How To Introduce Change To Your Sales Team?

How To Introduce Change To Your Sales Team?

You may have this groundbreaking idea that will change your sales team’s systems, procedures or processes, but that doesn’t mean your team will share the same level of enthusiasm as you, at least initially. Humans tend to be resistant to change, and if you take introducing changes to your team lightly, it might lead to things going all over the place and tempers heating up like Austin on a summer afternoon. What is the most effective way to start changes in the way your team does things without pissing people off? Well, first of all, it doesn’t help to blindside your team. It has everything to do with effective communication, as Sam Wakefield explains further.

We are talking about an important topic, how to properly and improperly introduce new items, changes, systems, procedures, or anything like that to your sales team. This is a show specifically designed for sales leaders, sales trainers, managers, and owners. How do you introduce new stuff to your salespeople? What is going to be the most effective way? What is the way that’s going to piss them off basically? You don’t want to do that. You want to leave everybody with feeling good about changes, not being angry or upset when changes come along.

I’ve been doing a ton of private coaching. We’re taking people from zero to hero in a short amount of time. If your close rate is less than you would like it to be, if you are not selling the volume of sales that you want to be, let me know. We can talk about it and find out if private coaching is a good fit for you or not. I love it when I get new private coaching clients because everyone sees instant results and we deep dive right away. In this process, it’s different than going to maybe a sales course. You go to a week-long sales training somewhere and you sit in the classroom, you might role-play a little bit, but you’re going to hear somebody lecture and every single day they’re walking through the steps of the cell and all of that and you get this workbook, then what happens? You go home and you’re trying to implement the things you learned. If you’re like most people and me, there’s a fair amount of you that you go to these and then you go back and you’d go back right back into your ways or your numbers might stay up for a little while, but then it falls off because it’s all about implementation.

Success happens at the speed of implementation. Not only that, when you leave to go to a course or a seminar in sales training, you have to leave work. You can’t keep continuing to bring in revenue. When you do my coaching program, it’s stretched out across a period of time. What happens is we work on each step of the sale specifically, in-depth, and then your homework for the next week is to implement it. You get access to me to reach back. We can work through any rough places. By the time we get to the next week’s appointment, your homework is that week is to implement that one thing, and make it become part of your process.

It’s natural that it stays. It’s like we have the lecture. It’s interactive because we do video conferences. You have an entire week to implement until it becomes second nature that that’s the way you do it. Week after week, we’re building on the foundation of that previous step to the next step. All at the same time, we get to have that constant interaction. When you come across objections or you come across obstacles, you’re running up against the same wall in your daily process, we can talk about it throughout the week, but the number one thing you’re implementing and it’s becoming part of your process and it’s changing you in a way that’s going to be lasting results.

Most people that attend conferences or training or something like that, they see increased results for a little while, but then they drop back off. The clients that go through the coaching program, their results go up and stay up. That is the important part. I love to see people go from zero to hero and start crushing it in their market and then don’t come back down. It’s not a flash in the pan because it doesn’t matter how high you jump at these events. It’s how straight you walk when you land. We’ve got to implement what you learn and that’s doing a coaching program different than a course because you instantly are implementing as part of the process and we ingrain it to the level that you’re instantly next-level cells with each of those, so you become a rockstar.

That’s the coaching program. It’s different than anything else. The cool part is it’s priced to where one good sells and you’ve paid for it. Most people who go through the program have at least one good sell a week, an increase in their revenue. They’re making more money. It’s way more than worth it and it’s got a money-back guarantee. If this is something you’re interested in, reach out to me at This is not a shameless plug. I want to help you become better. I want to see you in my Hall of Fame. I’ve got a Wall of Champions that I’ve started with people on there that are one guy. This is August 19, 2020, and one of my clients, his first rookie year, should be crossing the $1 million mark and it’s only in mid-August 2020. That is what’s going on with the coaching program.

We are talking about how to effectively introduce new things to your sales team and pitfalls to avoid. Here’s what I have seen happen with a sales team, you have a new procedure that’s going to completely change the way the sales team operates through it’s going to be different with dispatching. It’s going to be different from their interaction, with the service technicians. At first glance, you don’t know what’s going on when it’s something new. It changes. Anytime we see change, we’re a bit resistant to it.

