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by Tim Hughes | @Timothy_Hughes

One of the things we often see is the use of “play books”, this is where a process that “worked” is captured and then rolled out across a company.  The assumption is that if we capture “best practice” and cascade it throughout the company then other people will pick up and run with that best practice.

  • The problem is, it does not work like that.
  • For example, say you have sold to a local council and you write up what you did, you will get the following responses :
  • “I don’t sell to public sector”
  • “Of course, that sales person has 5, 10, 30 accounts, it’s not relevant to me”
  • “That person only has one account, I have multiple accounts”
  • “I sell to big companies ..”
  • “Of course, Financial services is different ..”
  • “But Life Sciences is regulated ..”
  • “But I sell to small business”

The excuses will go on.  The effort you will have put into this will be wasted, the play book will remain on the shelf, so be soon forgotten.  Now for some people this is a “tick box” exercise and they don’t care that this isn’t moving the needle (they are probably not reading this anyway).

Another issue is the fact that people won’t want to change.  When you have been doing something that works for years there’s a huge amount of fear in change.  I meet a lot of sales people, who made a sale in their twenties and then replicated this for the next 20 years.  So why change?  Well it depends on whether the world has changed, if you use the internet and a mobile phone, I’m guessing you recognise we live in a different world.

Not long ago, we called up a company and asked them to send a brochure and it turned up 3 days later.  Now, if we want to know something we go straight to the internet and get the information straight away.  We all do it and so do our customers and prospects.

So are Play Books a waste of time?

No.  In fact they can be used to capture best practice and cascade it out, the trick is that you need to use change management techniques.  You can do this by breaking down the process into smaller component parts, that everybody can recognise and they see value in.

Or put it another way, people cannot make excuses or wriggle room.

Food for thought maybe?

People who read this article also read these:

How to Roll Social Selling Across an Organisation – How to make it Stick!

6 Lessons I learnt leading a Social Selling programme

Social strategy…and how it works

 

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