admin, Author at GrowthSqapes

Critical Skills For Today’s Sales Leaders

Posted on February 5, 2025 - 11:32 am by admin

Today’s environment is marked by some major macro trends which is driving the need for sales leaders to change the way they lead their teams. These forces also mean that they need to refocus and reskill themselves to make themselves future-ready to take on the challenges ahead

Technological Disruptions
- Economic and Geo-Political Uncertainty
- Rapid changes in customer tastes and preferences
- Intensifying competition
- Changes in Work Team and Culture

Here are some of the most critical skills that will equip today’s sales leaders to be successful whether they manage teams for Consultative Selling, Key Account Management, Channel Management etc.

Strategic vision and data-driven execution

Clarity and alignment across the team and the supporting internal ecosystems with the strategy and goals. Setting SMART goals which are aligned to the organization’s goals and objectives. Setting up KPIs and efficient processes for measuring and monitoring the results with adaptive strategies for agile course corrections, as and when needed.

Being able to identify trends and patterns from the analysis of data and following a practice of data-driven decision-making is critical. Team needs to know the “why” to relate to the “what” and “how”. The team needs to be communicated clearly the strategic impact of the insights and interpretations from the data analysis. Today, people value purpose-filled environments. It is important that the sales leader creates a shared vision for the team that goes beyond the operational activities to link the goals and objectives to a larger context like improving lives, lifestyles or fulfilling a social purpose.

Hiring, team-building expertise and mentorship

Hiring the right talent is fundamental. It should be based on organisation culture fit and knowledge, skills and mindset requirements for the role to ensure retention. Having a growth mindset, intrinsic motivation to excel and resilience as well as relevant experience and track in employment history are also important.

Team-building expertise: This is the area where the sales leader needs to be adequately compassionate while remaining pragmatic and focused on results. Adopting an adaptive leadership style to manage different performance categories. Using a coaching style to identify strengths and improvement areas, get alignment between your and team member’s skills, goals and aspirations and to generate wilful commitment to achieve greater heights is important. Here again, flexibility is important to ensure your team is more inclusive and has diverse strengths that gives you the edge in the market.

Getting and giving feedback: Research shows that sales leaders are more interested in giving feedback than receiving it. Since you are not directly involved in the day-to-day operations, the best way to gauge the effectiveness of your strategies is by actively seeking feedback from your sales team particularly on a) your expertise in utilising sales tools and processes b) usefulness of your coaching and mentoring sessions and c) the realistic achievement of sales targets e.g. what would help you to achieve your targets or overcoming the roadblocks for getting more sales closures

Tech-savviness and operational efficiency

Most organisations are now equipped with some CRM software. The skill lies in how best one can leverage the data to get meaningful insights. The strategic utilization of AI tools is gaining increased significance as it allows sales leaders to identify patterns and optimize sales strategies for optimum effectiveness.

Sales leaders need to focus on efficiency by optimising processes/ reducing inefficiencies & streamlining operations. Even a minor change to a key process can lead you and your sales team from failure to success. For example, you might drop one low-value responsibility from your team member or provide him with a simple one-page dashboard of your overall strategic plan.

Customer-centric innovation-adoption

The rules of the game are ever-changing. Keeping yourself updated on the business growth drivers, market dynamics, latest product / service developments, customer trends and behaviour is critical. Leaders should be close to customers to conduct research, analyse customer data and actively seek feedback from customers. Customers need quick and effective solutions to address their problems and pain points now and strategic innovations to meet their requirements for the future. Today’s sales leaders need to be agile, adaptive, realistic and solution oriented.

Driving accountability and empowerment: Sharing your leadership responsibilities with your team members and empowering your team to take decisions is an effective method to not only reserve your precious time and efforts but also to:

● Drive mutual accountability, enhance ownership and conformity

● Build important delegation skills

● Learn more about your team and groom future leaders

“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” — Simon Sinek

One of the best ways to empower your team is to involve them in the process. Find out what additional roles and responsibilities they feel would be helpful to take on. Some may be good at data collection & analysis, some others in coordinating meetings and group tasks while some others in strategizing and planning.

Fostering collaboration across departments like marketing, technical/ engineering, product management, supply chain and customer service has become critically important. Breaking down silos and aligning everyone toward shared objectives strengthens overall sales efforts. A team that works cohesively—with the right cross-functional support spells success in today’s scenario. Today’s sales leaders need to increasingly manage internal stakeholders and get their buy-in and support to for flawless and smooth execution of their sales strategy which is so critical for success.

GrowthSqapes offers sales training programs for the sales leaders to develop and sharpen their skills to the current demands of the market.

This article has been written by Sandip Mitra, an Associate Partner with GrowthSqapes.

Beyond the Conventional: Leadership Development as Organizational Evolution

Posted on January 10, 2025 - 9:51 am by admin

In a world where change is the only constant, leadership is the stabilizing force that guides organizations through uncertainty. Yet leadership is often perceived as inherent, something that cannot be nurtured or cultivated. This perception has become one of the greatest missteps in organizational development. Leadership is not just a trait; it’s a process—a process that can and should be deliberately developed.

