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[Music] thank you excellent perfect thank you so much for the introduction and um welcome everybody to the webinar as she mentioned our topic for the next hour is revenue engineering a non-technical workshop on creating a CRM sales ready process this is actually a shortened version of a four hour Workshop we've done in the past and that is even a more shortened version than what we would normally take about one to five weeks to deliver for clients so we're going to be moving pretty quickly today to try to give you everything we can in just one hour the sales teams of today are likely facing the toughest buyer audience in the history of selling buyers are able to serve self-serve by gathering a wealth of information about a company and its products or Services before they even have to think about reaching out to a salesperson for assistance that feels a little bit like a sneak attack right but when that Prospect or customer does reach out they're expecting a wow experience from start to finish your organization needs to already understand what your prospect actually wants to talk about at the beginning middle and end of the buying journey and throughout the longer customer life cycle did you know that sales people spend just one third of their day actually talking to prospects they spend 20 21 of their Day writing emails 17 entering data into various tools another 17 prospecting and researching leads 12 going to internal meetings and 12 scheduling calls given the precious few hours a day these folks actually get to sell let's take a few moments to consider what a lack of structure might do to their day consider your own day for just a moment how many items are on your to-do list how do you know what order to do them in how many times are you interrupted by leadership your peers your direct reports your customers you know as well as many others if you don't plan to run your day your day will run you so apply that premise to a rookie salesperson who may still be learning the ropes of your industry your products your technology who may also not be as disciplined with how they approach their day or the seasoned salesperson who has gotten comfortable with methods that may have worked a decade ago but isn't keeping up with new approaches to reaching customers or with new technology scary right we ultimately want to maximize the salesperson's day engage them in conversations not only with the leadership team but also with their peers and ultimately better serve the Prospect and customer based on the study by Salesforce the stats look good but you have to be ready as an organization for the effort implementing a sales process is going to require in some cases you'll be looking at business process change some technology change the human capacity for Change and possibly some change in personnel as a result of all the other change so make sure your team is ready this webinar will share ways to get the team engaged early keep it engaged throughout the implementation process and Empower it to deploy process successfully as a team my name is Tricia desso Cox and I'm the managing director of C5 Insight we're a partner out of North Carolina that specializes in both Dynamics 365 and Microsoft 365 tools like SharePoint and teams the intersection of people and process is my sweet spot and I love a good business problem to solve continuous incremental Improvement that keeps the human capacity for change in perspective is my Mantra I love what I do in the clients and colleagues I get to do it with and I'm hoping to share some of the things that make for a successful technology enabled sales process with you today our agenda for um the next little bit is going to focus on five major categories the first being personas and journey Maps next we're going to dive into some process mapping and then mapping that process over with some technology blueprinting and then we're going to transition over to peer accountability and process Improvement which really is focusing on measuring and then we'll wrap up our session today with some culture and change management principles in order to truly understand a prospect or customer we must first spend a great deal of time listening some of the listening is literal it happens via phone calls emails and face-to-face meetings however we can do a great deal of listening by collecting additional bits of information about our prospects and customers a recent HubSpot research survey of salespeople revealed more than half rely on their peers to get tips for improving 44 looked to their manager 35 percent to team training resources and 24 to Media so in order to have an early impact on your team's ability to accept the change in its overall adoption of sales process plan to engage the entire team in the process of Designing the process so what does that look like take a moment to think about who is involved in the sales process in your organization does it involve field sales distribution Partners inside sales engineering product design managers Executives technology teams account managers national accounts how do each of them contribute to the sales process what do each of them want to get out of the sales process how do you need to take their individual personas into account for example Engineers they're highly process driven they're usually technically strong and they like details your sales team on the other hand is more relationally driven inpatient with technology sometimes and when by sometimes going out of bounds and they want to spend as little time entering data as possible your technology team is super patient with technology but can be impatient with people and then your management and finance folks want metrics and as much data as possible once you have the correct participants assembled it's time to get them engaged we usually do these sessions with small audiences in much longer meetings and we use a variety of tools to share ideas generate discussion establish consensus and prioritize next steps one particular method revolves around the usage of personas personas are the characters characterization of a prospect or customer