Sales Process: Win more deals. Win bigger deals. Faster.

To the dismay of the team that labored to construct a high performance sales process, the embryonic journey from concept to adoption by the field sales force was never completed. This fruitless implementation was doomed by one major flaw. The diagnosis that follows reveals what happened and the lessons learned from this implementation we witnessed first hand. As a companion resource to this article, answer the nine sales process evaluation questions on pages 280 – 281 of the annual workbook. Once you answer those questions, leverage this article to evaluate the role of job aid tools to fill the gaps.

 

Why does this matter?  Standard one-size-fits-all sales methodologies no longer work. Competitors can license the same sales methodologies from the same vendors you can, so there is no competitive advantage to be had by adopting the latest sales methodology from the sales training industry.

 

The Background Story

 

Implementing a new sales process consists of 3 major steps, with the third step being the one most often discarded:

 

Step 1: Research the buyers’ process and design a new sales process that is mapped to it

 

Step 2: Train the sales force on the CRM tool, sales aids and the exit criteria prior to launch

 

Step 3: Reinforce the new behaviors to drive adoption.

 

Understandably, it makes no sense to simply take the first two steps without the third. However, 90% of the energy and resources for this custom sales processes development were focused on the first two steps while the third step became an afterthought. The priorities seemed right at the time. There was tremendous visibility on the launch deadline. Senior leaders scrutinized the progress of the project which was accompanied by a substantial investment in a new CRM platform, building to a crescendo as the launch date approached. Slipping the launch date would spell catastrophe, so few resources were allocated to the post-launch activities.

 

Failing to focus on the reinforcement step undermined all of the work before it.  Without the focus of a plan to drive adoption, the implementation team was left to assess the poor performance and then attempt corrective action. But the corrective actions were too late because the window of hope and enthusiasm that empowers behavior change had closed. To regain momentum with a doubting and tentative sales force will now require double the effort to overcome their first negative encounter with the new process. What could have changed the outcome?

 

Behavior Change is Indispensable

 

The key to success of this project was not simply to change the CRM practices and selling behaviors of sales reps. The transformation needed to permeate the sales organization; changing the behaviors of sales executives and sales managers as well. Old habits die hard. Even though the new process was well-designed and the training was engaging, adoption foundered. Let’s look at the behavior gap:

 

Desired New Behaviors

Reps:

 

  • Follow the flow of the new process for every opportunity
  • Use the CRM system and job aids correctly to make progress towards exit criteria
  • Develop proficiency through repeated use and coaching

     

Managers:

 

  • Coach the reps to become adept at the new process
  • Use the job aids as teaching tools
  • Develop proficiency through repeated coaching

     

Executives:

 

  • Recognize, encourage and reward the new behaviors
  • Require compliance and accountability
  • Foster continuous improvements

     

The Adoption & Reinforcement Plan

 

The failed implementation had an intrinsic flaw. To their credit, the team had constructed an adoption and reinforcement plan, but they never convinced senior leadership to support it and take the initiative to make the activities a priority. Here are the key elements of the plan that could have guaranteed success:

 

1.  Email Status Update:

 

  • Content: Implementation news, success stories, featured job aids
  • Cadence: Weekly until Week 16, then bi-weekly
  • Leader: Executives and Managers (alternating weeks)

     

2.   Group Manager Call:

 

  • Content: Review live opportunities in progress
  • Cadence: Bi-weekly 60-minute call for 30 weeks
  • Participants: 5+ Sales Managers

     

3.   Team Deal Strategy Call:

 

  • Content: Sales managers and reps collaborate on live deals using job aids
  • Cadence: Weekly 30-minute call for 30 weeks
  • Leader: Sales Manager

     

4.   Reinforcement Team Call

 

  • Content: Deep dive into a specific tool or how to execute a stage in a live deal
  • Cadence: Bi-weekly 60-minute session for 30 weeks
  • Leader: Sales Manager

     

5.   Recorded Training

 

  • Content: Deep dive into a specific tool or how to execute a stage
  • Cadence: Bi-weekly 30-minute session for 30 weeks (alternates with #4 Team Call above)
  • Media: Web training; available on demand

     

6.   Day in the Life Of (DILO)

 

  • Content: In-depth observation of the application of the new tools and process
  • Cadence: Each rep participates once or twice during the 30 weeks
  • Participants: Sales rep daily routine is observed by executive, manager, or specialist

     

7.   Senior Leadership Call

 

  • Content: Recognition and visibility of the importance of the new process; success stories
  • Cadence: Bi-weekly for 10 weeks
  • Leader: Sales Leadership

     

8.   Manager: Rep Observations

 

  • Content: Sales manager participates in live sales calls to observe and coach
  • Cadence: Travel with 2 sales reps per week for 20 weeks
  • Leader: Sales Manager

     

This Reinforcement schedule involves the entire organization, it includes a variety of activities, and it engages through an assortment of communication vehicles to shine a sustained spotlight on the adoption of new process. The fatal flaw in the failed implementation was that the sales organization only made superficial attempts at #8 above and sporadic efforts at the other 7 elements. At the end of Week 2 the sales managers asked their reps, “So, is that new process working out okay?” Ouch!

 

Sadly, the tragic fate of this of this stillborn sales process could have been avoided. Accepting the passive resistance of the senior leaders doomed its adoption. Exposing them to the comprehensive plan outlined above would have earned their support and established a strong reinforcement cadence in those critical early days. The responsibility for the reinforcement of the process was never transferred from the implementation team to the sales leaders and managers.

 

To avoid a similar fate for your own sales process implementation, you should download the template of the Adoption and Reinforcement Schedule and be sure to gain commitment from all levels that it has a top priority.  I would like to hear about your own experiences and ideas, so please comment below. Implementing a new sales process offers a rare opportunity to take a quantum leap forward in sales effectiveness and realize the dream of predictably achieving revenue and margin goals. Reinforce!

 

If you would like to have an introductory meeting with me, we can spend our time evaluating your sales process.  Come see me at The Studio, SBI’s multimillion dollar, one-of-a-kind, state-of-the-art executive briefing center. In advance of the meeting we can secret shop your sales force and sit down with emerging best practices and review the gaps together. The Studio is a safe haven for learning and after just a few days clients leave with confidence and clarity on what they need to do to grow revenue and how to do it.

 

The Studio Executive Briefing Center

 

ABOUT THE AUTHOR

John Staples

Leads teams of highly qualified experts, all relentless in their pursuit of helping you make your number.

John is the global leader of SBI’s account management business unit. As such, he and his team help clients across 19 verticals drive top line growth and operational efficiency in sales and marketing.

 

John’s marketing, sales and product expertise span a multichannel strategic approach. He has an unyielding focus on strategic and key account development, which enables strategic alignment between all functional team members in order to reduce acquisition cost and increase lifetime value.

 

His broad experience in sales, marketing, product and engineering allows him to bring a unique problem solving approach to his team and clients. As he has discovered through decades of experience, clients are often distracted by the symptoms of a larger problem and overlook the root cause of it.

 

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