Observing and assessing what people to say and do in given sales situations is not new. It can have a powerful impact on sales effectiveness when done well. From sales ranging from inside to field sales, from direct to indirect, from simple to complex it is not so much which is the best system but which is most appropriate for the job you need to do. What follows is an overview of the case for BA in improving sales performance…
Getting people focused and committed on implementing a strategy has never been more difficult as von Moltke said:
Strategic plans do not survive first contact with the enemy, and hence must be always open to revision.
In today’s competitive environment every action has many reactions that aren’t easily anticipated. This is probably a major factor why 60% of change initiatives fail in North America and why something is going wrong with strategic planning.
One area that many executives either ignore or only pay lip service to are the cynicisms that previous initiatives strategic planning have accumulated in the organizations psyche. Here are some that you ignore at your peril
Crucial to understanding your people, as Peter Senge describes, is identifying where people are on the apathy-commitment continuum. He identifies two areas of personal need that they want satisfied in their working lives:
- personal benefit which comes from compensation, benefits, position, recognition, or other non-tangible benefits
- personal sense of fulfillment of their life’s purpose, vision, or calling.
Leaders need to grasp how well each person’s attitude and their contribution is met directly by company goals or objectives. Then they can assess where people sit on the apathy/commitment continuum. Any misalignment between personal needs and your strategy will generate unproductive or counterproductive behavior, if not actively managed
I developed this as a discussion paper for a client’s European Sales Management Effectiveness Project. The interesting perspective is how the issues raised in the early 90’s are still validated by Deliotte’s 2010 survey of 250 Sales VPs. It begs the question…
Developing successful partnerships can only be accomplished if there is a strong and shared sense of vision. It is the cornerstone, and launching point for successful partnering efforts.
Visioning in a partnership if different form other uses of the word. It is much more than a defined set of shared goals and aspirations. It exists to offer a tangible guidance system which provides direction to both parties and helps them carry out their larger goals. Such a system enables partnerships to overcome obstacles and achieve results. When they lack vision they tend to drift around, or fall apart. The following distills factors for successful partnering when negotiating outsourcing.
This is the third in my Leadership Skills series to help Leaders assess where they need to develop their people skills. In my last Post I introduced the research-based model that led to many useful insights into how to create and manage effective meetings. I covered the impact of Filter and Amplifier meetings which were the names the researchers coined to distinguish the different ways in which ideas or proposals were managed. This Post focuses on people who are difficult for many to handle or feel comfortable with, and you may be one of these people under certain circumstances.
Typically, you will work with one of these people who naturally behave this way and, in certain situations you may change the way you behave, often without realizing it.