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Sales Leaders get nervous about board or CEO driven reorganization.  How will they fit into the plan?  But in reality, during a reorg there are winners and losers.  This post is about winning during a reorg.

 

Here are questions the board and CEO ask when planning a reorg:

 

  • How do we best bring the corporate strategy to life?
  • Should we have one leader over Sales & Marketing?
  • How do we optimize sales spend?
  • What roles need to be eliminated or created?
  • Which new products should we introduce?
  • Should we organize around acquisition growth or grow organically?

     

Companies reorganize for a number of reasons.  Sometimes it is a pure efficiency play.  Other times it is required to better serve the market.  It could be to enable a new corporate strategic direction. 

 

In all scenarios, great leadership is required to guide the ship.  How can you ensure you are viewed as the sales leader for the future?  One way is to get into the mind of those that make the decisions.

 

Is a reorg coming soon?  The Become the Obvious Choice tool will improve your position for the next inevitable reorg.  Don’t wait until it happens.  It will be too late.  The tool provides a quick 360 degree assessment of your current position.  This information will help you make improvements to keep your hard earned role.

 

Indicators a VP of Sales Will Flourish During a Reorg:

 

  1. Recruit and Develop A players – every reorg requires significant talent considerations.  Both recruiting new talent and developing existing talent for new roles.  As a leader, nothing is more important than these two skills. When people think of you, do they think of great hiring and development?
  2. Change Driver – it isn’t enough to be agile with change.  You need to drive it.  When determining if the right leader for the new sales org, change is a key driver.  If the leader can’t drive change, how will the team ever change?  Unfortunately, some sales leaders are too engrained in the past. They just can’t make the transition.  Are you one of them?
  3. Consistent Performance – contrary to popular belief, it isn’t all about what you have done lately.  Consistent performance is much more important.  One great year could be a fluke, so don’t hang your hat on it.  For example, which sales rep would you rather hire?
    1. The one who hit 150% of quota last year, but averaged 80% the 3 years prior
    2. Or the rep who consistently achieves between 100-120% of quota
  4. Process Driven – strong process adherence mitigates the potential disruption of a reorg.  The clarity process provides, ensures execution is consistent.  Leaders who are process driven outperform those that are not.  If you believe sales is purely an art, you are in trouble.
  5. Internal Network Strength – who you know is more important than what you know.  Those with strong networks aren’t concerned about a reorg.  They are confident, because their network lifts them up.  Even if they do get laid off, they know they will land softly.
  6. Buyer Focused – everything you do starts and ends with the buyer.  You don’t talk about product.  You solve market problems for your buyers.  You win because you know your customers better than anyone else.  This equates to differentiation that is hard to match.

     

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If you are strong in these 6 areas, you should thrive during a reorg.  People internally will fight for you.  You will keep what you have worked so hard to achieve.  If you aren’t confident about each, use the tool to prioritize improving them.  

 

 

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.
Learn more about Scott Gruher >

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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