In this 5:44 video, Keith Rzucidlo emphasizes the importance of bringing data to the table and highlighting the risks of staying stagnant. He also talks about transitioning to a strategic selling approach, highlighting the importance of coaching, leadership development, reflection, and setting expectations for coaching time to optimize sales team performance and prioritize high-value activities.
Keith Rzucidlo, the Vice President of Sales at Miller Electric Manufacturing Co., discusses the challenge of getting buy-in on a new vision from a successful sales force, emphasizing the importance of bringing data to the table and highlighting changing market trends and customer needs.
He explains the importance of framing the vision in a way that resonates with the organization and getting leaders equipped to coach and support their teams. He suggests the addition of resources and tools to allow for more coaching time and support between sales managers and their team members.
- Getting buy-in on a new vision requires bringing data to the table and highlighting changing market trends.
- Focusing on the potential loss and risk of staying stagnant can be more effective than solely emphasizing growth.
- Equipping leaders to coach and support their teams is crucial for success.
- Adding resources and managing a span of control can create more time for coaching and support.
- Ongoing reflection and level-setting help ensure that coaching remains a priority.
Summary Video Article:
Title: The Art of Getting Buy-In: A Journey of Vision and Transformation
Byline: By sales leadership and coaching experts Colleen Stanley and Steven Rosen with their guest speaker Keith Rzucidlo, Vice President of Sales at Miller Electric
In today’s rapidly changing business landscape, organizations often face the challenge of getting buy-in from their employees when implementing a new vision or strategy. In a recent Sales Leadership Awakening podcast episode, Steven Rosen and Colleen Stanley, with their guest speaker Keith Rzucildo, Vice President of Sales at Miller Electric, delve into the experiences of a seasoned leader who successfully navigated the complexities of gaining buy-in for a new vision within his organization.
Acknowledging the Need for Change
“We had a sales force that was highly successful… to come up with a vision and tell them that we need to do some things differently here when they’ve been highly successful, you can imagine how that goes over.” – Keith Rzucidlo
The first challenge in gaining buy-in for a new vision is acknowledging the need for change. In this case, the organization had a long-tenured sales force that had achieved significant success. Convincing them that change was necessary required to present them with data and macro trends highlighting the changing market dynamics and the increasing need for customer value. By framing the need for change as a response to potential loss rather than just a desire for growth, the leader could tap into the psychological aspect of human behavior. People are more likely to respond to the fear of losing something they already have rather than the promise of something new. This approach helped the organization’s sales force understand the urgency and importance of embracing the new vision.
Framing the Vision
“We’re going from a manufacturer’s rep to a strategic selling organization… This has no sales process. This has a repeatable process that we believe brings extreme value, will win faster, we’ll win more often, etc.” – Keith Rzucidlo
Once the need for change is acknowledged, it is crucial to effectively communicate the new vision to the team. In this case, the organization transitioned from a manufacturer’s representative to a strategic selling organization. The leader emphasized the shift from a reactive approach to a proactive one, highlighting the importance of having a repeatable sales process that brings value to customers. By clearly articulating the benefits of the new vision, such as winning faster and more often, the leader could paint a compelling picture of the future. This helped the team understand the direction they needed to take and the value they could bring to customers.
Equipping Leaders for Success
“We really focused on coaching our leaders, ensuring that they’re equipped to coach, ensuring that they understand what leadership means in our organization… What does authentic leadership mean to us in our culture, our values?”- Keith Rzucidlo
A critical aspect of gaining buy-in for a new vision is ensuring that leaders can guide their teams through the transformation. In this case, the organization invested in coaching its leaders and helping them understand the true meaning of leadership within its culture and values. Authentic leadership was emphasized as a key component of success. By providing leaders with the necessary tools and support, the organization enabled them to effectively coach their teams and navigate the challenges of the transformation. This investment in leadership development was crucial in gaining buy-in from the entire organization.
Creating Time and Space for Coaching
“We had to take a step back… and reflect on a yearly basis… where are we missing the boat relative to what we said we were going to do and how do we then create the time and the energy to be put into that high-value activity?” – Keith Rzucidlo
Coaching plays a vital role in driving the success of any transformation. However, in many organizations, sales managers often find themselves caught up in firefighting and day-to-day operational tasks, leaving little time for coaching. Recognizing this challenge, the organization took a step back and reflected on its priorities. It acknowledged the need to create time and space for coaching, which was identified as a high-value activity. By setting clear expectations and allowing sales managers to spend over 50% of their time coaching, the organization prioritized the development and growth of its sales force. This commitment to coaching and reflection helped drive the success of the transformation.
The journey of gaining buy-in for a new vision has its challenges. However, by acknowledging the need for change, framing the vision effectively, equipping leaders for success, and creating time for coaching, organizations can overcome these challenges and set themselves on a path of growth and transformation. The implications of this journey are far-reaching. By embracing change and adapting to the evolving market dynamics, organizations can stay ahead of the competition and deliver greater value to their customers. Investing in leadership development and coaching ensures that leaders can guide their teams through the transformation and drive success. This, in turn, leads to a more engaged and motivated sales force, resulting in increased productivity and revenue growth.
Gaining buy-in for a new vision is a journey that requires careful planning, effective communication, and a commitment to coaching and development. By leveraging data, storytelling, and focusing on potential loss, organizations can rally their teams and set them on a path of growth and transformation. Equipping leaders with the necessary tools and support and creating time and space for coaching are crucial steps in driving the success of the transformation. As organizations continue to navigate the ever-changing business landscape, the ability to gain buy-in for new visions and strategies will be a key differentiator. By embracing the lessons from this journey, organizations can position themselves for success and thrive in uncertainty.