Leading Strategic Change

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Creating value in an uncertain global economy is high on most CEOs' agendas. Companies are redirecting investments to drive organic growth, focus more on their customers, and achieve greater operational effectiveness.

The sales leader's job is to execute on these strategies and drive the necessary change within the sales organization, focus on organizational readiness and the individual development of the salespeople. Sales leaders often overlook the link between the intended organizational changes and the individual behavior changes. Sales leaders must create and communicate a consistent message about the purpose of change strategy in order to ensure achievement of the vision. In this session, you will learn what a sales leader must do to: implement strategic change, effectively convey the strategy and engage the salespeople in its execution, own responsibility, and inspect the intended change in the organization (i.e. behavioral or structural).

Learn more about Richardson at http://www.richardson.com/.

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Leading Strategic Change

  1. 1. Leading Strategic Change Walking the Walk or Talking the Talk David DiStefano, CEO, Richardson
  2. 2. Copyright © 2013 Richardson. All rights reserved. Overview CEO’s Creating value is high on most AGENDAS Investments redirected to:  drive organic growth  focus more on their customers  greater operational effectiveness Execute and drive change within the sales organization  organizational readiness  individual development Blind spot:  link between the intended organizational changes and individual behavior changes
  3. 3. Copyright © 2013 Richardson. All rights reserved. 2013: Primary Growth Drivers 2012 Increased share in existing markets New product or service development New geographic markets Mergers and acquisitions New joint ventures and/or strategic alliances 35% 26% 16% 13% 6% 2013 Organic growth in existing domestic market M&A/JV/strategic alliances New product or service development Organic growth in existing foreign market New operation(s) in foreign markets 41% 22% 17% 16% 4%
  4. 4. Copyright © 2013 Richardson. All rights reserved. Rallying Around the Customer CEO’s disparity in customer-centered investment priorities
  5. 5. Copyright © 2013 Richardson. All rights reserved. Pace of Change 61% some level of strategic change 67% anticipate organizational structure changes 29% plan to outsource business process or function 17% plan to “insource” previously outsourced business process
  6. 6. Copyright © 2013 Richardson. All rights reserved. Why Does it Matter? 70% of change projects do not achieve desired outcomes 52% fail with no evidence of change and often long term damage to the organization. #1 reason: Lack of leadership is leading cause of failure (i.e. no vision, actions, and engagement)
  7. 7. Copyright © 2013 Richardson. All rights reserved. Overview What a Sales Leader must do… implement strategic change effectively convey the strategy and engage the salespeople in its execution own responsibility, and; inspect the intended change in the organization (i.e. behavioral or structural)
  8. 8. Copyright © 2013 Richardson. All rights reserved. Leading Strategic Change
  9. 9. Copyright © 2013 Richardson. All rights reserved. Leaders Most Admired by US-based CEOs PwC asked CEOs, “As a leader, can you share an example from literature or history where someone exhibited good leadership? What did you admire about their actions?” #1 Winston Churchill “He explained the reality of what people faced and he mobilized them to deal with it” #2 Abraham Lincoln “He understood the greater good and he understood the bigger picture” #3 Ronald Reagan “His mantra – “trust, but verify’ – it’s a very good leadership skill”
  10. 10. Copyright © 2013 Richardson. All rights reserved. Nuance of Leading Change Change Management Change Leadership Message to create awareness and urgency Implement processes, programs and directives Plan to meet milestones of measurement and achievement Engage the entire workforce with “what to do and how to do it” Develop the vision Connect the vision, strategy, critical business initiatives and people’s roles Apply consistent discipline in modeling and reinforcing Change the conversation at all levels to motivate and inspect the change
  11. 11. Copyright © 2013 Richardson. All rights reserved. Leading Strategic Change John Kotter’s classic article, Leading Change: Why Transformation Efforts Fail
  12. 12. Copyright © 2013 Richardson. All rights reserved. Error Common Outcomes Error #1: Not Establishing a Great Enough Sense of Urgency Error #2: Not Creating a Powerful Enough Guiding Coalition Error #3: Lacking a Vision Error #4: Under Communicating the Vision by a Factor of Ten Error #5: Not Removing Obstacles to the New Vision Error #6: Not Systematically Planning for and Creating, Short-term Wins Error #7: Declaring Victory too Soon Error #8: Not Anchoring Changes in Our Culture Senior teams communicate amongst themselves and not the organization Significant time is invested yet implementation but-in is not achieved Vision often lacks a clear path from “here to there” Communication fades over the course of the initiative Unplanned obstacles derail the path to success, i.e. legacy culture Often overlooked. Tangible progress is vital to maintain organization buy-in The objective is not change, but sustained change The capacity to change has its limits
  13. 13. Copyright © 2013 Richardson. All rights reserved. Successful Path to Change ENVISON INITIATE OWN
  14. 14. Copyright © 2013 Richardson. All rights reserved. Envision: Constructing the Change Story GOALS AND OBJECTIVES 1. At the Corporate level, we will: [long term and short term results to achieve] 2. At the individual level, we are striving to: CHALLENGING ISSUES 1. The things in our way are: [obstacles to achieving our objectives and goals, which can be:  Competitive  Market  Financial  Operational  Regulatory ] ROLES AND RESPONSIBILITIES 1. As a leader, I am committed to individually role modeling the following behaviors and alerting my peers when I see behaviors that are not congruent: 2. I am asking the members of my team to: STRATEGIC INITIATIVES 1. To achieve our goals and objectives and break through our challenges, we have established a focus on these key initiatives: [high-level response to solve challenging issues]