Key Elements to Consider in Leadership Development

Self-Awareness

Leadership begins with self-awareness. Individuals must understand their strengths, weaknesses, values, and emotional triggers. Self-aware leaders can better manage their behaviours, align themselves with the organizational vision, and build authentic relationships. Tools like the Johari Window or 360-degree feedback can help promote self-awareness by offering insights from multiple perspectives.

Learning Agility

Leaders today must possess learning agility—the ability to learn from experiences and apply that learning to new situations. In a world of constant change, leaders need to adapt quickly, unlearn outdated habits, and embrace new ways of thinking. This involves developing critical thinking, curiosity, and the willingness to challenge assumptions.

Emotional Intelligence (EQ)

Emotional intelligence (EQ) is foundational to leadership. Leaders with high EQ can empathize, build strong interpersonal relationships, and manage their own emotions under pressure. Daniel Goleman’s Emotional Intelligence Framework emphasizes self-regulation, motivation, empathy, and social skills as crucial components for effective leadership.

Decision-Making and Problem-Solving Skills

Leadership often involves making difficult decisions. Leaders must develop the ability to assess complex problems, analyze potential solutions, and make decisions under uncertainty. Providing real-world scenarios and allowing emerging leaders to make decisions, even in controlled environments, helps hone these skills.

Visionary Thinking

Leaders are not just managers of the present but architects of the future. A leader’s ability to craft a compelling vision and inspire others to follow is essential for long-term success. This involves setting a clear direction and aligning team efforts with organizational goals.

Mentorship and Coaching

Leadership development isn’t a solitary journey. Access to mentors or coaches provides invaluable guidance. Mentors offer wisdom based on experience, while coaches help individuals explore their solutions and reflect on their leadership style. This dual support system is critical for ongoing development.

Ethical Leadership and Values Alignment

At the core of leadership is the responsibility to uphold ethical behavior and align personal values with organizational ethics. Leaders must lead with integrity, fairness, and accountability. They set the tone for the organizational culture, shaping the ethical environment within which others operate.

Succession Planning and Long-Term Leadership Development

Developing leaders should not be a short-term fix but part of a long-term strategy. The process must be tied to the broader organizational goals of succession planning. This ensures a continuous pipeline of leaders who are ready to step into new roles as the organization evolves.

The Process of Developing Leaders

Developing leaders within an organization isn’t just about preparing individuals for higher responsibilities. It’s about fostering a mindset that aligns personal growth with the organizational mission. Research from McKinsey’s Global Survey on Leadership shows that companies with vital leadership development programs outperform their peers by 20% in financial performance. This underscores that leadership is a strategic advantage, not merely an operational necessity.

The development of organizational leaders requires more than just training programs or coaching sessions. It involves a deliberate and well-structured process that integrates the organization’s strategic goals with individual growth. The process should be holistic, combining learning, experience, feedback, and reflection.

The leadership development process should be both strategic and flexible, designed to meet the evolving needs of both individuals and the organization. Below is a possible structured approach to guide leadership development:

Identify Leadership Needs

Every organization has unique leadership needs, depending on its size, industry, and strategic direction. The first step is to conduct an “organizational assessment” to understand the leadership capabilities required at various levels.

Leadership Competency Framework

Develop a “leadership competency model” that outlines the behaviors, skills, and attributes required for leadership success in your organization. Competency frameworks provide clarity on leadership expectations and serve as a reference for development efforts.

Assess Current Leadership Potential

Use tools such as 360-degree feedback, psychometric tests, and leadership assessments to evaluate the current potential of individuals within the organization. This will help identify those with leadership promise and areas for development.

Create Individualized Development Plans

Each leader’s journey is unique. Based on the assessments, develop personalized development plans focusing on their specific growth areas. These plans should include a combination of formal learning (courses, certifications), experiential learning (on-the-job challenges), and mentoring or coaching.

Implement Leadership Development Programs

Design and implement multi-faceted leadership programs that cover essential leadership skills. This could include:

Workshops & Seminars
Experiential Learning
Mentorship and Coaching

Real-Time Feedback and Continuous Learning

Create a feedback-rich environment where emerging leaders receive real-time feedback on their performance. Leadership development is not a one-time event; it requires continuous learning and reflection. Encourage leaders to seek feedback, reflect on their experiences, and adjust their leadership approach.

Monitor Progress and Measure Outcomes

Leadership development must be measured for effectiveness. Use leadership metrics to track progress, such as improved team performance, higher engagement scores, and increased readiness for promotion. Adjust the development programs based on the insights gained from these metrics.

Align with Succession Planning

Ensure leadership development is integrated with the organization’s succession planning strategy. The goal is to develop leaders and ensure a sustainable pipeline of future leaders who can step into key roles when needed. This step involves regularly reviewing talent pipelines, identifying high-potential individuals, and ensuring they are on track for succession.

From Leadership Development to Organizational Growth: A Holistic View

What sets exceptional organizations apart isn’t just their financial performance or market share—it’s their ability to grow organically from within. Leadership development acts as the linchpin between individual growth and organizational advancement.

Take the General Electric (GE) model under Jack Welch’s leadership, where leadership development was integral to the business strategy. Welch once said, “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” This perspective resulted in GE being one of the most consistently successful companies globally for decades.

