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Senior Management’s Flavor of the Month

How Execs can affect Real Change and avoid Flavor of the MonthIn many organizations, senior leadership sees a problem and works towards fixing it by providing new processes, tools and methodologies. Sometimes these changes are implemented with little to no stickiness in the organization. This then occurs multiple times over several years and the sales staff is wondering IF this is senior management’s flavor of the month. Sales and sales management will ignore the new “whatever” being pushed because at this point in time, they’re hoping it will go away as did so many other processes, tools and methodologies in the past. How will the sales organization, or any organization for that matter, know that any new process, tool or methodology is important enough to embrace it? They’ll know when senior leadership:
  1. Clearly understands the problem and comes up with multiple ways to solve it
  2. Gets validation from influential top performers to get their input on the best ways to solve the problem
  3. Gets buy-in from those who will be accountable for using the new process, tool, methodology, etc. and gets their input on the best way to implement the solution(s)
  4. Devises metrics for adoption and holds teams accountable
  5. Actually uses the new processes, tools and methodologies
  6. Coaches using the new processes, tools and methodologies
  7. Laminates the new process or methodology (less likely to be torched) and provides it to the sales organization (I have seen this actually work in organizations — “If it is laminated, it must be important!”)
Sales leadership can save themselves and their organizations time and effort by thinking through the options, gaining commitment from influential key stakeholders, holding everyone accountable, and providing TOP-DOWN FOCUS. If you do not have senior leadership involvement in the implementation by providing top-down focus, then don’t waste your time, money or resources. It will just be the new flavor of the month. Janice Mars, SalesLatitudeJanice Mars, principal and founder of SalesLatitude, is a senior business and sales executive with more than 30 years of experience helping companies build successful sales teams. She has parlayed that experience to help her clients to improve their sales processes, accurately forecast revenues, ensure focus on winnable opportunities, and attain consistent results. View my LinkedIn profile | Twitter

Janice Mars, Principal and Founder of SalesLatitude, is a sales performance improvement consultant and change agent focused on growing top performers to impact bottom line growth. With more than 30 years of experience as a senior business and sales executive, she helps companies build successful sales teams by maximizing their time and resources, selling from the buyer’s point of view, and strengthening the effectiveness of leadership. View my LinkedIn profile | Twitter


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