How a Perfectly Designed Custom Sales process can go wrong
It’s been many months of discovery and design and you have built the perfect sales process for your team. You have mapped it to the prospect’s buying behaviors and have developed a rich set of sales aids to enable your reps to reach buyer-driven exit criteria. You have even worked to automate the sales process within your CRM system so that reps and managers can actually use a system as a productivity enhancer. You rollout the new sales process in a training event that includes well-designed courseware with interactive role-plays, and customized content. On the last day of the training event you feel the buzz; your sales teams are motivated and complimenting the new process.
Time to relax as the rollout commences.
60 Days Later – It’s a Mess
So you check back in two months to see how progress is coming. Hoping to hear stories of decreased sales cycle lengths, increased deal sizes, and improved close rates; instead you find complaints from the implementation team that reps are not using the process, managers are oblivious, and the CRM data is not accurate.
Resistance is not necessarily irrational
If the above scenario sounds familiar at all, you have been the victim of poor planning. The degree of resistance (active and passive) was underestimated. A program of reinforcement to ensure vigorous adoption of the sales process was not developed. Not surprisingly, even though the sales team members were excited about the new process they went back to their places of work and resumed old behaviors. The managers had good intentions but had numbers to hit and lacked any framework to reshape the day-to-day reality of their teams.
Such resistance can be expected in any effort that involves behavior change. At this point, some rely on punitive compliance measures to change behavior (see Doug Savage’s comic below for the blowback that often accompanies such a strategy). This is a mistake at least at the outset of a rollout when positive measures can be more effective to resistors.
Conduct Field Rides for Direct Observation & Feedback
Observe Sales Process & Job Aid Usage
Obtain Sales Force feedback on Sales Process
Sales managers provide continuous and consistent coaching
Engage in Regular Sales Campaign Reviews
Institutionalize Sales Process Language
Coach through the Lens of the Sales Process
Discuss Phase Progression and regression
Test for Sales Process understanding
Hold Sales Manager Debriefs
Run by the VP with the sales managers
Test for their day-to-day engagement with the new process
Obtain sales manager feedback on Sales Process effectiveness
Publish Quick Wins
Share Wins with field via e-mail, internal social networking, and internal blogging
Support a Culture of Best Practice Sharing at the peer level (i.e. reps to reps)
Reinforce Common Language of the sales process in describing the ‘win stories'
Conduct a formal Quarterly Business Review
Establish a point 90 days after rollout where a 3rd party will assess rollout success
Assess CRM reports, leading indicator metrics, and adoption behaviors
Define Next Steps for improvement
Issue a Report Card
Set up a Continuous Improvement program
Announce a ‘release date’ for v2 of the process
Collect all recommendations for this next iteration
One Note of Caution
Usually, but not always, adoption challenges are a result of poor planning and an insufficient amount of reinforcement activities immediately after rollout. There are times, though, when slow adoption may be a result of poor design or poor talent levels in the rep or manager role. Consider both of these causes to resistance before doubling down on compliance.
What are some of the reinforcement actions you have found useful?
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