Today’s leadership development and leadership training must focus on more than just today’s needs. It must equip leaders with the resilience to navigate future challenges. Leaders of tomorrow will require high emotional intelligence, systems thinking, and adaptability to new technologies like AI and data-driven decision-making. The rapid pace of transformation in the business landscape demands leaders who can anticipate change rather than react to it.

Leadership development isn’t about filling vacancies. It’s about creating a leadership ethos synonymous with the organization’s identity. In this way, leadership doesn’t just live at the top; it permeates every level, making the organization adaptive, innovative, and resilient.

GrowthSqapes offers top quality leadership development programs in India and Asia.

This blog has been written by Sanjay Gupta, an Associate Partner with GrowthSqapes.

Overcoming Barriers To Succession Planning

Posted on December 4, 2024 - 8:45 am by admin

The strategic process of identifying and developing internal candidates to fill key organizational roles to ensure business continuity and competent leadership in the face of role transitions, exits or unforeseen events. Succession planning is relevant to all companies, however large or small.

Barriers to Succession Planning

Defense mechanisms: The succession planning process in organizations primarily fails because it triggers unconscious psychodynamic process of fear at whatever level it is attempted. The senior leaders fear that their position will go away and that their authority will be diluted should the succession planning process become effective, and a succession really emerges. Whereas consciously all seniors support and tend to comply with the process, unconsciously they indulge in actions that hinders the process.
Bad Science: Often, even if there is spirited commitment to succession planning, the process adopted has flows. Typical flows are (a) poor alignment of competence to future business requirements (b) flawed process of assessment of potential talent (c) the development process being casual all-size-fits-all and non-scientific checklist of training programs & (d) poor development effectiveness evaluation and obvious corollary of the barriers of succession planning could also be a flawed potential assessment and leadership development process.

Overcoming the Barriers to Succession

It is appreciated across boards and executive teams that succession planning is critical for growth and sustainability of organizations. Yet it faces un-seen barriers that hinders its effectiveness. The barriers to succession planning have many faces and thus a multifaceted approach is essential to overcome them.

Firstly, the board and top management must realize the truth i.e. commitment drives succession. Top level executives must exhibit visible prioritization towards succession planning and contribute towards it by integrating smaller steps to succession into their daily leadership style behavior. It is essential that the top leadership makes the communication very clear about the significance of succession planning towards the organization’s growth and sustainability and thus align the juniors towards this objective.

Secondly, the top management must cultivate an organizational climate that values succession, development, and mentorship as crucial. This is best done by them when they communicate to people and attempt to allay the unconscious fears down the line about being replaced. Leaders must indulge in an encourage open and free discussions about future career pathing and role opportunities building trust and transparency.

Thirdly, addressing the various unconscious psychodynamic resistance to any change is of utmost importance. This is best achieved by demonstrating the direct beneficial outcomes of the succession planning process and here in, sharing success stories and appreciating exemplars works the best. Furthermore, it is seen that organizations that have seen successful succession planning are those organizations which involve their employees and make them parties to the concept, design, and implementation of the succession planning process. The reasons are obvious; involvement enhances engagement and thus reduces resistance.

Finally, technology and data analytics must be leveraged to make the succession planning process objective. Competency assessment tools, assessment development centers run by experts and not amateurs, rigorous progress tracking and never taking eye of the larger business context usually provides valuable insights to ensure that right roles have the right candidates identified and developed at the right time to make the organization future ready.

To conclude, overcoming the barriers towards succession planning necessitates top leaders to be strategic, inclusive systematic and technology oriented. These orientation principles when adhered to, the top management can ensure that the organization has an effective succession planning process that gives leadership and talent continuity at critical levels for organizational sustainability.

This blog has been written by Satyakki Bhattacharjee, Managing Partner at GrowthSqapes.

Understanding Succession Planning

Posted on October 29, 2024 - 9:43 am by admin

Finding a successor for a critical role has been the focus since generations of organized governance across longitudes of time. Stories of succession have been reaching us since dynastic succession of empires until the recent public debate on who would succeed Rahul Dravid as Head Coach of Indian Cricket team. That someone needs to be brought in when the existing role holder vacates is well recognized by leaders and board of most organizations. Yet, succession planning still appears to be a struggle all around the organized world. Executive succession planning especially, is no different. Though, it has become a buzz word in almost every board, there seems to be mystery around how effective it is or how to go about it effectively.

Understanding Succession Planning

Succession planning is about risk mitigation. The risk here is something that the organization can barely afford to ignore-the talent risk. Executive succession planning may be defined as awareness, recognition and forecasting of talent separation events for critical roles of the organization and implementing preventive mitigating steps to ensure that such talent separation does not interrupt business performance. The principle that companies are ‘going concern’ philosophically sustains the business beyond a foreseeable future. However, to remain on the going continuum philosophically, companies need to be seen and run as organizations that excel operationally.

