WEBVTT

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And regardless of the change, we
should always be reflecting on our jobs and

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asking ourselves what about this job is
giving me energy? And what about this

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job is taking my energy away?
You're listening to the Audible Ready Podcast,

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the show that helps you and your
teams sell more faster. We'll feature sales

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leaders sharing their best insights on how
to create a sales engine that helps you

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fuel repeatable revenue growth, presented by
the team at Force Management, a leader

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in B to B sales effectiveness.
Let's get started. Hello and welcome to

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the Audible Ready Sales Podcast. I'm
Rachel club Miller. Today we are going

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to talk about some challenges you may
be faced with internally in your organization.

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John Kaplan joins me for the conversation
today. Hi John, Hi Rachel,

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how are you good? Good so
John? This topic came from some of

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the reps in our Ascender and Force
Management network. We know that the leadership

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you have is credical to your success. But what do you need to do

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if there's a change in your leadership? How do you handle it? So

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that's what we're talking about today.
John. Let's start with the basics.

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If you have a leadership change,
First you want to know their stance,

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so to speak, and you want
to make sure you're aligned with that leadership.

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Your action steps to make sure you
are aligned with the new leadership as

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it relates to what you need to
do well. I think the first thing

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we need to do is just a
couple of levels sets. Change is inevitable

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and we as humans are hard wired
to resist the change. So I would

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first ask how do I typically handle
change? And I open minded and my

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closed minded, and I need to
be honest with myself. So this can

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help with your response to the change
and with your leadership. Listen for the

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why or the purpose of the change
and see if you can emotionally connect to

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it. Leaders should know that when
people emotionally connect to a why, the

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what and the how are easier.
And also you should listen for expected outcomes

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before you get caught up in the
task to get there. Oh that's good.

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Listen for those expected outcomes and understand
the why. I mean, how

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many times have we been in roles
or we're thinking I just don't understand why

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I'm doing us right right right?
That's an issue and I know some of

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you out there listening maybe dealing with
this right Now your job seems fine,

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you're staying in your current role,
but there's a lot of shuffling going around

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you. So John, here's my
next question. How do you find your

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footing or make sure you maintain your
focus when teams are getting restructured. Well,

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this might sound like really obvious,
but the first thing you got to

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do is focus on what you can
control. And if your assignment is unchanged,

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then you already know what to do. You got to deliver it.

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Gets your plan, don't get overly
caught up in changes that don't affect you.

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Then understand that changes, but stay
focused on delivering your plan. That's

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good. I know it seems obvious, but sometimes when we're in the middle

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of it, it's good to hear
the bullet point. So here's another common

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one, John, as it relates
to changing leadership. You have a new

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sales leader or a new sales manager
come in with. It's somebody whom you're

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not familiar with, and they have
a new way of doing things. They

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want a new way of doing things. They're pushing you to do things you

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haven't done before. It maybe for
the better. It could be some administrative

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things, maybe some things you find
cumbersome. What are some tips to adapt

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to new sales styles imposed by new
leaderships while still making it your own and

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keeping your own focus. I think
this is a really good question. So,

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I mean, the first thing I
would do with a new leader over

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me would be to reach out to
them and get proactive and do that as

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soon as possible, And maybe my
message would be how can I help you

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in your new role? I think
this is a really really uncommon way of

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thinking about it. When you get
a new leader, most of the initial

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meetings for that new leader, you
know, they're all about what's not working

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and what needs to be fixed and
why people aren't happy. So what if

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you shared with the new leader what
you think is working well and what you

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like most about your job. Although
this is rare, I've really valued people

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that have done this for me when
I took over new teams. It's a

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great way to establish early trust with
a new leader, and then down the

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road, if there are things that
you're being asked to do that are either

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you don't understand or are not adding
value to you, it's easier to have

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that conversation with the new leader because
you've already kind of built that trust,

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And at the end of the day, every new leader is going to bring

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something new to a team, so
you might be the person who helps them

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figure out how to make sure the
team feels like it being done for them

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and not to them. Yep,
for them and not to them. So

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John, next question, what if
the changes in leadership are outside a sales

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organization, but they still impact you. How can you leverage your own leaders

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and managers when there are changes in
departments like product or marketing. Well,

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I think great companies should have great
communication plans, and these communication plans should

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have clear connections to what any changes
will mean for the individual. But if

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it's not clear for you, then
you've got to ask. I think at

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the end of the day, great
companies strive to align around the knowledge and

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skills required for sellers to be able
to deliver great answers to the four essential

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questions that you hear us talking about
all the time. What problems do we

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solve for our customers, how specifically
do we solve them, how do we

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solve them differently or better than others? And where have we done it before?

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Changes are either helping you get better
with these answers or they're not.

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Yeah, so I think as we
rapture John, for whatever reason you mentioned

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to it, you mentioned it earlier. Changes around you are going to happen.

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Sometimes they may be drastic enough to
make you leave, and that's certainly

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valid. There are good reasons for
leaving companies. But if that's not your

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reality and you are there for the
longer haul, you want to stick around,

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what's your bottom line for those people? Well, again, change is

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inevitable and we as humans are hard
wired to resist it. So focus on

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understanding the why of the change,
and it's going to be easier for you.

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The what and the how become easier, and regardless of the change,

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we should always be reflecting on our
jobs and asking ourselves what about this job

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is giving me energy? And what
about this job is taking my energy away?

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So whether you stay in a job
or go to a different job,

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you have to understand this about yourself. History has a way of repeating itself.

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Lastly, this is a great podcast
for leaders to listen to. There

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are always changes in organizations and it's
your responsibility to help your people understand them,

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get out in front of it as
best you can. People have a

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tendency to evaluate change one of two
ways. It's either being dot to me

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or for me. Focus on for
me for me. All right, that's

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it. Thank you, John,
You're welcome, and thank you to all

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of you for listening to the Audible
Ready Sales Podcast. Before you click off

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or click next, be sure to
check out our platform as sender. We

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have some great things going on there. You can get your deal questions asked

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in our community. We're in the
middle of a great selling to the c

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Suite series. You can watch the
replace of those. Be sure to check

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it out my dot asender dot com. At Force Management, we're focused on

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transforming sales organizations into elite teams.
Are proven methodologies, deliver programs that build

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company alignment and fuel repeatable revenue growth. Give your teams the ability to execute

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the growth strategy at the point of
sale. Our strength is our experience.

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The proof is in our results.
Let's get started. Visit us at force

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management dot com. You've been listening
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next time.