When organisations decide to make changes in their sales department, it’s usually because of unsatisfactory results with a sales team not performing according to expectations. Getting significantly better results depends on the approach and execution.
The moment you are ready to make the foreseen (dramatic) changes in your organisation, you need to be aware that things might worsen at the beginning before they improve. This development, caused by the way people react to change, can be described as the J-factor. So, what is the J-factor?
When we draw the letter “J”, we start at a lower point. We then draw our line downward and then upwards toward a higher-end than where we started initially.
When making changes within your sales team, the same line is often applicable in a metaphorical sense. The chances are that the atmosphere in the team might deteriorate over some time before improving.
This situation has to do with how humans react to change. People can be very reluctant to embrace this change. Why? Because adaptation often takes them out of their comfort zone, makes them insecure, and the outcome could seem unpredictable to them.
As a business leader, it’s essential to realise this. What helps here is a great deal of courage and empathy. Empathy to understand your people’s emotions and courage to execute your decisions, even when it hurts. For the sake of your organisation.
What is needed to make your project a success?
First of all, be transparent when informing people what the changes will be and why. This openness will nurture their understanding of the situation.
Formulate how the actions will impact the people concerned.
Develop and implement a communication strategy.
Offer help in coping with the changes. Example: self-development, relocation.
Define milestones and keep people informed and engaged.
Measure and share results.
Be positive. A negative attitude will create a negative impact.
Make sure that your management team is on board, engaged and supportive of the process. Doing so avoids alliances formed between involved employees and managers, undermining the operation and the outcome.
One example a CEO shared with me years ago was the following success story: He started a project to re-organise the company he joined from a money-bleeding organisation to a profitable business.
After initiating his project to save the organisation, he held a meeting with all employees every month to inform them about the progress. At this meeting, he served one drink: coffee, tea, beer or wine in a disposable cup—no fancy glasses. He did this to make clear that the situation was challenging. At the same time, he encouraged his employees to develop and propose ideas to help improve the results. Within two years, the organisation changed from a financial struggle to a double-digit growth company.
My question was: did you continue with your information-sharing meetings? “Yes,” he said, “I learned how important it is to inform people during bad and good times”. “Information keeps them engaged”. He continued, “I still serve a drink in a disposable cup during our meetings so that people don’t forget where we came from!”.
My conclusion: when you need to make changes, don’t procrastinate. Have a plan, have the courage to make these changes, but do show empathy.
Backtracking on your decision because of resistance is not an option.
Most people will understand!
Do you have a situation where the J-factor might apply and you want to know more? Contact me here, or call me at +31 (0)642713033.
