In our last blog post, we wrote on how an organization’s operating environment, or culture, is often the biggest roadblock to behavior change. And, it’s easy to see why—while our traditional change management initiatives (involving training, coaching, and communication campaigns) promote the adoption of new-in-kind behaviors, when salespeople go back in the field, they face a culture that is built for the old world, and is hostile to the new behaviors we’re now asking our reps to demonstrate.
It’s no wonder that sales organizations committed to the Challenger Selling journey find that nearly two-thirds of their sales force either partially or fully fail to consistently demonstrate Challenger Selling behaviors. While a few salespeople are incapable of making the jump to Challenger Selling, those that are often find their current operating environment in conflict with the new behaviors expected of them.
But, what is the current operating environment in most sales organizations? And, how is it different from a culture that promotes rather than inhibits Challenger Selling? This is what we set out to answer in this year’s research study, Driving Sales Transformation. In surveying nearly 2000+ salespeople across industries and geographies, we found the environment characterizing old world behaviors to be one of: Read More »