who represent a segment of your target audience they include demographic details like gender generation position or job title and physical location they also contain psychosocial aspects like who or what am I influenced by what competes for my attention things I might think or feel or what might cause me to become disengaged you'll want to begin exploring personas simply by brainstorming a list of the possible ones you may encounter prioritizing them and then diving Deeper by engaging your team and analyzing each one using tools like empathy Maps influencer diagrams and Persona profile sheets getting clear definition on the variety of personas this sales team may interact with is important to ensure your team is approaching that particular Persona in the way that best suits it trying to reach a more seasoned buyer who prefers face-to-face meetings or phone calls via a method like email or text is likely going to lead to a closed door more and more often sales people are facing committee style purchasing where more than one Persona may come into play when it comes to influencing and decision making a recent HubSpot study showed that while 64 percent of the c-suite has final sign off on a pending deal 81 percent of employees not in the c-suite influence purchasing decisions let's examine each tool an empathy map is designed to help you visualize a persona's emotional characteristics like positive and negative influences pain points goals thoughts feelings and things they might say in the center drawing an influencer diagram can help you think about situations where different personas influence each other in various ways and where you perhaps would like to influence the situation yourself imagine a situation where your sales team is up against committee purchasing it would be nice going into that situation if your team had a basic understanding of the Dynamics of the relationships between the key roles on the committee by taking some time to explore this concept your team is better positioned to help ease friction facilitate conversations preempt a line of questioning that is likely to occur and proactively provide information each role is going to need to convince the others to move forward with the purchase finally on the right hand side the pro the Persona profile sheet is the aggregation of all the information you've gathered using the tools we've discussed thus far it is the final resting place for all the data you've gathered about each Persona that the team can refer to as needed if at any point moving forward the team needs to ask what would Persona X do or say or feel the Persona profile sheet is the tool to provide the necessary gut check exclusionary personas are equally as important to identify and they're exactly what they sound like folks you want to weed out of the prospect qualification process as quickly as possible it's likely not necessary to outline all of the exclusionary personas your team might encounter however if there are a handful that you see time and time again it may be helpful to have these front and center as a reminder to disqualify a prospect a little sooner than some of the optimists on your team might ordinarily do customer's journey is the sum of all the experiences he or she has while interacting with a company or brand and most of the time it starts before you ever even hear from them they're gathering information via your website what they read in Industry Publications or via web reviews and their interactions on LinkedIn or other social media platforms or what they've heard from their peers unfortunately the sales team doesn't always have a lot of control over what's getting published across those platforms so it is critical to deliver a stellar customer experience from the moment interaction begins and to carry that through the entire buying process culminating in a seamless handoff to any post sales activities that may occur a customer Journey map is a visual representation of the interactions your prospects and customers experience while interacting with your company it is a vast Journey broader than just the few moments in time that your team is engaged however to develop the sales process you don't need to focus on the details of the entire Journey you can start by examining inputs to the sales process and carrying it through to any outputs of the sales process to another team a journey map can include multiple stages of a single process in this case the sales process or a journey map can be completed for each individual stage of the process the latter approach would be much more granular in nature delving into every little activity message input and output therefore we recommend starting with the higher level multi-stage map to begin with as the team implements the process and begins to learn more a deeper dive map per stage may be more applicable in either case a journey map is divided into various segments in order to apply Focus to both the tangible things that have to happen but also to the intangible things like the way the customer might be feeling about those interactions we begin with goals which are the foundation of the map they're meant to identify not only what the customer needs or wants to get from that stage of the journey but also what your customer needs or wants to get if you don't have clear definition of what the goals are you don't have clear definition of the stage that the customer is in transactions are the listening mechanism this is where you'll capture the persona's needs applicable data from your persona profiles that might be helpful questions the Persona might have for you or conversely questions your team should have for them how the Persona might be feeling what they might be saying and things that they or your team might be doing the experiences segment is where you'll rate the transactions that have been outlined meets expectations is a status quo and the minimum viable experience you're aiming for below expectations is typically synonymous with aspects of the process that are painful to execute or the customer is feeling an aspect of disappointment exceeds expectations is the wow factor this is what you're aiming for not