You may look at your team members and know immediately how they could improve. If someone were more organized, they could stay ahead of deadlines. Or if someone asked more questions during meetings, they could uncover better opportunities. But pointing out what could change isn’t enough. You have to help people understand why the change matters.
Leadership expert Suzi McAlpine says you can’t make someone change, but you can create conditions where change becomes far more likely. In this issue of PromoPro Daily, we highlight her suggestions for helping sales reps trade old habits for better ones.
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Confirm they’re actually on board with change. Before jumping into action and persuasion mode, McAlpine says it’s important to pause and consider if they genuinely understand and accept what’s being asked of them. Compliance is not the same as commitment, she says. Your job is first to raise awareness and make sure they see the gap between current and expected performance. Then, make sure they know they have agency. Ask questions like, “If you were leading yourself here, what would you be pushing for?” or “What’s getting in the way of changing?”
Always start with their why (not yours). McAlpine says too many leaders jump straight to focusing on what needs to change and how it should happen but skip the most important driver — why it matters to the other person. You may care deeply about organizational goals and performance metrics, but you need to help your team members find their own “why.”
Identify what actually motivates this person. People are motivated by different things, and motivation isn’t fixed. McAlpine points out it changes depending on context, stress and life stage. That’s why she advises asking specific questions that uncover each team member’s motivations.
Make the cost of not changing visible. Many leaders focus on encouraging the future state, McAlpine says. However, they tend to avoid naming the consequences of staying the same. Change always involves loss, whether it’s a loss of comfort, habits or confidence. Be brave enough to have a conversation about the consequences of inaction. Clear is kind, she says.
Adjust your expectations (without lowering your standards). Change is hard and not everyone will do it, McAlpine says. You can do all the right things like create clarity, connect the change to a bigger purpose and support their individual growth, and then still face resistance. That doesn’t mean you lower the bar, but it means you let go of the illusion of control while holding people accountable with fairness and respect.
Building better sales behaviors isn’t about giving the perfect pep talk. Instead, it’s about helping people see what’s in it for them and encouraging them to take ownership of the journey.
Compiled by Audrey Sellers
Source: Suzi McAlpine is the founder and director of Suzi McAlpine Leadership. She’s a leadership developer, author, executive coach and speaker.