Benefits of Succession Planning

Organization switch do not have a dedicated process of succession planning seem to be governed more by adhocism than by a professionally planned approach, particularly so if it is in the domine of talent management. Succession planning is about making the organization ready with a future pipeline of successors of all critical roles to avoid any talent gap in the event of a sudden talent separation. This is an established robust process of identifying and developing talent who possess the required skills, knowledge, and attitudinal dimensions to take up the roles whenever the situation demands. Any robust succession planning process is aligned to the organizations strategic business goals. The organization thus continuously focuses upon institutional capacity building by individual capability building. The focus is not only on the headcount of who succeeds whom, but also on what competencies currently exist and what competencies would be required for a role, in future. When such a succession planning process in organizations are regularly assessed in terms of the organization’s longtime strategic goals, the succession planning becomes more effective.

The biggest benefit of succession planning is the organization itself. Succession planning prevents drainage of institutional knowledge facilitates and promotes internal leadership development, resulting in capability building and thus mitigates risks by way of sudden talent lose.

Methods of Succession Planning

Through a scientific and systematic method of assessing the current talent bank and developing potential future leaders on the competency gaps organizations can ensure that they remain on a sustainable path of talent management, making the organization immune to dynamics to ever-uncertain talent environment in business. However, worldly realities are different. At a very broad level, organizations can be categorized as Family Owned -Family Run and Family Owned-Professionally run. For most family -owned businesses key successors at critical roles are family members, typically, the son or a daughter irrespective of the competencies. In such cases, the succession plan follows the unquestionable principle of heirship and descendants’ inheritance. This is mostly seen in financial operations of family businesses. Over 28% of leaders in finance department of companies with revenues more than 10 billion says that their organization do not have formal succession planning process for CFOs (Deloitte report, 2024). Nonetheless, some family-owned businesses chose to be professionally run and they, even for top-level critical roles adopt the process of succession planning.

A comprehensive succession planning process consists of the following steps:

Identifying Key Positions: Determine which roles are crucial for organizational success and continuity.
Assessing Job Requirements: Understand the skills, experience, and attributes needed for each key role.
Identifying Potential Successors: Recognize employees with the skills, knowledge, and potential to fill these key positions. Assessment Centres are a great way to do the same.
Building Competencies: Develop the necessary skills and competencies in potential successors to prepare them for future roles. A robust leadership development program helps in building competencies.
Evaluating Progress: Regularly assess the effectiveness of the succession planning process and make adjustments as needed to ensure readiness and alignment with organizational goals.

Most organizations can mitigate risks by identifying and developing a pipeline of talented leaders and key employees. This will not only keep the business running and keep employees engaged and loyal, it will also drive long-term organizational success even if challenges exist. However, it is noteworthy that, organizations that prioritize succession planning and use professionals’ expertise are better prepared to navigate change. They are also able to adapt to market demands better and thrive in a competitive business world.

With strong frameworks and a history of successful past work, GrowthSqapes is best suited to be your partner in succession planning.

This blog has been written by Satyakki Bhattacharjee, Managing Partner in GrowthSqapes.

Developing The Hi-Po’s: Best Practices

Posted on October 9, 2024 - 8:20 am by admin

High Potential Leadership Development focuses on identifying individuals within an organization who exhibit exceptional potential for leadership roles and equipping them with the skills and experiences needed to succeed. These high-potential (HiPo) employees are often seen as the future drivers of organizational success. However, their potential needs to be honed through structured development programs to transform them into effective leaders. As part of leadership development programs in India, let us look at some of the best practices that render effectiveness to a high potential development program.

Alignment with organizational goals

Ensure that the High Potential Leadership Development program is closely aligned to the organization’s strategic goals and objectives. This alignment ensures that the development efforts directly contribute to the company’s long-term success. For example, if an organization aims to expand internationally, the HPLD program should focus on developing global leadership skills.

Foster a culture of continuous learning

Encourage a culture where continuous learning and development are valued. This can be achieved through:

a) Learning Management System Platforms: Providing access to online courses, webinars, and other learning resources. These platforms enable employees to learn at their own pace and convenience.

b) Peer Learning Communities: Creating forums for employees to share knowledge and best practices. Peer learning can be a powerful tool for reinforcing new skills and concepts.

Engage Senior Leadership

Senior leaders should actively participate in the High Potential Leadership Development program. Their involvement demonstrates the importance of leadership development and provides HiPo employees with valuable role models. Senior leaders can:

a) Lead Training Sessions: Share their experiences and insights through workshops and seminars.

b) Mentor HiPo Employees: Offer guidance and support based on their leadership journey.

c) Advocate for Development: Promote the HPLD program and its benefits across the organization.

Deploy diverse development opportunities

Offer a variety of development opportunities to cater to different learning styles and preferences. This can include:

a) In-Class Training: Traditional instructor-led sessions that provide in-depth knowledge on specific topics.

b) Hybrid Learning: Online coaching followed by in-class workshops that offer flexibility and convenience.

c) Experiential Learning: Real-world projects and assignments that allow HiPo employees to apply their skills in practical settings.

Measure and calibrate

Regularly measure the effectiveness of the High Potential Leadership Development program and make adjustments as needed. This involves:

a) Monitoring the development and career progression of HiPo employees. Tracking tools can include performance dashboards and progress reports.

b) Gathering feedback from participants to identify areas for improvement. Surveys, interviews, and focus groups can provide valuable insights.

c) Assessing the overall impact of the program on organizational performance. Evaluation metrics can include leadership readiness, employee engagement, and business outcomes.

