Session 4 Flashcards
Navigating change
How do performance-oriented salespeople react to organizational change?
Performance-oriented salespeople face smaller initial declines but experience slower recovery and lower overall performance after organizational change
What are the key findings regarding learning-oriented salespeople during organizational change? (Ahearne, Lam, Mathieu, and Bolander (2010))
Learning-oriented salespeople show larger initial performance declines but experience faster recovery and reach higher post-change performance levels than their performance-oriented counterparts
How can sales managers use these findings during organizational change?
Managers can use these insights to anticipate performance drops and identify which salespeople (learning vs. performance-oriented) will need more support or targeted coaching
What is a “learning organization” in sales? (Jones, Roberts, Chonko)
A learning organization encourages acquiring and sharing knowledge about customers and competitors. This mindset improves salesperson learning, reduces role stress, and boosts job satisfaction.
According the Lewin-Schein theory of changes, what 3 stages does the organization go through, and what identifies the steps
Unfreezing: Recognize the need for change by letting go of old habits and becoming open to new ways.
Moving Phase: Adopt new strategies and tools. Salespeople with high EQ and flexibility embrace change, leading to performance recovery.
Refreezing: Solidify new behaviors, making the changes routine. Salespeople who adapt well integrate these practices to sustain long-term success.
How does market orientation benefit sales organizations in times of change? (Jones, Roberts, Chonko)
A market and customer orientation is inherently learning oriented. Market orientation—collecting and acting on customer/competitor information—helps firms create customer value. It is central to change management. Change is driven bottom-up rather than from center
What are the key components of McKinsey’s 7-S framework for learning organizations? (Jones, Roberts, Chonko)
The 7-S framework includes shared values, style, strategy, structure, staff, skills, and systems—crucial elements for fostering an adaptable, learning-oriented salesforce.
What are the key challenges to change management in sales organizations?
Salespeople often experience role stress and overload during change. “Tighter” structures (centralization/formalization) can lower job satisfaction and slow change implementation.
What unique challenge do sales managers face after COVID-related hirings?
Many salespeople work remotely and lack in-office culture experience, presenting new challenges for sales managers in fostering team cohesion and maintaining productivity
What are the two hiring strategies for sales managers?
Hire experienced salespeople for immediate performance gains.
Hire inexperienced graduates to mold them to firm needs, with better long-term performance potential.
What does Bolander’s research say about longitudinal performance for different experience levels?
High levels of prior experience allow initial performance gains, however prior experience also prevents high performance growth
For those with sales education it did not improve sales performance, however it did improve performance growth in the long run
kinds of resistance to change
Most resistance comes from human fears like loss of job, social status, privileges, control and the unknown. Resistance can be active or passive. Active is easier to manage than passive as it is hidden. It should be addressed through change communication
Describe the 6 elements in an effective change communication
Rationale, vision, plan, what is in it for me, resources
