The Eight Steps to Painless Change – Selling Power

Start small. “One of the most critical mistakes that sales managers make is coming in with the big sweeping jester”. Look at it this way. You have to assume that your current sales force has some attachment to the old way, or a least, they’ve become competent at dealing with it. No one likes going through the beginner stages – to some degree we all want to coast on our power and authority – and this resistance to change is strongest in long term employees. “… In a changing situation many believe that their knowledge and expertise suddenly won’t carry as much value. In order to overcome this fear, you must reassure them that their experience still counts.” In other words….

Don’t trash the old way. Stress that the change isn’t as big or a different as it looks. Identify what is similar and then outline some ways it is better. “Make the connection between the old way and the new way first, then show the difference.” This allows them to see the old way is the foundation for the new way. Once they utter results to the old way, and that their experience still has value, they’ll be more likely to spread that positive change throughout the organization.

Show them that the new way has advantages- for them, that is. Most employees perk up only when they see how it specifically will make their jobs easier, faster, or more lucrative. Talk about the advantages specific to that individual employee and stress the short-term advantages. People respond to tight, close deadlines.

Collect feedback and create open communications. “Face-to-face communications is the best method to explaining change and email is the worst. It’s better to have a meeting, explain and outline the concept, and then, if it’s really complicated, send a follow-up email reviewing the details.”

Obtain support from all levels. Executive involvement is critical for successfulchange, but you can’t stop there. At every level, in every division, there’s at least one person whose job has an impact on the masses. If these people don’t like the change they will spread poison to no end. Managers must identify these people who have the ear of the masses, sit down with them, and make sure they understand the advantages of changes.

Accept the fact that everyone won’t accept the facts. “Some people are more flexible than others. Based on their personalities, how they were raised, or their life experiences, some people will never be able to adjust to change. Do the best you can, but accept that you can’t wait for a 100 percent positive response.” Give them some time to get used to the idea. “Prepare them as much as you can in advance. If training is needed, be sure to allow the time to get them training.”

Your change team should be composed of people who have good relationships with your sales staff. “The people on the team should have a deep enough reservoir of goodwill that their employees are willing to give them the benefit of the doubt. Changes, even successful ones, are rarely accomplished without periods of pain and confusion, and during these periods even the most devoted employees tend to blame their managers. If the relationship between management and the staff is strong enough, they can survive the blame that accompanies change.”

“Change is an emotional process.” You need a team who can not only explain the similarities between the old way and the new way and who can explain the benefits of change, but also people who will reassure the employees that even though the system may be changing, they’re still valuable.”

Information on change management speaker Garrison Wynn for your next conference, convention or meeting.

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