necessarily for every single interaction but at least once in every stage of the overall sales Journey influences or the things that manage or impact the transaction the customer is engaged in they're divided into two different groups group one is the front office communication channels and people and group two is the back office business processes and Technology there are a lot of details of flesh out related to this segment of the journey map however the minute details will not reside on the map itself they will be outlined in your current and future State process Maps finally the opportunity segment is where you'll begin to brainstorm ideas to improve the below expectations experiences you previously identified you will use a standard difficulty and impact quadrant Matrix to categorize each idea to assess the estimated level of difficulty and potential impact the idea could have on resolving the negative experience this is an example of a finished current state Journey map the future State Journey map is built in the same manner as the current state however you want to focus on incorporating the ideas for improvement where applicable in order to develop a state-of-the-art wow factor Journey the question you're trying to answer is if we could deliver a stellar buying experience for our customer what would that look like remember to review all the items in the experiences section that were below expectations or meets expectations to see if you can increase satisfaction in any of those areas don't be afraid to challenge yourselves as a team in an organization to make sure that at a minimum you're getting back to the basic etiquettes of conducting business but also think outside the box and how you're doing that or how to innovate new exciting ways to engage that your competitors aren't yet doing for example what Uber and Lyft did to the personal Transportation industry is a prime example of conducting business with basic business etiquette via an out of the box new exciting way that its peers the existing taxi companies weren't even thinking about okay next we're going to dive into process mapping the first thing to understand about mapping a sales process is that you have more you might have more than one in fact it would be surprising if you didn't this is largely due to differences in product lines or Services Industries external versus internal sales teams and cultural differences if you're a global organization it is important to Define how many different processes you ideally will have moving forward you should aim to have as few as possible and they should only split paths where they absolutely need to be different if you are like many organizations at the start of the sales process design Journey you have as many current state processes as you have sales reps while it may feel that way you will likely find that they are all doing very similar things perhaps just not using the same tools or in the same order or to the same degree as their peers so let's discuss how we go about Divine defining your current state gather a sampling of sales reps and ask them to Define their own individual process without input from others at this point you'll want to hang the responses on the wall for the team to begin to compare and contrast where some reps may be completing more or less tasks than others and where they may be completed in a different order give the team time to discuss why they may or may not be doing some tasks or why they're completing them in the order they are if the reasons relate back to the differences in product lines Industries or cultural differences this may likely be okay you're trying to find both the existing commonalities and where there should be commonalities but there aren't next you want to focus on the pieces of the current state that feel inefficient broken burdensome incomplete or painful give each teammate some red stickers and ask them to place a red sticker anywhere on the current state post it that where they're feeling some pain they can Mark as many items as they want to but they must be marking something specific do not allow them to just say the entire process is painful if you do that it will be very tough to decide upon concrete areas for improvement be sure to walk through each item that was designated as painful capture their perspective of the person who tagged the item but also from his or her peers who may have a different perspective you may find that the reason a particular task feels painful is because the person just needs more training or you may find that several team members are struggling and the item really does warrant further investigation once you've determined which items are truly pain points that need to be resolved work as a team to prioritize the items in order to identify which items should be solved for second third once the team has prioritized the the issues then brainstorm some possible solutions for the top three after a thorough discussion of each idea work as a team to prioritize the solutions you've done the hard work of examining where you are currently and determining how to solve some of the pain points in the process now you're ready to begin mapping out the future state sales process don't worry about the technology also known as the how you're going to complete the steps just focus on what the steps need to be start documenting the new process from from the beginning and work your way through to the End by moving items from your current state process over into the future state in the appropriate order gain consistent consensus of any improvements you're going to be making that were gathered as a part of the customer Journey mapping exercise in your current state exercises in some cases the Improvement may replace an existing step or it may be a value-add item that doesn't exist today be certain each team is using consistent nomenclature and has the same definition for each step throughout the processes once all the steps have been defined work together to determine the natural stage breaks the stage to have very clear entrance and exit criteria and not be dependent upon another stage for teams that are just beginning to