High Potential Leadership Development is a strategic imperative for organizations aiming to secure their future success. By identifying, nurturing, and retaining high-potential employees, businesses can build a robust pipeline of leaders ready to navigate the complexities of the modern business world. An effective High Potential Leadership Development program, aligned with organizational goals and focused on continuous learning and development, ensures that these future leaders are well-equipped to drive growth and innovation. Investing in High Potential Leadership Development not only prepares the organization for future challenges but also creates a culture of excellence and continuous improvement. Under the umbrella of leadership programs in India, GrowthSqapes offers bespoke solutions towards high potential development.

This blog has been written by Satyakki Bhattacharjee, Managing Partner at GrowthSqapes

The Middle Matters

Posted on September 20, 2024 - 7:21 am by admin

In cricket, middle order batters are considered to be the core and core is strength.
The world of management is also not far different from the world of cricket. In management also, middle is the core – that stabilizes and controls any system of management order. Apart from being the core, middle managers are also the layer which balances the fundamentals of management – Control and Confrontation. Management is all about planning, organizing, implementation and control. Where there is control, there is confrontation – overt or covert. Middle managers are shock absorbers who absorb the tremors from top and bottom layers in their cushion of resilience, competence, and sense of role.

As we stand on the cusp of a new era of business dynamics, where the pace of change is relentless, and the demands for innovation are ever-increasing, the role of middle management becomes even more central. It is incumbent upon top executives to harness the rich reservoir of insights, experience, and capabilities that middle management brings to the table, fostering strategies that are not only robust but also deeply rooted in the operational realities of the business. How does engaging the middle layer help? Let’s look at 4 outcomes, particularly in the context of organizational strategy and it’s execution.

Succession Planning

By engaging middle management in strategy formulation an organization serves a dual purpose: enhancing strategy efficacy and acting as a crucible for enterprise-level succession planning. The middle layer is essentially the leadership incubator for future top management roles. By actively involving them in strategy formulation, they acquire a nuanced understanding of organizational dynamics and develop strategic thinking capabilities which is essential in nurturing competent and adept leaders for the future. It is noteworthy that many leadership development programs in India and Asia actually help in developing and nurturing competencies at the middle level.

Execution Excellence

The top management, despite their expertise, cannot match the execution prowess of middle management. Positioned closer to the operational epicenter, middle managers harbor a nuanced understanding of the challenges and opportunities present at the ground level. Their ability to tailor execution strategies to suit the specific needs of their units enhances the effectiveness of strategy implementation, fostering a culture of adaptability and responsiveness.

Flaws manifestation

An active involvement of top management in strategy execution, although necessary, should be approached with caution. Overemphasis on their role in the execution phase might signal underlying organizational flaws. It could indicate a lack of trust in middle management’s capabilities or a failure to delegate responsibilities efficiently. Such scenarios can lead to operational bottlenecks and inefficiencies, impeding the smooth transition from strategy formulation to execution.

Derailment prevention

To foster a resilient organizational structure, it is imperative to identify and mitigate potential enterprise derailment factors early on. These factors might encompass strategy-culture misalignment, inadequate communication and collaboration channels, resistance to change within the workforce, insufficient resources allocated for strategy implementation, and an inability to adapt to changing market dynamics and customer preferences. Recognizing these factors early allows organizations to initiate corrective actions to avert potential derailments, ensuring a smooth and successful strategy implementation.

In fostering a culture of collaboration and inclusivity, top executives can facilitate a seamless flow of knowledge and insights across organizational levels, nurturing a dynamic and adaptive strategy formulation process.

Through the adoption of a collaborative approach that bridges the hierarchical divide, organizations can navigate the complexities of the modern business landscape with greater agility and foresight. In doing so, they carve a path of sustained growth and success, positioning themselves as resilient, adaptable entities in a fiercely competitive business arena. By championing the active involvement of middle management in strategy formulation, organizations not only enhance the richness and applicability of their strategies but also foster a nurturing ground for the development of future leaders, ensuring continuity in vision and leadership. Several leadership development programs in India and Asia features key competencies that middle managers need to develop. Additionally, many times, top leaders undergo leadership coaching to develop the skill of facilitating the above mentioned seamless flow. Finally, Growthsqapes, through it’s world-class leadership development training programs in India and Asia, is ably positioned to develop the middle managers.

This blog has been written by Satyakki Bhattacharjee, the Managing Partner at Growthsqapes.

Channel Management: Challenges & Solutions

Posted on September 4, 2024 - 6:16 am by admin

Management, broadly speaking, involves how we organise and supervise business and employees to meet organisation goals. In the world of sales, management of channels becomes complicated primarily because unlike traditional management where managers deal directly with subordinates or team members, the relationship between a company’s manager and its partner or reseller is quite different.

When it comes to managing channel partners, there are associated challenges which stem from the complexity of the relationship, the alignment between objectives and motivations of the partners and the degree of available control or lack of it. While structured sales training programs help us to understand the same in the classroom, let us delve deeper here through this blog, into some of the main challenges and how to deal with them.

