- Leadership focus
- Cost to implement (hard and soft costs)
- Impact on goal(s)
- Team readiness
- Duration of time to implement
When establishing your evaluation criteria and prioritization, include a variety of factors and consider ranking each on a scale of high, medium, and low importance, or use a numerical ranking scale of 0 (low) to 10 (high).
It is critical to be transparent with account managers regarding both the process and outcomes. Be willing to use their feedback to inform council outputs and to make course corrections, but don’t let a few slow adopters drag down the necessary velocity of change.
Focus on engagement
Once a change is identified and work begins, it’s important that leaders establish a framework for successful implementation across the team. However, it’s also worthwhile to do an internal gut check before communicating. Just because you’re tasked with managing a change doesn’t mean you personally fall under the “Innovator” or “Early Adopter” categories. Once you reflect on how you respond to change, you can identify any unintentional feelings you may project in communications.
When ready, consider the following best practices for engagement with the team:
- Be transparent: People feel more committed to an outcome if they’ve been included from the start. Be sure your council communicates throughout the process. Don’t spring a new system or process on your team on the day you’re ready to launch.
- Listen: Make team and individual meetings a safe space to hear concerns, questions, and positives. Check in regularly.
- Identify champions: Find early champions—council members or not—and ask them to be a voice for others. Tap them to speak up in meetings or present new information alongside you.
- Overcommunicate: Be clear not just about what has changed but why it has changed and what the outcome will be for staff—individually and collectively as a team. Partner with your marketing team on internal communications and consider adopting an internal campaign with an underlying “fear of missing out” tone.
- Adjust goals: Account managers are always “on.” How will you help your staff adjust their goals to accommodate for the learning curve and adoption of the change you’re asking of them? What takes precedent over something else? Be proactive in explaining this.
- Empower: Train, train, and then train again. Refresher trainings are a proven best practice. Remember that everyone learns differently, so provide visual and written information. You might even consider adopting a buddy system to help with cross-team sharing.
- Reward: Habits are hard to break. Small bite-size actions over time with nudges and rewards can help reinforce the new behavior during the initial period of adoption.
- Promote accountability: Keep everyone regularly updated on progress. Show individual team members how they are doing.
Remember, your team speaks with customers and nurtures them to the next best action on a daily basis. Everyone is in the role of cross-selling, upselling, and nurturing. Each team member must know how to have a dialogue with someone in order to explain a new process or the benefits. Use those same talking points on one another. Just think: What would we tell a customer about a new change?