How to Sell Change
When you have determined that change is needed at your organization, you have taken only the first step on the journey. If you are committed to succeeding at change, it helps to understand how a bit of salesmanship can support and bolster your plan. Successful change leaders know the effective ways to sell change to their stakeholders.
Our Definition of Selling Change
Many change leaders and employees hear “selling” as a dirty word. It conjures up images of dishonest car salesmen or insincere leaders trying to manipulate people into doing something that they should not or do not want to do. That is not what we mean by selling change.
When we talk about selling change, we are focused on creating a clear, meaningful, compelling, honest, transparent, believable, and relevant vision for change along with the associated business case and plan for change using the art and science of storytelling.
You will know you are on the right path when you have a simple approach for building trust and inspiring action through your change story that includes key areas highlighted in our change management simulation:
4 Effective Ways to Sell Change
Change management consulting experts have learned that what works in trustworthy sales can work with change initiatives. And just like any sales situation, there are effective ways to sell change and there are ineffective ways to sell change. Here are some steps, borrowed from a typical sales cycle, that can be translated into effective ways to sell change:
It behooves change leaders also to know their stakeholders, including employees, influencers, customers, and even naysayers. When you know what your various stakeholders care most about and why, you can more easily understand how to best work with them. This allows you to enroll friends as supporters and to identify how to overcome obstacles with those who are not yet on board.
Change leaders can use the same approach to help employees envision how the proposed change will make things better personally and professionally. The more clearly they can define that future, the more persuaded their stakeholders will be. The message should be easy to understand and it should include why the change is necessary as well as how it will affect the business and individual employees.
So, too, must change leaders continue to track the results of the change initiative and stay in touch with their employees to make sure all is going as planned. If not, they should be prepared to explore what is going wrong and figure out what needs to be adjusted.
The Bottom Line
The process of change has much in common with the sales process. Both require an intimate knowledge of the players, an ability to inspire with a vision of the future, a relationship built on integrity, and consistent follow through.
To learn more about how to look at change from different perspectives, download The 5 Ways Leaders Should View Change
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