Channel conflict

Challenge: Conflicts can occur when an organisation uses different channels to reach the same customers, leading to price wars, undercutting, or brand dilution. For example, if a company sells directly to consumers online and through retail partners, the retail partners may feel threatened by the direct sales channel. Customers are increasingly looking at omnichannel experience for products and services and any conflict negatively impacts customer experience and sales.
Solution: Implement clear policies and pricing strategies that ensure all channels can coexist without undercutting each other. Develop unique value propositions for each channel to minimize overlap and maintain open communication with all channel partners to manage expectations and resolve conflicts.
Example: OnePlus which initially focused heavily on online sales through partnerships with e-commerce platforms recognized the need to expand into offline retail to reach a broader audience. Offline retailers felt that the heavy discounts and exclusive offers online were hurting their sales and stopped selling OnePlus phones.

To address this, OnePlus started working closely with retail partners by offering exclusive products, unique experiences, and ensuring price parity between online and offline channels. The brand also opened its own experience stores and partnered with large retail chains to provide a consistent experience across both channels.

Maintaining Channel Partner Relationships

Challenge: Building and maintaining strong relationships with channel partners can be difficult, especially when there are many partners or if they have different goals and priorities. The initial period of the relationship can be difficult as it takes time for trust to grow and alignment to be achieved between the organisation and partner’s goals and priorities. The relationship with the end customer is mostly maintained by the channel partners and they become the trusted advisors to the customers. Hence it becomes very important for businesses to effectively manage these relationships and collaboratively work with channel partners throughout the lifecycle.
Solution: Invest in regular communication, training, and support for channel partners. Establish clear agreements and performance metrics and recognize and reward top-performing partners. Providing marketing support, training, and co-branding opportunities can also strengthen these relationships.
Example: Honasa Consumer’s Mamaearth, one of the fastest growing brands in India, is now a D2C category leader in the personal care space. Launched in 2016, it now boasts of a turnover of over Rs 1500 Cr. During its offline expansion drive in the UAE, it faced several challenges in channel management including low product discoverability in physical stores, which can lead to inventory sitting on shelves unsold, getting closer to expiry.

This issue was compounded by the fact that offline retail is a crowded space with numerous competing brands, making it hard for new entrants like Mamaearth to stand out without a strong physical retail presence. Additionally, the brand had to navigate the complexities of supply chain management, which became even more challenging due to disruptions caused by the COVID-19 pandemic.

The relations with the distributor became so bad that Honasa had to terminate its contract with the distributor. The distributor, alleging improper contract termination, approached an UAE court directing it to pay compensation of INR 56.6 Cr, which was later set aside by the Delhi High Court.

Inconsistent Customer Experience

Challenge: Different channel partners may provide varying levels of service, posing a challenge to maintain the quality and consistency of the experience across the channels, which can lead to inconsistent customer experiences. This inconsistency can damage the brand’s reputation and lead to customer dissatisfaction.
Solution: Standardize processes, training, and brand messaging across all channels to ensure a consistent customer experience. Implement a robust monitoring system to regularly assess the customer experience across channels and address any discrepancies quickly.
Example: The CX strategy for the Mahindra XUV 700 launch was pathbreaking. Together with a digital-first marketing to connect with its customers in an engaging and immersive manner, Mahindra also invested in identifying and selecting a team of Premium Channel Sales consultants from their existing dealer sales personnel through a rigours process of
assessments followed by training to ensure consistency of customer experience.

Complexity in Channel Coordination

Challenge: Managing multiple channels can be complex, especially when dealing with different geographies, product lines, or customer segments. This complexity can lead to inefficiencies, delays, and increased costs. Complexity is due to the diverse needs of partners, who vary by market focus (SMBs, midmarket, enterprise) and revenue contribution. Companies often fail to align resources effectively, resulting in ineffective programs. Larger, high-revenue partners typically receive more attention, making it crucial to balance resources between them and smaller partners.
Solution: Use advanced channel management software that provides visibility across all channels and integrates with other business systems (like CRM and ERP). Streamline operations by consolidating similar channels and optimizing inventory and logistics across the network. Properly aligning engagement models and resources is essential, requiring thoughtful strategy to ensure impactful channel initiatives.
Example: HUL operates from 29 factories producing over 2,000 SKUs (stock-keeping units) annually, distributed through 35 Carrying and forwarding agents, 7,000 ‘redistribution stockists servicing 9 million retail outlets across the country. They have advanced ERP solution which integrates the sales and inventory systems with production and logistics in a seamless, real-time mode to manage the operations.

Brand Representation and Control:

Challenge: Maintaining control over how your brand is represented across different channels can be difficult, especially with third-party partners. It is difficult to have visibility to the procedures and practices adopted by all channel partners, specially in the remote areas where there are chances of adoption of off-brand or unethical business activities.
Solution: Develop strict brand guidelines and enforce them consistently across all channels. Provide partners with the necessary tools and resources to represent the brand correctly and monitor their adherence to these standards.
Example: In the early 2000s, Bisleri faced significant brand representation issues due to widespread counterfeiting by local bottlers, who sold fake water under the Bisleri name. This damaged Bisleri’s reputation and consumer trust. To address this, Bisleri implemented tamper-proof seals, enhanced packaging, and launched awareness campaigns to help consumers identify genuine products. The company also took legal action against counterfeiters to regain control of its brand and restore its image.