  15. 15. Copyright © 2013 Richardson. All rights reserved. Envision: Communicating the Vision When communicating the vision, summarize the following points:  Things that will stay the same  Things that will be left behind  New things that we've never had before The leader should be the chief spokesperson for the change vision  ensure all employees understand the rationale for the change, and;  how the change will be implemented
  16. 16. Copyright © 2013 Richardson. All rights reserved. Own: Relentlessly focus on few things that matter most Ask Adoption Questions: Tell me about a salesperson who applies the new sales process consistently. What do you see? (and the converse) Ask Coaching Questions: Who did you talk with? What did they say? Meets Verifiable Outcome: Client validates your understanding of business objectives Driving adoption through new conversations VP Sales/District Sales Manager Frontline Sales Manager Salesperson/Client
  17. 17. Copyright © 2013 Richardson. All rights reserved. Sales Stages and Verifiable Outcomes PLAN VO #1: Seller gains access to decision maker at right level VO #2: Confirm account potential spend QUALIFY VO #3: Customer confirms issue/problem/gap and willingness to change VO#4: Feedback from customer on if/which solution is best fit for their business ALIGN VO #5: Decision maker/internal coach feedback — we understand/can quantify benefits PROPOSE VO #6: Obtains customer feedback on next steps EXPAND VO #7: Feedback on resolution of any satisfaction issues VO #8: Feedback from customer on AM follow-through
  18. 18. Copyright © 2013 Richardson. All rights reserved. Own: Front Line Manager’s High Impact Coaching Questions Stage 2: QUALIFY VO #1: Customer confirms issue/problem/gap and willingness to change 1. What are the business issues, compelling needs/pain points they are trying to address? 2. Who cares about those business issues or compelling needs/pain points and why? 3. What do they expect to achieve by addressing these business issues or compelling needs/pain points? 4. Why can’t they achieve this today? 5. Who confirmed this need exists, and where does it fall in terms of priority?
  19. 19. Copyright © 2013 Richardson. All rights reserved. Own: Front Line Manager’s High Impact Coaching Questions Stage 2: QUALIFY VO#2: Feedback from customer on if/which solution is best fit for their business 1. Which solution is the best fit for this customer? What did the decision maker say? 2. How will the recommended solution meet this customer’s business needs now and in the future, according to the customer decision maker? 3. What is our unique value proposition? Does the customer agree with it? What benefit do they see in the unique value proposition? 4. Why did the customer say a competitor was a better fit (more than just price —capabilities, response, trust)? 5. Who else will be involved in evaluating the solution? Have you met each of them? Describe their perception of us —in their words.
  20. 20. Copyright © 2013 Richardson. All rights reserved. Own: District Manager’s Adoption Questions  “Give me an example of a salesperson who is using the consultative selling skills?”  What benefits does he/she see?  What benefits do you see?  “Give me an example of a salesperson who is not successfully using the consultative selling skills”  What challenges does he/she see?  What challenges do you see?  What is he/she doing to overcome those challenges?  How is that working?  “So that I have a better understanding of your perspective, what are two key opportunities that you are involved in with this salesperson?”
  21. 21. Copyright © 2013 Richardson. All rights reserved. Own: District Manager Adoption Questions  Given the importance of these opportunities, would you share with me where each is in the sales process?  How do we know the opportunity is in that stage of the sales process?  “Sometimes our perceptions of where an opportunity is in the sales process are different from where the client is in its buying process. What feedback have you gotten from the client that leads you to believe that this opportunity will close this quarter?”  If I called the client and asked a few questions, would I get the same answers that you just gave me?  “Studies show that salespeople who get three or more hours of coaching a month are more likely to hit their quotas as a result. How has your team responded to your coaching efforts so far?”
  22. 22. Copyright © 2013 Richardson. All rights reserved. Initiate: What will I do and what will I ask of my direct reports? 1. As a leader, I am committed to individually role modeling the following behaviors and alerting my peers when I see behaviors that are not congruent 2. I am asking the members of my team to do the following.
  23. 23. Copyright © 2013 Richardson. All rights reserved. Envision: The Change Story Example GOALS AND OBJECTIVES Overcome the barriers and challenges in way of implementing profitable solutions and satisfying our clients  Earn the right to collaborate and grow with our clients  Become a $XX company by 2015  Attract, develop, and retain the top talent  Reduce pain, frustration, and stress in our daily jobs and provide more opportunities for advancement, skill development, and reward CHALLENGING ISSUES  New buying behaviors - greater value delivered at a lower cost  Complexity and globalization - pressure on revenue and margins  High levels of and differing competition  Limited bandwidth to simultaneously grow the business, keep up with innovation in the marketplace, and implement changes to be a more efficient business ROLES AND RESPONSIBILITIES  Creating a culture of respect, collaboration, and empowerment by listening …  Clearly articulating roles and responsibilities for my team members  Providing feedback and praise to colleagues and team members when they take responsibility for actions and outcomes  Monitoring adoption by asking adoption questions consistently I am asking the members of my team to:  Proactively using consultative dialogue skills, especially listening and questioning, with each other STRATEGIC INITIATIVES More disciplined approach will yield significant benefits including visibility, predictability, scalability, and prosperity for our shareholders and employees Driving Operational Excellence: We have embarked upon INIATIVE 2015 with a strong focus on operational excellence in four areas: (1) how we pursue growth, (2) how we appropriately scope and price total solutions, (3) how we deliver those solutions to our clients, and (4) how we recruit, select, and develop our people.
  24. 24. Copyright © 2013 Richardson. All rights reserved. Leading Strategic Change THANK YOU

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