The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 3 years ago

Friday Fundamentals EP 24: The 6 Steps to Successful Change Management

ABOUT THIS EPISODE

Today on Friday Fundamentals, we're discussing 6 successful ways to manage change management (the management of change and development within a business or similar organization). Tune in for bite-sized takeaways for you and your organization!

Everybody at am Jacobs, welcome to the Sales Hacker podcast and to Friday fundamentals. As always, every Friday we're here to share with you a piece of insight, a piece of wisdom, from either myself, which is always wonderful to here, or from this week's guest on the sales hacker podcast. In this week we've got the global head of sales for square, Ashley Grek, and she's here to talk to us about how to manage change through a growing organization, because she is the resident change management expert at square. So before we dive into that, of course, we want to thank our sponsor. Friday fundamentals is brought to you by outreach. Outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activities in scale and customer engagement. With intelligent automation, outreach makes customer facing teams more effective and improves disability into what really drives results. And also, outreach has just released a book all about sales engagement. It's called, quite...

...literally, sales engagement. You can find it on Amazon and it'll talk to you about how the best practitioners in the industry are using sales engagement strategies to drive revenue and to grow their businesses. Now, right now, we're here with Ashley Grek. Ashley, welcome back. Thank you for being this week's guest. Our question, do you see where we're excited to have you the the question we want to post to you is what are your best solutions or strategies for managing change through a growing organization? Wow, that I love that. You said I'm like their resident expert, because not an efficial title, but it's sort of now it is. I've be quaithed team, now it is, now it is. I talked a little bit about how we can manage through the change curve and we've all experienced the change curves. There's sort of four stages. The first is like shock and denial, right, and the second is is anger and fear, and you can really feel that dip there, and then the third is the upswaying where there's acceptance, and then the fourth is commitment, where they see that the change is really for the...

...better and it's resulting in a really positive outcome. We've all experienced that, like I experience it occasionally if someone surprissed. My husband surprises me with like a trip to my inlaws. I'm like wait, what I did? I never agree to this. I'm at it and then I'm in the car and I'm accepting of it and I wind up e a good time. Writing. Do we like your in laws or we don't like your in laws? I do, I just don't like to be surprised. Understood, you have to mentally prepare for the visit to the inlaws. Fun to prepare, but the goal of change management is to sort of tighten and and narrow that change curve so to increase the or rather decrease the the downward effect, and increase acceptance. The key six steps to any change to any solid change management planned is first and foremost to mobilize energy and commitment by identifying business problems. So actually this is requires a culture of listening to your reps, like what has been painful for them? Like, remember when you told me that you didn't enjoy...

...spending half an hour a day doing this on sales force? Like, what is it like? Take note of the things that are painful to your team and use that and say, all right, remember when you said that now here's step two. Step two is to develop and communicate a shared vision. So when you told me that you didn't want to do this and that was painful for you, imagine a world where you don't have to do that. All right. So that's the vision. That's like setting everyone's eyes forward. And then the third step in change management is to identify the leadership that will be most effective as the face of that change. So it could be the team that's most impacted, like SMB or mid market. Find not only the leaders but the teams that will be represented there. It could be the best team right, the highest performing team, and have them be an early a doctor. Fourth is create near term wins, so don't focus on the vision again, focus on the activities and what results that will yield, so that you can celebrate small successes along the way. The fifth is to institutionalize that...

...success and so create the formal processes, systems and structure so that it just becomes normal, it becomes part of everyone's new, new normal and new future. And then, finally, as with any change, you should assess and monitor and adjust strategies along the way and be completely transparent with the team about what was the thumbs up, what's the neutral and what's the thumbs down. So that's my quick and dirty on change management. Happy to go in deeper anytime you need, but that has served as well in my past life and in the in the current role today. That's fantastic. Repeating back the six steps, if I tell me where I'm miss remembering something. So the first is assess. The second is developed shared vision. The third is identify the leadership team is the fourth quick wins. The the fifth is institutionalize those quick wins. What is the six? What is the final one? Assess, monitor and adjust. Assess, monitor, and just awesome. Ashley. Thank you so much for being on the on the show this week. We've loved having you. If folks want to reach out to Ashley, she's on Linkedin. Ashley Hanson Grek. That's GREEC. She's the global hout of of sales...

...at square. Easy to find on Linkedin. If you want to reach out to me, you can. I'm in Linkedin as well. Linkedincom forward the word in and then forwards. Sam F Jacobs and thank you so much, Ashley. Thanks to our sponsor outreach, this has been Friday. Fundamentals we'll talk to you next time. Thank you, Sam,.

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