Another challenge which one needs to address is adapting to rapid changes in the market such as new technologies, evolving customer preferences, or regulatory shifts. We need to stay agile by continuously monitoring market trends and being ready to adapt channel strategies accordingly.

Some of the more regular challenges are related to data management and analytics, legal and regulatory compliance and managing costs.

From a Channel Manager’s perspective, we should remember that a channel partner is not an individual but an organisation with multiple stakeholders with different roles and interests. Also, the stakeholders do not repot to us, so the management approach needs to be consultative, using influencing skills.

The success of having a great channel partner network lies in having a structured channel management program which is easy to execute and monitor, supported by adequate measures for engaging, developing, rewarding and motivating the channel partners.

As a firm providing sales capability development solutions through its practice area – Sales Training India, GrowthSqapes has robust frameworks, models, industry experience and a pool of facilitators & coaches to develop your B2B sales force.

This blog has been written by Sandip Mitra, an Associate Partner with Growthsqapes.

Building One’s Brand As A New Manager

Posted on August 14, 2024 - 9:43 am by admin

Most new managers face the challenge in their new role. However, if one understands the challenges and plans to deal with them, one can easily handle the new role. To help with it, here are the top five challenges that every first-time manager faces and how they can work through them to establish their brand as an effective leader. A good learning program on first time manager training addresses most of the below points.

1. How does one establish authority as a new manager?

Spending time getting to know their direct reports. Even if they have worked with them previously, team members will have different expectations from them once they become a manager.
Not trying to bring radical changes from day one. It will create friction between them and the team as the team will mostly resist sudden shifts to their way of functioning. Try to make small enhancements successfully to build their own credibility.
Being humble but firm with their decisions. Never letting their team members question their authority. But, at the same time, not being overbearing with an autocratic approach.
Recognizing that the working relationship has changed. Being transparent in their approach to make the team understand the new relationship dynamics. Setting clear expectations about the boundaries directly with each individual.

2. How does a one build trust as a new manager?

Trust is built on open communications. Hence, start on a good note by sharing their plans with the team. It will show they are transparent in their approach and willing to include the team in their decision-making process.
Protecting their team from failures and take responsibility for their decisions. It will make the team members feel safe under their leadership. In turn, they will believe that they are capable of handling the role.
Being consistent in their approach towards the product, team, and stakeholders. Making sure to follow through on their commitments. It will assure what the team can expect from they and can help develop trust.
Not encouraging workplace politics and staying away from favouritism. These negative behaviours can make people lose respect for them as a leader. Hence, being fair to everyone they work with and giving equal opportunities for them to grow.

3. How does one effectively manage a diverse team as a new manager?

Knowing what drives each individual on their team. Recognizing their aspirations and challenges. It can help them connect better with them and lead towards forging more robust relationships.
Using performance reviews and one-on-ones to share their expectations from each member. Understanding how they feel about working under specific conditions such as a flexible schedule or a high-pressure environment.
Encouraging dialogue between team members to resolve any disagreements arising from conflicting interests. Supporting each member to build a collaborative work environment where everyone can grow together.
Managing performance reviews with compassion whenever there is a difference of opinion between they and their team member. It will help maintain open communications regardless of whether they agree or not with their assessment.

4. How does one manage upper management as a new manager?

Understanding the corporate structure and organizational culture. Finding out who influences the decisions related to their team the most. Try to understand their strategy so that they can direct their effort in alignment with it.
Focusing on executing their immediate leader’s priorities. Aligning their ideas with their leader’s vision. As they and their team need to be in sync to be successful, similarly, they need to be aligned with their leader to grow.
The higher they have to deal in the management ladder, the less time they have to spare for they. Hence, communicating with power and precision. Having data to support what they state. Being precise in their discussions and jump straight to the point.
Not letting down or speaking foul about their team in front of the higher management. Remember, leaders will build a perception based on how they represent their team. If there are weaknesses within their team, then it is their responsibility to work on them.

5. How does one maintain personal effectiveness as a new manager?

As a new manager, not being afraid to step out of their comfort zone while making decisions and bringing changes within their team.
Setting personal objectives that are clear and specific. Making sure the goals are balanced across their competing needs.
Evaluate their self every week. Being open to coaching if needed. Reflecting upon the decisions made and learn from them to grow as an individual and as a manager.
Working on their interpersonal skills to build strong relationships within the team and across the organization. Being patient with themself and learn to be more efficient by collaborating with other leaders.

It’s not easy to be a first-time manager. Getting into management can seem like an easy task, but it requires patience, focus, and determination in practice. As a new manager, it is imperative to understand that they need to deliver results while developing their own self to lead. At the same time, it takes a lot of perseverance to make people acknowledge and accept them as their leader. A robust first time manager training program helps new managers overcome the above challenges with ease.

