souri graphics company, the answer is commitment. Not only has her commitment been essential to the success of new projects or policies; it also has inspired the same com- mitment in her sales staff.
When the company opened a telesales unit, Winton moved from a long-held position managing direct-sales staff to the newly created position of vice president, tele- sales. First, she had to elicit a level of commitment from her former staff that would allow them to accept a new manager and help the entire firm adjust to the concept of telesales. At the same time, she had to work to get the new unit up and running – in an operation that prints directories in 46 states. The result? Great sales figures – reflecting the success of the new unit as well as the acceptance of the new manager. According to Winton, careful handling of the selection of her successor and paving the way for the transition were important, but commitment was the key. “Always lead from the front and do better than you expect the people under you to do,” she says.
THE RIGHT ATTITUDE To be able to act immediately to changing situa- tions, having the right attitude can make all the dif- ference. Jimmy Hale, vice president of marketing for a Cambridge-based professional-services automation company, recently managed the company’s shift to new contact management software. The entire management team saw the change as a positive step forward. “We were confident that the change would result in the bet- ter management of the prospect pipeline,” he explains, “and would result in a better closing rate for all of the sales team.”
LaQueesha McHale, inside account representative for a giant multinational in Minnesota, agrees. She notes that a leader’s firm hand steering through the time of change is important. However, “more important than having control is being flexible and trusting and having an open atti- tude,” she says.
Having the right attitude during a transitional period is important in customer relations as well, McHale adds. She feels that employees transfer that positive energy to each other and to customers. “I communicate excite- ment through my own positive and enthusiastic per- sonality – along with great marketing plans, innovative products, and being able to provide solutions for my customers.”
Of course, whether changing an extensive software network or going through severe layoffs and downsiz- ing, setbacks are bound to occur. Winton advises sales managers to have the right attitude and look at set- backs as indications to use different methods – not to lower goals. “Do not make excuses for failures,” she says. “Learn from the mistakes, make changes, and begin the process again.”
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CREATING A PLAN Winton also explains that an important part of remaining committed and flexible (yet steady) during the change process – especially in overcoming setbacks – is creating a plan. “A system or plan will give you hope.” What should a good plan entail? According to Winton and Hale, a successful plan should cover the breadth and depth of the change. Hale, for example, uses a four- pronged planning process: 1. Let all affected staff influence the decisions. 2. Presell the benefits of the change. 3. Determine the measurement criteria ahead of time. 4. Be sure that positive results from the change are vis- ible to everyone affected. Any plan should be broken into a series of steps with distinct objectives, goals, and deadlines, they advise. Furthermore, each substep should be coordinated with other company initiatives and completed in an appro- priate order. This requires providing and completing adequate training and testing for each section or part before proceeding on to the next step. While the change is in process, monitor each step and, once completed, evaluate its success. Even the best plan cannot be swal- lowed in one gulp. Break it into a series of smaller pieces – making it easier for everyone to “chew on” and digest all the new information.
Use a series of individual and team goals – each with a defined time period for execution. During the period of transition, set high performance goals for each phase of the process. Then celebrate the achievement of these goals and the completion of each step. What else do good plans require to ensure a smooth transition?
1. GOOD COMMUNICATION According to McHale, use all means available to promote open communication – formal and informal meetings, newsletters, and email, to name a few. “Communication with everyone is very important,” she says. “When mak- ing changes, everyone who understands the goals and objectives – as well as how each person’s gifts and talents will be applied and aligned with the new organization – can feel comfortable.”
In fact, a successful plan needs to include an assessment of each individual’s potential contribution to the company and potential for promotion or gain through the process. Open communication is key to each part of the process. Part of this communication also can occur through teams. “The teams can clearly identify strengths and weak- nesses within each operation,” says McHale. “Once that is done, the members can gather information from those who were a part of the old operation and brainstorm.” All members of the sales staff will need to understand the meaning of the change for the company’s short- and
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