use CRM to manage the sales process we recommend starting with just three stages discovering which is everything that happens up to delivery of The Proposal quote or agreement proposing in the middle which is generating delivering and negotiating that quote and then closing the final follow-up steps that you're going to take once those have been delineated produce stage names that are meaningful for all the teams across the shared steps this particular client shows qualifying developing and closing finally marketing items that are required for the rep to complete before moving on to the next stage in the process if you want to take your future State process to the next level ensuring you're thinking about complete process maturity work through aligning each stage in its steps into the luck process Matrix The Matrix Matrix pushes you to think about all aspects of a business process data decisions deliverables and ongoing development also known as the 40s the most mature process is going to have at least one item in each stage or 4D intersection of The Matrix there are gaps work together as a team to determine what might be missing to fully flesh out the future state determine where in the order of the existing steps any new items should fall and whether those items should be required now that we've got a solid vision of the future State let's dive into the intersection of where that process meets technology implementing technology to support business process can be a daunting task if you don't choose the right platform the first time it can be a very costly mistake there are several costs to be aware of when getting started on the technology path the firsts are associated with selection costs as you begin to evaluate and ultimately choose the platform the next to consider are the actual implementation or re-implementation costs if you didn't Choose Wisely the first time once the project is underway you'll be exposed to customization costs unknown requirement costs also known as change requests potential third-party product expenses and sometimes the cost of having two systems up and running in parallel for a period of time and then there's the human capital cost associated with a Time necessary to support the project during requirements Gathering and testing once you're finally ready to release functionality you're facing training or retraining expenses followed by the cost of disruption to daily routines within the business until the new platform becomes institutionalized finally from a long-term perspective you'll have costs associated with ongoing support and periodic upgrades all that to say conduct the due diligence to ensure you're making the right choice the first time many Platforms in the marketplace today offer several modules basic and advanced features and out of the box versus add-on third-party components be certain to very clearly Define exactly what the business problem is you're trying to solve otherwise your team could be inundated with functionality that may not be applicable to your needs when it comes to searching for the right customer relationship management solution for Pipeline and opportunity Tracking not only are there The Heavy Hitters like Microsoft and Salesforce there are also a slew of other providers out there that are considered add-ons to Erp platforms or Standalone industry specific options then within those Solutions there are modules like sales service marketing and Diving further there are features offered out of the box within those modules and there are third-party add-ons for sales Cadence automation marketing automation activity management and document management to name just a few the possibilities can be quite overwhelming if you're just getting started so be sure to start with what you'll need to solve just the immediate needs of your team and let's face it Microsoft is releasing more and more tools every day it can be hard to know when to use each one how to use them and how to make them work together to deliver a friction free user and customer experience and that's okay try evaluating each tool to determine what it's good at and what it's not and that's half the battle then determine how they integrate and or support one another and weigh their features and benefits against the needs of your sales process remember where we started discussing customer personas and the journey that they're on while interacting with your organization it's going to look something similar to this image in its entirety and these align with CRM modules like this and while it's important to understand the whole journey today we're going to focus on mapping the piece related to your sales process and even that has a lot of other options depending on industry your starting point with sales could be any one of these four we're going to focus exclusively on opportunity management because that's what's built into CRM and the most common um piece of the technology to solve but many of the technology Blueprinting principles will walk through to that today apply to any of these CRM areas because it's really just about marrying process to the appropriate aspects of Technology once you've selected the platform and or third-party products that best fit your future state sales process we need to blueprint the process to the technology think of Blueprinting as part two of the customer Journey mapping process within Microsoft Dynamics 365 there's an out of the box component that is typically used called the business process flow this component is meant to provide a framework that outlines your business process that prompts the user to Aid in lead qualification all the way through opportunity management and its related activities the blueprint itself is comprised of four major components and three interaction lines remember the four D's we used to assess process maturity they are used again here to help us map our process stages and steps to the specific forms and Fields within the CRM environment again data represents actions and information that you're Gathering From the prospector customer decisions are any necessary decisions either the customer or the business need to make to move the