Habitual behaviors might make life easier, but they sure can create some boring moments.
Salespeople, for example, like to keep calling on those same accounts, meeting those same people and knowing there will always be that spot available to park their cars.
But working and selling in our industry comes with facing those interesting obstacles in the road. No day will ever duplicate the previous one, nor will one referral source ever be like the last. Social workers and case managers frequently change positions, and referral sources' sense of loyalty is often questionable.
If you are looking for stability in the workplace, you need to move on to someplace more predictable: a place where management writes its own reimbursement rules, a place where the government shows little interest in monitoring the process by which your products are sold or delivered.
But at least for now, you and I are forced to embrace change in every aspect of our work lives.
What my crystal ball tells me (in spite of needing some dusting off) is that some change is good. True, some of us work to avoid it. Others will learn new habits, gain new information, talk to new people or understand new technology. We all will find changes imposed upon us over which we have no control. Change is often unpredictable and imposed simply because someone thinks it's time for a change!
Sales and marketing staff need to be experts at dealing with change. Customers frequently change work locations, sales documentation forms keep getting revised, new managers make new rules, the government keeps developing new guidelines and new products keep showing up in the store. Will it ever stop? The answer is NO.
While most of us understand the causes, here are some strategies for dealing with the process. Begin by realizing that most change is good. It may save time to drive a different way to see a referral source. And who knows? You may just see a building or clinic you didn't know was there before.
Think about changing your approach to customers. Think about the relationship you are trying to build and not just the products you want to sell. Don't get concerned about the changes in staff or new additions to the team. Meet them, get to know them and understand how together you can create an even more effective sales operation.
Handle change by enhancing the frequency of communications. Gain a better understanding of new reimbursement rules, and ask questions about issues you don't understand.
Accept those who cannot change. While you may be the most flexible person in your office, not everyone can handle change with minimal stress. But even office resistors have their value, and listening to them can be a great learning experience.
Even a change in your territory can be exciting and rewarding. You may have been given a wonderful opportunity that has not yet been realized. You may locate new referral sources who could soon become your key accounts.
Consider this advice:
-
Relax. Always keep a sense of humor. (It sure has worked for me.)
-
Reflect. No need to hide your feelings, but realize that what you say can affect others.
-
Rehearse. Never forget that the way to do business may need to be different for each of your accounts. The same formula may not work for every one.
-
Ritualize. Since change in some form is so predictable, do all you can to keep as many constants in your life as possible.
Have you decided that change is not for you and are considering a more “constant” position in the company (if there is such a thing)? It is time to take change by the hand. With products and customers changing daily, you couldn't be any further away from stability than you are today.
What you do and how you do it makes all the difference. Put that smile on your face, let surprises become routine and flexibility your hallmark. Remember that the next sales call can be as much the beginning of a great new relationship as it is an unexpected educational event.
And watch out. I just checked my newly dusted-off crystal ball, and I can clearly see that change coming is again. At least you can say, Louis warned me!
Louis Feuer is president of Dynamic Seminars & Consulting Inc. and the founder and director of the DSC Teleconference Series, a teleconference training program. He can be reached at www.DynamicSeminars.com or by phone at 954/435-8182.
