During times of organizational change, Richardson guides clients in building a consistent set of messages, customized based on the target audiences.

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Click here to download our article "Front Line Manager as Change Agent" that discusses how a sales manager’s active involvement in sales training increases the likelihood of salespeople initiating, engaging, and sustaining new selling behaviors over time. 

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During Times of Organizational Change Salespeople and Managers Want to be Kept “In The Loop” 


The first step in any major initiative is to build awareness of the change among key target audiences.  Consistent, accurate, and timely communication is often cited as one of the key factors in successful sales force effectiveness and sales training initiatives.  Salespeople and Managers want to be kept “in the loop” and understand how the company, their customers, and they themselves will benefit from the initiatives.

Defining critical activities in sales effectiveness


Building a Consistent Message During Times of Organizational Change

Richardson guides our clients in building a consistent set of core messages that can be customized across diverse audiences.  The principles we adhere to are simple but important:

  • Explain the “big picture” – Trust that your people will “get it.”  Provide them with the data that the executives look at, supply them with trends shaping the industry and competitive landscape, give them time to absorb and ask questions, and, most importantly, trust them.
  • Define “what’s in it for me?” – People act consistently with their self-interest and that is why it is so important to engage their self-interest in support of initiatives.  Taking the time to really understand people and what motivates them, both individually and as a group, allows you to tailor you messages for deeper, more meaningful resonance.
  • Prepare managers – Salespeople pay attention to what their customers and their manager pay attention to.  It is critical to fully brief sales managers on strategic initiatives, the rationale behind those programs, what is expected of their teams, and what their teams can expect from sales executives.  Managers are crucial to translating the “big picture” shared by the executives into what it actually means on a day-to-day basis for salespeople.  
  • Listen, carefully – It is also important to remember that communication is a “two-way street.”  Executives and managers will probably have a great deal to say about the sales force effectiveness and sales training initiatives.  It is also their responsibility to actively listen to the needs, concerns, and ideas of their teams.


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