process forward deliverables are the tangible items that must be produced throughout the process and development is the measurements taken along the way to manage the efficiency and effectiveness of the process the line of interaction shows the Direct Communications and actions between the customer and the organization the line of visibility denotes the front office activities that are visible to the customer from the back office actions that are not and the line of internal interaction illustrates the separation of employees that directly interact with the customer from those that don't you develop your blueprint by layering your luck to find Future State process into the various components of the template begin with the customer Journey stages followed by your customer facing facing actions and supporting back office activities down to the field level noting any items that are required versus nice to have next you list the deliverables and align the supporting technology with the actions and deliverables being certain to consider the user interface of the devices that will be used by both the customer and your teams denote any relationships between actions or tasks that may be deemed stage gate criteria meaning they're required before you can move on and depict any integration relationships between Technology Solutions later on any expected timing guidelines and lastly outline any additional metrics such as probability to close the example shown here is high level and simple for the sake of illustration your blueprint will likely be much larger and you may want a separate page for each stage of the process so that you can fit the granular field level details integration points Etc within the diagram the next step in the process is to actually get it built within CRM and this should be handled by an experienced CRM solution architect foreign the next piece we want to move on to is peer accountability and process Improvement which is a critical component to business process maturity and the ability to measure your process performance there are several factors to consider but the most common include the following items process Effectiveness measures the process deliverables against customer expectations process efficiency is the measure of how long it takes for the employee to conduct each task within the process resource productivity is the measurement of how effectively the resources using his or her time and finally cycle time is the duration of time the process takes from initial input to expected output before you start the process again when you're bouncing these ideas up against the concept of a sales process it might look something like this Effectiveness relates to how well you are delighting the customer throughout the buying Journey efficiency can be measured at any single point in the sales process at the stage level or even at the individual step level resource productivity can be helpful in determining whether the sales rep is focusing on the highest priority items and maximizing activity planning lastly cycle time can be helpful to understand process and or stage duration and probability to close since you're just getting started let's talk about the two basic measurements you can use to begin to measure the actual sales process start by setting two Baseline numbers for each stage of your process the first is probability which is the percent likelihood that the deal will be one given the stage it is currently in and the information collected thus far in the process earlier in the process the lower the likelihood to close the deal the later the stage and level of information collected the higher the probability to close you should not let reps determine this percentage on their own on each deal the reason is that you are always going to have reps that are very optimistic in some that are very pessimistic it's best to let CRM set the probability since it will have an impact on the weighting of your pipeline reports the second is duration which is the length of time you believe each stage will take to complete depending on your product or service this could be a matter of days weeks or even months for each stage over time as the team Works within CRM to track opportunities a large amount of data can be collected regarding these two measurements you begin you can begin to evaluate the actual probability and duration over the period of time and adjust the values in CRM to match reality resulting in an even more accurate pipeline report a lot of companies wind up having a great process but are still frustrated about their ability to measure its performance and try as they might they can't create the reports that they need to improve results what you need to understand is that it's actually not crm's fault it's how the data is structured within a CRM environment so to mediate remediate that situation you'll need to capture good time series data either manually automatically in a CRM entity or table or in a data warehouse to truly get useful reports related to efficiency and cycle time over a historical period of time next we want to focus on measuring Human Performance if you have kids you've experience the why five times exercise more than you'd like you've also experienced the exact opposite of curiosity which is the selective listening phase so when it comes to your team one thing you can be sure of is that your team probably isn't going to like the concept of measurement because measurement typically means accountability but accountability is important if you want the individuals and the team to meet its goals and one thing to remember before we dive into the how to of measurement is that a house isn't built in a single day you're looking to introduce small incremental change over a period of time that has a lasting impact on long-term Behavior those changes in Behavior should have a positive impact on your company goals so how do you get started with effectively measuring the team the process accountability behaviors and goals let's dive into the details you're going to start super simple and very high level the first thing you want to do is determine what the measurable objectives are