Selling Boldly

36For Owners, CEOs, Executives, and Managers: This Is How to Implement Selling Boldly at Your Company

If you are a CEO, president, or division leader with profit and loss oversight, or a department manager, this chapter is for you. It is about how to implement the Selling Boldly system throughout your organization.

When I start working with new clients, I tell them that this is basically a behavior change project. We want people to do some new things. These things are, basically, all communications. We want people to communicate more with customers and prospects. That's the work. But to change behavior, as discussed in depth in this book, we need to change thinking also. We are working to get your customer‐facing staff to know how good they are (that's the thinking change), and then to behave accordingly (that's the communicating more).

So we're working to create some change. The problem is most people don't like change. They don't like doing new things. Change is uncomfortable. As a rule, people are wired to resist change. But making change with salespeople, who are probably the most independent employees in most organizations, is the hardest thing of all.

Nobody Likes Change

In fact, salespeople are much better at avoiding change than leaders are at implementing change. That's because, throughout their careers, they have learned that most changes do not stick. If I avoid this long enough, it will also go away. Like nearly all of the other changes that the boss has tried ...