Foundation
for Internalizing Essential Ownership
Assembling the common context together is
best done by the sales people themselves. It is by doing
their own thinking and choosing that they reach a shared,
common understanding of what the "best"
practices, tools and resources are, along with the most
effective rules for applying them.
They also clearly get the cause-effect
connection of "consistent execution and pipeline
management" with the
quality and quantity of results they produce, and their
monthly revenue flow consistency.
Being continually equipped
with best practices and tools, sales people and managers
individually see that operating
from the same business process foundation doesn't limit
personal style or business judgment.
Rather that, in fact, it enables the whole
salesforce to immediately share new approaches and tools
that work better. As well, the
sales people continually provide management with a process-specific list of execution bottlenecks, solutions, and
the resources needed to reduce them and increase pipeline output
results.
Sales people and managers are mutually committed
and working together as a single team to improve both the
process and its results. In collaborating they can greatly leverage how rapidly they individually
learn, improve, and adapt their professional effectiveness
in the face of accelerating market, technology, and
competitive change.
New hires immediately adopt the
best-practices and more quickly ramp to full productivity
in their new assignments, contributing process improvements
to the whole team sooner.
On this basis, solid acceptance and
ownership of the
process approach is continuously earned by the organization
and internalized within each member.
. . . Rapid
Team Learning