for the business and the team some things that might get mentioned here include increasing Revenue profit market share or lowering costs the challenge with measuring these items is that they're results oriented which means you have no idea if you've achieved the goal and to until it's too late to actually do anything about it results are known as lagging indicators because the measurement lagged behind the behavior to get past the lagging indicator issue work with the team to brainstorm the actual behaviors that could have an impact on each of the objectives you've outlined let's use the increased Revenue objective as our example some behaviors that might contribute to increasing Revenue which in reality means winning more deals include visits with the prospect of customer delivering demos following up with phone calls or emails sharing relevant product information at the right time the list could go on and on depending on your industry product or service in order to narrow your scope for the next step work with the team to First prioritize the measurable objectives you outlined in the first step once you've chosen the most important business objective prioritize the behaviors beneath that objective you want to select one or two remember no more than one or two behaviors to focus on now it's time to turn those behaviors into metrics also known as leading indicators this is the hardest part let me introduce you to the concept of swags small quickly attainable goals swags should be leading not lagging they should be 100 within the control of the individual to achieve or not and they should be super easy to understand and able to be measured on a weekly basis lastly swag should be sustainable and team based while you're going to be holding individuals accountable for their portion of achieving the goal you're going to focus on measuring the team's performance continuing with our example from the prior slide if we turned our behaviors into metrics they might sound something like increase in-person customer visits from X to Y by one increase the number of demos delivered from X to Y by when or increase the number of follow-up phone calls from X to Y by 1. you should begin by determining what the current Baseline is for each metric that you want to measure is the team currently making 10 calls per week or 100 this will set the x variable and the metric statement we mentioned on the last slide next you'll work with the team to determine what the Y variable should be at three different levels a quick Target and long goal the quick goal should be a small increase from the current Baseline a goal the team will be able to reach in a quick period so that you can increase morale and Garner support for the hard work to come the long goal should be something that feels much like a performance plan stretch goal it is really going to take some effort to achieve it and you don't expect the team to be able to sustain it for a long period of time the target goal is somewhere between the quick and long goals it is the ideal place you would like the team to settle back to after reaching the long goal the behavior shouldn't fall all the way back to baseline or even the quick level the target goal should be considered the new normal once the behavior has been institutionalized so now that you've gotten through the hardest part let's move on to the fun part work with the team to brainstorm a theme for your program then within that theme you're going to brainstorm how you'll celebrate the achievement of the quick Target and long goals be sure to set a budget for each level and then focus on having fun together while gift cards are nice this is about building Team Dynamics and celebrating some tough work alongside one another think something like deals and diamonds as the theme with a celebration that includes ballpark burgers and dogs grilled by the leadership team as a quick celebration maybe some tickets to the AAA game as the target celebration and dinner and tickets to a major league game as a long celebration they don't necessarily have to be big on spend but they should be big on fun next you're going to choose your start date and give yourselves three to six months to make it through your chosen goal levels depending on how lofty they are if you're able to track and pull the information directly from CRM this is the best bet just make sure you've got a dashboard set up to tally the results for you both by rep and at the team level on a weekly basis if you aren't able to measure the data within CRM stand up an Excel file for tracking and Reporting and you'll want to schedule a weekly recurring meeting for 15 to 30 minutes or include luck score as an item in your regularly scheduled team meeting in the weekly meeting the team should review its progress by asking the following questions how did the team do last week what was the trend did we make a quick Target or long goal and if so go ahead and schedule that celebration and then finally what will you commit to to doing in the coming week to improve the trend at this point in the meeting each teammate should be prepared to verbally make a commitment to his or her teammates for example the team goal for the week may be 30 follow-up phone calls per day or 150 per week and there'll be maybe six reps on the team if you're going to divvy it up evenly each person needs to be making five calls per day or 25 per week however Lucy on your team may be attending a trade event this week so she may be able to only commit to making calls on three of the five days the other teammates can either pick up the slack or ask Lucy to increase her call volume on the days that she can be active over time the Team Dynamics will sort themselves out be certain to establish a culture of peer accountability the team needs to know that it is absolutely within bounds to respectfully push back and challenge one another when it comes to meeting the goals each person committed to achieving it is also an excellent opportunity to share success stories and engage in some peer mentoring if the opportunity presents itself in our last segment of today's session is related to culture and change management