Q.  My new sales manager is having a difficult time getting our experienced sales force to execute a number of the changes we have implemented in the past year.  Any suggestions?

A.  Change is always difficult.  Particularly with an experienced sales force.  I’m reminded of a quote I sometimes use in my seminars:

“In times of rapid change, experience can be your worst enemy.”

J. Paul Getty

It seems that when it comes to change, the more experienced you are in a certain job or position, the more difficult it is for you to change. 

However, while it may be difficult, that in no way excuses the need to change.  Lots of things in life are hard, and lots of things in your job are hard.  So what?  Your salespeople need to get with the program.

So, let’s rule out any negotiating, any exceptions, any backing down from your position.

Let’s not tolerate any whining, complaining, undermining or excuses.  Let’s accept that you have mandated some changes, and a good percentage of the sales people are not making them. Time to take some action.

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I’ve always found it helpful to think in specific terms as opposed to general statements.  So, “the sales force isn’t executing the changes” is too vague a proposition to offer any clear solutions.  Let’s get specific.  Step one, let’s go from the “sales force” to specific sales people.  One by one, who is not executing which changes, specifically.

Let’s get methodical.  Create a spreadsheet with each sales person’s name down the first column, and each specific change you expected him/her to make in each column to the right.

Now, think specifically about each sales person.  If that person has successfully implemented that change, put an X in the box under that column.  Proceed this way, thinking specifically about each person and each change.

This little exercise may be enough to uncover the obvious solution.  For example, if you find that no sales person is implementing a specific change, that leads you to a certain course of action.  If you find that most sales people are implementing most changes, but that only one is not implementing any, that then leads you to a different course of action.

Going from the general to the specific is a great way to uncover the details of a problem, and often points out a very obvious solution.  (By the way, this is one of the techniques I use in my consulting practice to uncover the root causes of sales problems.)

But let’s say that the solution isn’t obvious, but this exercise has given you a clearer picture of the...[Click Here To Read The Entire Article Online]

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