“If you want to drive urgency and change now, you need to trigger some sort of emotional reaction to that change and why it needs to happen now.” – David Weiss in today’s Tip 1751
How do you create urgency for change?
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Transcript
Scott Ingram: You’re listening to the Daily Sales Tips podcast and I’m your host, Scott Ingram. Today’s tip comes from David Weiss. David is the Chief Revenue Officer of the Sales Collective and founder of DealDoc. Here he is:
David Weiss: What’s up, everybody? David Weiss here with another tip of the day. This one is around creating urgency. Believe it or not, you can absolutely create urgency within organizations to do things now. Just like you as a human have things that come up that weren’t a priority, that are now a priority. You can absolutely create that. Companies are just groups of people. If you can trigger urgency in a person, you can trigger urgency in a group of people. The way you do that typically first, is by triggering some degree of fear. This is all about external forces making current state things and goals unstable. If people feel like whatever their world they’re living in today will be a different world in the future, they will normally have, in some degree of change needs to happen in order to create, again, stability. They’re going to change to get that level of stability. So, as an example, if they have certain business level goals that they’re currently not able to achieve or starting to struggle achieving, and you can paint a picture that if they don’t, it’s going to get worse and worse and worse over time. That is something that people then can mobilize around to make change.
Now, you then need to implicate those problems. You now need to figure out this unsustainable, fear based future and then implicate it down to a metric level that says, look, these are exactly the areas that are going to fail if you don’t do this, and here’s how much they’re going to fail by. And here’s where you are today, and here’s where we can get you in the future. And the value of that change is right there. You then take that and you need to make it unignorable. So what people mistake in making the problem unignorable is they don’t rally enough cross-functional teams and they don’t rally enough end users. You need to talk to enough people in the field and across different departments and understand how that problem is going to impact them. Because if it’s just a, you know, one or two people that are complaining about this or asking for funding around this, it’s very easy to ignore that. But if you’ve got 10, 20, 30, 40 supporters across a business, across different departments, in regions and levels, and silos that are all agreeing with you, change is way more easy to be made. And it’s something that a business leader often can’t ignore. You then need to financially justify it. So that’s creating a business case around it and once you’ve done all of those steps you can get an executive to pay attention and in theory sponsor it.
So again, if you want to drive urgency and change now, you need to trigger some sort of emotional reaction to that change and why it needs to happen now. You need to implicate it down to a metric level. You need to make the problem unignorable. You need to financially justify it when you do those things. You can often get executive sponsorship for that change right now. Hopefully, that was helpful. If I can double click on that for any listeners please let me know.
Scott Ingram: For links to connect with David and learn more about him, The Sales Collective and DealDoc, just click over to DailySales.Tips/1751. Once you’ve clicked over there, be sure to click back here for another great sales tip. Thanks for listening!