Building consensus
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The document provides guidance on implementing strategic directives with no additional resources by building consensus through a team-based approach. It recommends (1) forming workgroups to develop solutions, (2) creating measurable goals and action plans, and (3) regularly reviewing progress. An example outlines setting a 15% sales increase goal and dividing responsibilities to find more opportunities and larger deals through specific actions like increasing customer visits. The process aims to achieve impossible-seeming goals by engaging employees and tracking progress.
Building consensus
- 1. Building Consensus Implementing management directives the right way.
- 2. Scenario • You have just received an important strategic plan that needs to be deployed • Your management has asked you to increase your sales productivity globally by 15% • No additional investments are budgeted. • No marketing • No head-count • How is this even possible?
- 3. Build a team • Goals that seem impossible are made possible by working as a team and by breaking the daunting goal into smaller, more manageable tasks • Understand the change process • Spread the risk over a group. Most are change and risk averse, but will be more open to risks if they are performed in a group • Reward risk. Develop a reward structure that provides sufficient upside • Create leaders/beacons. Identify the agents of change (champions) and invite them to help you build the strategy
- 4. Framing the challenge • Assist your core team to understand the current state. • Example: • Currently, 23 people are on the sales team, creating about $49 Million in annual revenue • Each person brings in approximately $2.3 Million in revenue ($191k per month) • Current close rate is 40% • $477k opportunity funnel required per month • Set the basic objectives to drive success. • Example: • A 15% increase in productivity would require each sales person to have a $548k monthly opportunity funnel (a $71k increase) • More opportunities are needed AND/OR larger opportunism are needed
- 5. Working toward a solution • Create team leaders that will lead solution workgroups • Develop 2-3 impactful problem statements: • “How can we find more opportunities?” • “How can we increase the average opportunity size?” • “How can we increase salespeople’s time with customers?” • Once established each workgroup will manage the transformational process: • Create an action plan to achieve their goal • Create the KPIs (key performance indicators) to measure progress (or lack of progress) • Review KPIs and action plans with regular cadence • Each team is responsible to deliver on their specific goal-result
- 6. Process of Change in Action KPI Owner JOP 2014 Goal Mar April May June July August 1.50 1.60 1.65 1.70 1.75 1.80 1.45 1.27 1.42 1.56 1.72 2.31 Increase funnel size 1.45x 2,2x 1. Goals - Grow number of opportunities by 15% 1 Develop prospecting culture 2 Approach 5 new customers per week. 20 per month 3 Add 4 new additional opportuntities per month 4 Increase face to face customer visits from 4.7 to 6 per week Example: KPI Opportunity Funnel growth Goals and actions to drive growth Monthly Tracking
- 7. Summary • People will achieve what they believe in • The team will rally around goals and actions that they had a part in creating • Building consensus creates followership and commitment • Process ensures the deployment and tracking of goals and actions