This Leadership Session covers the following topics:
- Barriers To Corporate Culture
- True Transformation
- Mental Wellbeing For Revenue Success
- Constructive Contention
There are limited places at each of these sessions so book early to avoid disappointment. Any questions, please contact Jennie Harnaman at firstname.lastname@example.org.
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Barriers To Corporate Culture
It is often frustrating that cultures develop which results in negative impacts on employees including sellers. It is often said that "culture eats strategy for breakfast", and whilst a little Hollywood it is true.
Cultures develop over time normally as companies increase in size. Departments become so large they unintentionally pivot to political serving as opposed to alignment to one goal, and with an increased number of employees there are requirements for processes and platform, rightly to reduce inefficiency and wastage, but also inflict negative impacts on the people they regulate.
These systems and platforms often place stress and anxiety on individuals and threaten well being, which in turn threatens performance, but more importantly, the 'corporate machine' develops to a point that people cant be clear on where certain elements were established in the first place.
But once these systems, hierarchies and processes are in place it is almost impossible to channel them in different directions or reverse them.
In this part of the learning journey and C4 program, we discuss leaders roles in change definitions, testing of the possibility of success, and most importantly at what level it can be impacted. If the corporation won't change, can you impact change in your division or team, without creating friction?
Transformation is a much-overused word, and in terms of sales is possibly as overused as the word "coaching". The key question is, what and how do you define transformation?
Transformation can range from a slight change to a considerable organizational shift. Sometimes a seismic shift.
But as in other parts of the journey, we will discover that seismic and organization shift is only possible through individual innovation.
A fact is that as sellers there will always be a need to evolve and develop as buyers will evolve and develop, so we need to change ahead of them if not with them. If they (as customers) are at the center of a fanatical focus of the seller's company, and there is a requirement to change with them, then constant customer-centric change is inevitable.
The question is as sales ecosystems how do on one hand constantly change whilst focusing on the activities needed in the here and now to achieve the financial and business imperatives in the current period.
Mental Wellbeing For Revenue Success
A disturbing highlight of 2019 for the Association was the amount of engagement the subjects around emotional wellbeing and work: life balance generated.
The subject of wellbeing is one we consider of the highest order, and it is increasingly becoming important in individuals deciding if and when they leave organizations and what role they would rather prefer.
As we will have discussed in the Barriers To Corporate Culture element, there are real possibilities that cultures create strains and stresses on people by execution of sometimes well-meaning processes or procedures, to reduce workload inefficiency and potential friction.
There is a real risk that quota allocation and inspection can foster bad strain as opposed to acceptable nd positive challenging strain. Let's explore this topic as a collective to ensure we truly understand the problem and possible solutions.
We can't have successful relationships that build value and create new places in which to have conversations if we say "yes" to everything and everyone all of the time.
If we say "yes" to everything all the time we effectively say "no" to everything.
In many circles, this would be considered as morphing into a challenger sales persona as defined by CEB (now Gartner) in their book the 'Challenger Sale'. But you have to earn the right to challenge.
To have that you have to have a relationship that delivers respect and a framework for development. You also have to be able to constructively challenge internally within your organization which is sometimes (to quote CEB is a "lone wolf" mentality) and as a seller, you have to manage all of these dynamics
The summary is though, that in order to build value for your customer you have to be able to "push back" on (as well have discussed before) addictive learning or leadership, but professionally in order to maintain relationship but build value, we have to be able to suggest areas of consideration for future progression.
Without challenge how do we know we are on the right path and without challenge how do we know our decisions are right? In this area of the investigation, we should discover how to install positive challenges in customer by challenging with a smile on our face.
Constant Customer-Centric Change (C4) – Full Overview
Throughout the last year, the APS has been working hard to consider how we raise the level of conversation whilst increasing the depth of debate that our fellows can have with us as an association and with each other.
We believe that there are many factors which sales leaders need to reflect and consider and there are many trends that are accelerating to impact sales, such as globalisation, technology, urbanisation, and consumerisation.
Laid over these megatrends are a number of other issues that need reflection such as mental health and wellbeing of sellers, learning cultures, constant change and development, customer contention.
We believe all of these collide to a perfect storm if not considered and addressed and market leaders will address them first. We believe all of these subjects are constantly evolving and hence are launching the Constant Customer-Centric Change (C4) Programme.