Sometimes we can be creatures of habit. I was no exception when it came to my sales prospecting process. I had it down pat, then one day it was gone. Why? And what was I to do?
From my early days in sales, I was an organized sales prospector. I relied on my process to reach out effectively to make my number. My sales prospecting process worked. Then one day, our team was introduced to a new system to help us manage our day-to-day activity and reporting capabilities to increase revenue growth. I sat there in shock. There was “a new and improved“ sales prospecting process to use and record information. I was devastated and disgusted.
Management’s Response to Digital Transformation
I now had to follow a new sales prospecting process to get management information they required. It disregarded the efficient process I had defined for myself. I went to my manager to report that this was cumbersome and ineffective. His response was that I needed to be a team player, learn the new process, enter what was required, and make it work. I later found out that the “executive committee” worked tirelessly to digitally transform and roll out these new sales processes.
And he was right, I needed to be a team player and adopt the upper management’s new sales processes. While I did incorporate what was needed to provide management feedback, I was astute enough at the time to take their sales process and incorporate points from my old sales prospecting process that enhanced my individual performance, while still adhering to current processes and reporting.
Lessons Learned to Increase Revenue Growth
I learned during that experience, which served me well when I later built teams and introduced new processes., one of management’s biggest challenges is transforming the organization digitally. And today, transitioning an organization to embrace the efficiencies of AI while allowing autonomy and authenticity rears its ugly head. As a team builder who uses automation to enhance productivity, efficiency, and accountability, I learned the following three key points.
1.) First, form an executive leadership committee representing all departments affected by the changes. Sales, marketing, and customer service, operations, to name a few. Be sure the executives appointed to those roles have the support of upper management and their people or teams. In this way, key committee members have the support needed to understand what is working and not working in the trenches, and what is required by management to balance the best, quickest, most productive, and efficient options that enhance the outcomes of the new mechanisms developed to improve.
2.) Not to mention, be inclusive and ensure solid representation from those using the systems to facilitate easier buy-in during new implementations and rollouts. Develop a questionnaire or survey that elicits crucial feedback to eliminate redundancy and inefficiency while at the same time preserving unknown sales prospecting processes that streamline operations and deliver better results.
3.) Again, be open and honest, transparent, communicate clearly, consistently, and concisely. It should be no secret that upper management is dedicated to removing cumbersome sales processes to streamline operations. To improve productivity, profitability, and revenue growth, the company aims to have all levels embrace and participate in making the organization better for employees and customers.
Communicate Goals
Not only should everyone know the goals but also who is involved, why it is happening, the crucial role each employee plays in delivering workable solutions. Employees should know that relationships are a give and take, and they may gain x in giving up y.
1.) Change management. Most people like me in the earliest example avoid and find it hard to embrace change. We get accustomed to our ways of and close our minds to curiosity and to learning what could be. Managements obligation is to have clear goals but openly discuss what employees are truly feeling about the change.
2.) Likewise, buy- In is important. Moreover, in order for a family to function properly, you need to understand the wants and personalities of all the family members, including their openness to change. Truly understanding and discussing reluctance and reaction to change is key to making the family work. Work environments are no different.
Elisa Ciarametaro, Principal at Exceed Sales, Inc., offers sound sales suggestions that make an impactful difference and better sales outcomes to individual contributors, managers, and executives in sales, sales development, marketing, and customer service. To learn more about Elisa Ciarametaro get more information at www.exceedsales.com, sign up for our newsletter, call Elisa at 917 653 0125, email elisac@exceedsales.com or follow her on LinkedIn.