence, there are always some elements that you are privy to that cannot be discussed and NEVER be tempted to disclose them. Answer questions or concerns immediately so that any change in the atmosphere is diffused immediately.

If you are implementing changes within your organisation this year and would like to know how we can help you with the transition, then talk to us about our managing change workshop. For a free consultation email or call 07738703450