A common mistake many organizations make is to move current resources into new markets or overhauled roles without a well-defined implementation strategy. If you position resources where potential exist, results will come. Or will they? This strategy may yield results, but what are you leaving on the table? Also, if you make major role changes and leave the existing talent in the roles, it may be a mistake. When redesigning the structure of a sales role, you change the competencies necessary for that position. Internal talent needs to be reevaluated and their strengths should be aligned with the competencies required for the new roles.  If internal talent does not possess the required skills you should look outside the organization.

 

How do you execute a major structure change?

 

  • Set a vision for the role
  • Create comprehensive job descriptions
  • Calculate headcount requirements
  • Determine role competencies
  • Develop scorecards and performance dashboards
  • Develop an onboarding plan
  • Recruit the talent
  • Onboard talent
  • Train and coach talent
  • Provide a world class support structure
  • Audit results and make required changes

 

Resist the urge to take the easy path and select current resources based on availability and geographic proximity. Although less time consuming, you won’t see the desired results and will end up spending more time fixing the problem you caused.

 

Plan for Change Management 

Anytime you make a structure change there is going to be some anxiety within the organization. People will wonder is this is just another initiative that will soon pass or be fearful that the change could impact their livelihood. It is important that you have a clear vision for the change that is communicated consistently across the organization by the Executive team. Gain field support by empowering influencers and start to document wins to drive momentum. If a structure change is part of your future Go to Market Strategy, ensure you have an exhaustive plan to ensure long-term success.

 

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ABOUT THE AUTHOR

Scott Gruher

Orchestrates and designs the perfect project strategy, one engagement at a time, to ensure that every SBI client makes their number.

Scott joined SBI in 2010 with years of hands-on experience in sales leadership and enterprise selling. Since his arrival, he has helped dozens of organizations dramatically accelerate growth, from Fortune 10 organizations like Phillips 66 to fast-growing cloud service organizations like InfusionSoft. Scott specializes in cross-functional alignment. He helps leaders align around the growth goal and design the right processes to bring the strategy to life. His unique combination of real world experience and a pragmatic approach to problem solving have made him one of SBI’s most demanded resources.

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