How many times have you heard the term “sales transformation” and thought it’s just consultant speak? Or an ideal that’s impossible amidst your team’s never-ending hustle to make the number?
If you are a seasoned sales leader, you’ve probably lived through all kinds of disruptive forces. Mergers and acquisitions, business model changes, new competitors, and leadership or rep turnover. These factors can render your sales strategy, process, selling skills, or organization structure obsolete (or dated at best).
While many sales leaders recognize that a transformational change is in order for one or more of these areas, actually executing it feels like changing the tires on a car that’s moving fast. But what’s the tradeoff? Would you rather change the tires now for future performance gains or skip it and risk a high-speed blowout on your sales team?
NASCAR pit crews change tires and re-fuel multiple times over 200-400 laps to give their racer the necessities to win. We recommend a similar, sequenced approach to prioritize and execute sales initiatives across a transformation journey.