This is a simplified presentation about the mechanics of change management applied to a sales environment - a blend of metrics, rapport building, and mentoring in order to satisfy the goals of all parties.

1. Sales Change Management “ Sales Performance Management is Sales Change Management”

2. Sales Change Management Changes to a Sales Professional's 'world' Internal Corporate Strategy Team Restructuring Client Corporate Strategy Client Buying Authorisations Economy Technology Shifts Attitude & Behaviour

3. Sales Change Management “ As a Sales Leader, you monitor and manage performance As a performance manager, you are effecting a change on the sales professional”

4. Sales Change Management The Sales Change Manager... Has a clear vision Has clarity in their communication Understands team dynamics K nows where to change Mentors Aligns personal and corporate expectations Uses metrics Conducts Training Needs analysis and then manages people training

5. Sales Change Management The Process of Sales Change Management

6. Sales Change Management Step One: Build The Case for Change Gather the date from Customer Relationship Management systems, Sales Force Automation tools, diary management systems, pipeline management tools, etc. Check their REME focus – R evenue Generation; being E fficient & Effective; M argin Generation; E volutionary capability

7. Sales Change Management Step Two: Make the Intervention Informally notify the Sales Professional of your intentions, making sure that you have consulted with your HR Business Partner in order to follow the correct process Work with your HR Business Partner in the formal meeting to validate your observations on Communication Types , Mentality Type and Receptive Types

8. Sales Change Management Step Three: Get them to see the Need For Change Show the sales professional data gathered from the CRM, SFA, Diary Management systems and pipeline management tools – demonstrating trends and future Rapport built by aligning with their Communication, Mentality and Receptive Types will lead the sales professional to ask YOU to effect the change with them

9. Sales Change Management Step Four: Build the Change Team In the Intervention Meeting, and in consultation with the HR Business Partner as well as the Sales Professional, agree who will be involved in the Change Once the members of the Change Team are identified (sales professional, sales leader, HR Business Partner, colleagues in senior management team), allocate tasks

10. Sales Change Management Step Five: Determine the route for Improvement In the Intervention Meeting, apply coaching models such as TGROW to help agree with the sales professional as to what the overarching target (vision) and metrics are Determine the T opic, the supporting G oals, the O ptions available, understanding of current R eality, and a W illingness to change – with a clear Action Plan at the end

11. Sales Change Management Step Six: Communicate the vision Feed back the vision from the Intervention Meeting to other members of the Change Team – confirming that the route to improvement is aligned to corporate expectations Once the route to improvement is agreed, build an effective communications plan that supports the sales professional in the exercise and removes obstacles to success

12. Sales Change Management Step Seven: Remove obstacles to Change During the course of the intervention meeting, the sales leader will have identified the INTERNAL motivators for the sales professional – breaking down internal obstacles It is incumbent upon the sales leader to identify EXTERNAL obstacles too – processes, structure, reward systems and colleagues conspiring to defeat the change

13. Sales Change Management Step Eight: Create short-term wins Make sure that, in the route to intervention, there are short-term, defined 'wins' that can be recognised by the Change Team The key aim is to intervene and turn around sales performance, but a quick win for all parties may be the departure of the sales professional from the business

14. Sales Change Management Step Nine: Build on the Change Quick Wins can be 'lessons learned' to pass on to colleagues – each success provides an opportunity to improve on current approaches and systems. After each win, analyse what went right and what needs improving – set goals that build on the momentum of what the sales professional is achieving

15. Sales Change Management Step Ten: Anchor the Changes Review the intervention by working with all members of the Change Team to identify what is now being done differently and what can be implemented as standard. Economies, markets, competitors, colleagues, technology and legislation will always affect the success of your sales professional – be prepared for more change!

16. Sales Change Management Neil Fogarty www.neilfogarty.com [email_address]