agents_of_change

 

A CEO wants a team equipped to win deals and make the number. If they aren’t winning, then the CEO needs a team to fix the problem. This article outlines the characteristics of the right team of problem solvers.

 

The Consultant Selection Scorecard will assist the effort. The 35 point checklist focuses on the critical success criteria. Whether you are evaluating an internal or external team, the tool is a must.

 

Not making the number can have a multitude of causes. You can’t rule out the possibility your executive team is the problem. But usually the team in place is gifted. They are groomed specialists equipped to excel in their area of focus. To pull them away from the day-to-day can make matters worse. To keep them focused, you need to look for a different set of skills.

 

Skills that are unique to agents of change

 

The Change Agent
Internal or outsourced salesforce effectiveness groups are agents of change. Here are four characteristics the good ones.

 

  • Know how. Good problem solvers are subject matter experts. They are experience-based practitioners with a proven track record of successful change.
  • Bandwidth. Some companies have dedicated internal teams such as GE’s Corporate Audit Staff. Other companies need to select an outsourced solution. You need a team that is devoted to nothing else except fixing problems.
  • Motivation. A change agent typically has a “high risk, high reward” mindset. They effect change in spite of company politics or the status quo. Their performance is compensated by the change they make.
  • Actualization. Marketing thrives on branding and lead generation. Sales thrives on winning deals. Agents of change find fulfillment in fixing problems.

     

6 Key Attributes of The Problem Solver

When reviewing a solution, the following attributes need to be considered.  The Consultant Selection Scorecard breaks these down into more detail.

 

  • High quality proposed solution. Canned solutions end up where they started: on the shelf. Tailored solutions result in meeting your objectives and making the number.
  • History of performance. Good firms or teams achieve results. They demonstrate composure under pressure and a track record of success.
  • Qualified at what they do. Experienced-based problem solvers are the most effective. Tools and methods that are built are proven to have worked in the past.
  • Effective approach. The problem solver should be agile. Constantly refining their end product through research, trial, and error.
  • Relationship builder. Cultural fit is critical to the solution adoption. The good firms are enthusiastic about helping you.
  • Focused. They understand your goals and objectives. They ask questions that are relevant and focused on change.

 

If you need to correct course to make the number, you need a team of problem solvers. The Consultant Selection Scorecard will assist the effort. The 35 point checklist focuses on the critical success criteria. Whether you are evaluating an internal or external team, the tool is a must.

ABOUT THE AUTHOR

Dan Bernoske

Go-to Market Innovator
Learn more about Dan Bernoske >

Prior to SBI, Dan held business development, sales, and product management leadership positions at several start-up companies, developing Apple iOS platforms and E-Commerce-based social networks. Most notably, Dan was co-founder of Video Lantern, an online video advertising sales and operations firm. He is Six Sigma certified from GE.

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