when it comes to onboarding and institutionalizing business process especially process supported by any technology solution leadership engagement is about so much more than sponsoring the project and signing the checks ideally before a CRM or business process change initiative is even launched your organization has pulled together a steering committee this committee is going to be responsible for a lot of different things over the course of the CRM and sales process lifecycle design depending on the size of your organization this committee might consist of a few key players or it may consist of a Central Committee with several subcommittees the primary initiatives of your steering committee should keep but your committee should keep the pulse on our Communications human change management the initial implementation and rollout and training a Communications plan should be drafted to deal with any Project work occurring whether it be an initial implementation of your process and roll out or how or how ongoing enhancements will um work will be shared the plan should introduce an introduction to the work and notices regarding upcoming meetings and or progress reports along the way the communications should ramp interest and excitement about Futures that will be coming and the messaging should include the what's in it for me hook so that employees will understand how they are directly going to be impacted finally Communications encompasses the feedback loop so make certain that employees understand how to provide feedback and that you have a way to follow up on that feedback in a timely manner as you're building out the communications plan make sure you're selecting the right channel for each type of communication and or the audience the information is being shared with change management relates to both project management technical functional releases and human beings it's important to have rigor around all of those aspects however for the sake of this session we're going to focus on changes impact to your human capital and let's face it most human beings don't like change which means you need to deal with change management head on there are several tried and true change management methodologies but when it comes to dealing with people the ad car model awareness desire knowledge ability and reinforcement is spot on because it gives leadership the tools it needs to facilitate change while supporting employees throughout the life cycle of that change next with regard to implementations just as no two customers or even opportunities in your process are the same no to business process or technology implementation projects are the same thus the characteristics of the solution the business process the team the timeline and whether or not is it is an initial implementation of your process or an enhancement that should be should be weighed before selecting the methodology you're going to use there are several popular approaches available between lean Six Sigma waterfall agile Etc when it comes to implementations or enhancements if your user adoption is critical a rollout weighted with agile practices is best the benefits of this process include engagement of the necessary employees early and often the ability to tackle issues quickly as they are identified in firm management of your timeline and budget additionally frequent delivery of manageable portions of system functionality assists employees with a learning curve which ultimately AIDS in mitigating one of the largest obstacles user adoption and our last category to consider is related to training a tried and true methodology developed by C5 Insight called Stars C try apply review and start was designed to provide a multi-faceted approach that ensures trainees have a successful training experience that leads directly to successful adoption the best results are realized when stars is trickled out with small bite-sized chunks of knowledge rather than taking one to two days also known as drinking from the fire hose to train a team on every aspect of a new process which can be overwhelming for example when rolling out and training on a new CRM implementation or specifically your sales process a sales team may first focus on learning how to enter its accounts and contacts that it's going to be prospecting a month later it may focus on the opportunity tracking and another month later it may be trained on the activity management associated with those accounts contacts and opportunities next thing we want to focus on is Corporate culture we know that great ones produce great products great places to work and great customer experiences but what causes cultural problems and what are some practical steps to take to turn the corner theory behind cultural challenges is that an imbalance exists somewhere within the four pillars of an organization maybe there are issues with micromanagement with trust with Communications with training the list goes on are the four pillars we want to focus on are related to maturity or the length of time your organization has been in business and how develop his processes and procedures are the mission and vision or why your company is in business and the values by which it chooses to operate your culture also known as the day-to-day hum of your organization it's something you can feel as you walk through the halls of the building or as you interact with individuals or teams and then the structure a deep dive into your org chart and whether or not your firm chooses to interact in a hierarchical nature a matrix or more of a flattened collaborative format the solid or dotted lines you typically see in an org chart and the theoretical lines between the structure and the other three pillars reflect the level of Engagement within and across those pillars when the energy or engagement of the company is not flowing well between them the performance of the organization and sometimes your team can begin to suffer there are many things that could cause an organization or even just a subset think line of business department or team of an organization to be challenged some examples are shown here the steering committee within your organization should