The scenario is the GM says, “We decided to start the process for a whole day, see what happened, and let’s find out what pain points we’re going to have and then talk about it the next day at the meeting.” I can guarantee you that is the fastest way to have a sales team coming in, angry, aggravated, frustrated, and having no idea what is going to be happening. No idea how to even follow these new procedures, because there was no training on it. There was no conversation about it beforehand. It was a matter of, “We’re starting this. Let’s see if you can figure it out.” The next day at the sales meeting, what happened? There was a big blow-up. Tempers were raised and it was a conversation that eventually calmed down, but it could have all been avoided.

Don’t do that. Raise your hand if you’ve done that in the past, but let me give you permission to change the way that you communicate. Crystal clear communication is wildly important, especially when you’re dealing with your comfort advisors, your project managers, and sales team, selling text and this goes for anything. It could be if you introduce new processes and procedures for your service technicians, for your selling texts, for your installation crews, the office, it doesn’t matter. Communication is crucial.

A much better way to avoid that would have been, “Let’s get together. Let’s talk about this. Here’s what the plan is. Here’s where we’re going to be moving. Here’s how to do it. Here’s how to handle these changes.” Will there be obstacles? Will there be speed bumps? Will there be hiccups? Yes, however, this is the direction the company wants to go. Let’s try it for 1 or 2 days and then meet again. We can discuss any friction points you’re having. If we need to modify or adjust some things, we can do that. I give you permission to come back with complete, open, and honest feedback of what you’re feeling, what your emotions are, what your concerns are, and what your thoughts are and we can work through it.

Change In Sales: When you give everyone permission to give their open, honest feedback, people won’t come back with tempers. They’ll come back with ideas.

That’s a much different conversation than the team getting blindsided with some changes and then talk about it after the fact. When you are setting up any types of changes in processes and procedures for your organization, keep that in mind. If you set the right expectations, it fixes many issues with anger. You don’t want your people to come back and be like, “Screw this. I quit.” That’s not necessary. It could have easily been avoided by communication ahead of time. Remember that when you want to implement something, have the conversation first.

It doesn’t have to be the conversation of, “If you don’t like it, we can make changes.” It doesn’t even have to be that. If you made a decision and you’re changing something, that’s fine. Change it. Do it, take forward momentum, and tell the team, “This is what we’re going to be doing.” If you don’t want to give them the option to come back with ways to fix it or make it better and you know you’re implementing something and how it’s going to be, that’s fine, but set up the right expectations to start with of, “Here’s what we’re going to be doing here. Let’s discuss how we’re going to handle it.”

Admit that there may be some hiccups and some learning curve getting used to the new process of the procedure, give everyone permission to make mistakes as they’re learning the new process or procedure, and then schedule a follow-up soon. Don’t wait until the next week or the next two weeks or whenever your next meeting is, schedule a special session follow-up soon after that’s implemented and give everyone full permission to come back with their full, open, honest feedback. Let them know that you’re not going to be upset or angry at what their feedback is, but make it a conversation. When you give everyone permission to give their open, honest feedback, people won’t come back with tempers, but they’ll come back with ideas, with buy-in, and conversation instead of being flared up and almost ready for a fight.

That’s the old way of managing. I don’t want your teams to get caught up in those types of anger moments because it’s not healthy. It’s not good for the morale of the company. It’s not good for the morale of the team or the owner. Over time, that builds animosity. That’s why you have high turnover in some companies because it’s being managed that way. If you’re that type of manager or owner, admit it. Raise your hand, suck it up buttercup, and learn how to communicate in this century.

In order to attract the right people that you want on your team, you’ve got to learn to communicate a bit better. That’s a handy way to do it. I hope this has been helpful for you because I know that there’s a lot of people who experienced this, it’s my way or the highway model of managing. That’s not the way successful managers run teams or organizations or successful owners run their companies in 2020 or in our society. There’s way too much going on in the world. There are way too much stress and tension going on in the world to treat key people in the dark and treat them like that. Let me urge you to do the right thing. Make communication changes if you need to. I hope this was helpful. It’s something that I see happen with the teams way too often and don’t want to see happen to yours.

If you’d like to know more about the coaching program, reach out to me. If you haven’t joined the Facebook group, go to There’s a link right on there to join the Facebook group. This is 2020. We are living in COVID land, no end in sight, but we are getting back to normal life. What we’re seeing and I hope you’re seeing is everyone needs air conditioning this time of year. This episode was specifically a shout-out to Australia and New Zealand. Reach out to me. Shoot me a message. I would love to chat with you about your market down there and what you’re seeing in the marketplace in Australia and New Zealand. Everybody out there in Close It Now Land, I will talk to you again soon.

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