Session 6. Master of Change
Our industry is ever changing and our business model is state-of-the-art and pioneering unchartered territory. Furthermore, we are a growth-oriented company. What does that mean? It means that change will be constant – interestingly, this isn’t just unique to Palmetto, but every business.
The biggest and most challenging task of a manager is to prepare the sales team for the constantly changing marketplace. "Every organization," says Peter Drucker, "has to prepare for the abandonment of everything it does." Great sales managers are the arch role model for change. Business is never a straight series of predictable evolutions that will produce a happy, boldface chart pointing north.
Today's business is the result of uncontrollable, unpredictable eruptions of simultaneous financial, technological and economic revolutions. The ideal manager will calmly face chaos, enthusiastically embrace change, and always adjust to whatever tough challenges lie ahead.
How in-tune are you with your Company’s business model?
Do you understand the dynamics that cause shifts?
What dynamics are in your control?
What dynamics are out of your control?
How do you manage those risks and opportunities?
Are you flexible and willing to adapt planning?
Can you draw upon previous discussions related to EQ (Emotional Intelligence) and Rhythmic Triangle of Success?
REAL LIFE EXAMPLE:
Graham is the CEO of a Company that is growing at a break-neck pace of 600% year-on-year growth. The pace is so stupendous that the Company is facing continual organization chart adjustments, process overhauls and upgrading of leadership. While several employees enjoy the growth, very few understand the dynamics of the growth rate. (Most employees have been with slower growing organizations that may expand 25% per year and, therefore, haven’t had the experience of constant change). Thus, employees find it unsettling and are often ‘concerned for their job’ as they look to protect respective their position in the Company. The most successful employees in the Company have embraced the constant change and have found self-confidence in their ability to scale with the organization.
QUESTIONS TO DISCUSS:
1. How can Graham better align culture to ‘Constant Change’?
2. How can employees and management communicate growth as a positive development while helping alleviate and improve employee morale?
3. How can Graham build a ‘Master of Change’ mentality in his organization?