take the pain Point discussion to a deeper level to get to the heart of what is causing the pain there are several techniques that can be used to do so some tried and true favorites include fishbone diagrams Pareto analysis and the five wise exercise we mentioned previously note that in each of these techniques there can be more than one cause to the painful effect you're feeling do the best you can to get to the root cause of each one so how do we get back to an organization with positive proactive engagement coursing through to and from the four pillars this checklist can help you evaluate if your firm department or team is falling short in any one of these areas mission and vision you want to make sure you have a clearly stated Mission division that has been communicated frequently throughout the entire organization not only should it be communicated but leadership should take care to ensure that each and every role in the company understands how it contributes to the bigger picture next note that every organization exists to serve a customer so invest time in truly understanding who your customer is sometimes they're internal develop those personas and journey maps that we talked about all the way from Prospect to post sales support ask yourself the question would you want to do business with you next make sure as we as we mentioned listen to your employees they need to feel like they're making a difference and if they don't they probably aren't be open to suggestions and be certain to provide feedback even if it means telling them thank you but we can't tackle that that issue right now know your strengths and your weaknesses revisit strengths and weaknesses every year and determine where it is feasible to take on new challenges by the way remember there shouldn't be more than two or three at any given time based on our luck score program you can learn a lot from failure so be vulnerable enough to investigate what happened and why by conducting Lessons Learned post-mortems after each and every project or initiative capture your information where it matters use the tools that play in the organization to collect organize and report on important information do not ask your employees to capture information in one tool like your CRM sales process tool just to export that data to another for consumption become a user of the tools your employees are using learn how to maximize the information being collected to drive your meetings your decisions your coaching opportunities and your own customer interactions break down the barriers in your organization between systems and tools and apps by integrating or replacing and eliminating them where possible between teams by promoting cross-team ownership of ongoing processes and Technology Solutions between leadership in the front lines by using CRM tools and social features by giving employees fewer places to go to share and find information they can spend more time on things that are important instead of too much time searching for what they need to get their job done and the things they will learn from one another while collaborating could spark the next Innovative idea for your company you'll want to also be focused on embracing change how comfortable an organization is with embracing and working through chains speaks directly to leadership and culture nothing in business is constant except the challenge of meeting a customer's needs to that end once you have defined or refined your sales process don't just set it and forget it you should always be looking for ways to improve and that means that you should always be measuring performance not just the performance of employees and things like Revenue expenses and profit it's too late to do anything once you have those numbers in hand focus on measuring those behaviors that drive the performance you're looking for throughout the entire organization and set your goals and hold one another accountable and meeting them and finally don't forget to celebrate this is important your employees are human beings you need to treat them that way that means stopping The Daily Grind to recognize the effort behind the achievements and celebrate at work do it as a team because you're all in it together this helps people connect to that sense of purpose that we talked about earlier and it further enhances the relationships amongst colleagues as you can see we've come full circle to determine which aspects of lock your organization needs to focus on to develop a mature sales process and maximize good luck sum the scores for each quadrant you're aiming for 20s here when you've got lower scores you'll where you've got lower scores you'll want to focus on the initiatives we outlined on the last slide I know we threw a lot at you today but you'll get there examine where you are develop a roadmap of where you want to go and outline the plan you'll take to get there make sure to refine it along the way as the business evolves and you learn from mistakes you should plan to revisit your process at least annually start by reviewing the personas you develop to ensure they still align with how the market is conducting Business review the customer Journey as well to see if you have the ability to reduce any new pain points that may be popping up or to introduce a new wow factor that you're now able to deliver then review the process metrics you established to see how accurate your data is and how all the process is performing as more and more data is captured your metrics should become easier to use in forecasting as for the process itself you might find that you need to engage in some course correction along the way if you're seeing poor performance conduct some workshops to review your front-end processes and back-end systems to identify inefficiencies pain Point pain points or new opportunities to take advantage of most importantly keep going the primary difference between an expert and a novice is that the expert has failed more times than a novice has even tried my name is Trisha deso Cox I work with C5 insight and we help organizations use digital workplace tools to become powered by luck thanks for your time today [Music] foreign