Teach your sales reps how to confront and work through complex challenges using an innovative change management model designed with sales teams in mind.
Teach your sales reps how to confront and work through complex challenges using an innovative change management model designed with sales teams in mind.
Grant Van Ulbrich is Global Director of Sales Transformation at Royal Caribbean Group, based in London, UK. He is Founding Fellow of the the Institute of Sales Professionals, formerly known as the Association of Professional Sales. Van Ulbrich's work has been published in The Journal of Sales Transformation, The Change Management Review and featured by the Institute of Sales Professionals, The Oxford Review, Consalia Sales Business School and the Sales Educator's Academy.
Inhaltsangabe
Section 00: Introduction:Sales transformation, sales management, and change management and the importance of learning how to manage personal change; Section 01: Four popular change models: Lewin's Change Theory, Kotter's Eight Stage Change Model, and Hiatt's ADKAR Change Model, McKinsey's 7 S Change Model; Section 02: Four more: Kübler Ross' 5 Stages of Grief, SARA Curve, Conner's Positive Change Curve, Conner's Negative Response Change Model; Section 03: Changes to buying and selling; Section 04: Focusing on individuals; Section 05: The personal change management model: SCARED SO WHAT; Section 06: Discovering emotions and actions using SCARED; Section 07: The gap between decision and action; Section 08: Creating a SO WHAT plan; Section 09: What's next?; Section 10: Conclusion: Using my own model; Section 00: Appendices; Section 00: References; Section 00: Index
Section 00: Introduction:Sales transformation, sales management, and change management and the importance of learning how to manage personal change; Section 01: Four popular change models: Lewin's Change Theory, Kotter's Eight Stage Change Model, and Hiatt's ADKAR Change Model, McKinsey's 7 S Change Model; Section 02: Four more: Kübler Ross' 5 Stages of Grief, SARA Curve, Conner's Positive Change Curve, Conner's Negative Response Change Model; Section 03: Changes to buying and selling; Section 04: Focusing on individuals; Section 05: The personal change management model: SCARED SO WHAT; Section 06: Discovering emotions and actions using SCARED; Section 07: The gap between decision and action; Section 08: Creating a SO WHAT plan; Section 09: What's next?; Section 10: Conclusion: Using my own model; Section 00: Appendices; Section 00: References; Section 00: Index
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