This blog is written by Amol Dhamne, a Consultant & Facilitator with GrowthSqapes

HPLD: Unlocking Future Leaders

Posted on August 2, 2024 - 4:33 am by admin

Introduction

High Potential Leadership Development (HPLD) focuses on identifying individuals within an organization who exhibit exceptional potential for leadership roles and equipping them with the skills and experiences needed to succeed. These high-potential (HiPo) employees are often seen as the future drivers of organizational success. However, their potential needs to be honed through structured development programs to transform them into effective leaders.

Importance of High Potential Leadership Development

i) Securing Future Success: By investing in HPLD, organizations ensure that they have a steady supply of capable leaders ready to take on key roles as the company grows and evolves. This forward-thinking approach helps mitigate the risks associated with leadership vacancies and succession planning.

ii) Employee Retention and Engagement: Providing growth opportunities to high-potential employees boosts their engagement and loyalty, reducing turnover rates. HiPo employees are more likely to stay with a company that invests in their future, leading to lower recruitment costs and a more stable workforce.

iii) Competitive Advantage: Organizations with a robust pipeline of leaders can adapt more swiftly to market changes, maintaining a competitive edge. These companies are better positioned to innovate, seize new opportunities, and navigate challenges effectively.

Identifying High-Potential Employees

The first step in HPLD is to accurately identify high-potential employees. This process typically involves:

i) Performance Reviews: Regular evaluations that highlight consistent high performance. Managers should look for employees who not only meet their targets but also exceed expectations consistently over time.

ii) Competency Assessments: Measuring key competencies such as strategic thinking, emotional intelligence, and adaptability. These assessments can include various methods, such as competency-based interviews, situational judgment tests, and behavioral assessments.

iii) Leadership Assessments: Tools like 360-degree feedback and psychometric tests to gauge leadership potential. These assessments provide a comprehensive view of an employee’s capabilities from multiple perspectives, including peers, subordinates, and supervisors.

Characteristics of High-Potential Employees

i)Drive and Ambition: A strong desire to succeed and take on challenges. HiPo employees are often proactive, seeking out new responsibilities and opportunities to demonstrate their capabilities.

ii) Learning Agility: The ability to quickly learn and apply new skills and knowledge. These individuals are adaptable, open to feedback, and continuously look for ways to improve their performance.

iii) Emotional Intelligence: Strong interpersonal skills and the ability to manage one’s emotions and those of others. HiPo employees excel in communication, empathy, and conflict resolution, fostering positive working relationships.

iv) Strategic Thinking: The capability to think ahead, plan strategically, and navigate complex situations. They can envision the bigger picture, set long-term goals, and develop innovative solutions to achieve them.

Components of an Effective High Potential Leadership Development Program

Individual Development Plans (IDPs)

Each HiPo employee should have a customized development plan that outlines their strengths, areas for improvement, and career aspirations. IDPs should include:

Goals and Objectives: Clear, measurable goals aligned with the organization’s strategic objectives. These goals should challenge the employee and encourage continuous growth.

Development Activities: A mix of training, mentoring, coaching, and on-the-job experiences. Development activities should be diverse and designed to build both technical and leadership skills.

Mentoring and Coaching

Mentoring and coaching are critical elements in developing high-potential leaders. These relationships provide HiPo employees with:

a) Guidance and Support: Experienced mentors and coaches offer valuable insights and advice. They can help HiPo employees navigate career challenges and make informed decisions.

b) Skill Development: Focused coaching on specific leadership skills and competencies. This targeted approach ensures that HiPo employees develop the skills most relevant to their future roles.

c) Networking Opportunities: Building connections within the organization and industry. Mentors and coaches can introduce HiPo employees to key stakeholders and potential collaborators.

Structured Training Programs

Structured training programs, such as leadership workshops and seminars, are essential for developing key leadership skills. These programs should cover topics like:

a) Leadership and Management Skills: Decision-making, conflict resolution, and team management. Training should equip HiPo employees with the tools they need to lead effectively.

b) Emotional Intelligence: Self-awareness, empathy, and relationship management. Enhancing emotional intelligence helps HiPo employees build stronger teams and foster a positive workplace culture.

c) Strategic Thinking and Innovation: Scenario planning, critical thinking, and fostering a culture of innovation. Training should encourage HiPo employees to think creatively and strategically.

Rotational Assignments

Providing high-potential employees with rotational assignments across different functions or geographies helps them gain a holistic understanding of the business and develop a broad skill set. These assignments:

i) Enhance Cross-Functional Knowledge: Exposure to various departments and roles. Rotational assignments help HiPo employees understand how different parts of the organization work together.

ii) Develop Flexibility and Adaptability: Learning to manage diverse teams and environments. These experiences prepare HiPo employees to handle various leadership challenges.

iii) Broaden Perspective: Understanding different aspects of the business and market dynamics. Rotational assignments provide a well-rounded view of the organization and its industry.

Feedback and Evaluation

Regular feedback and evaluation are crucial to ensure that high-potential employees are on the right track. This involves:

a) Continuous Feedback: Regular check-ins and constructive feedback from managers and mentors. Ongoing feedback helps HiPo employees stay aligned with their development goals.

b) Performance Metrics: Setting and measuring against specific performance indicators. Clear metrics provide a tangible way to track progress and identify areas for improvement.

c) Progress Reviews: Periodic reviews to assess progress and adjust development plans as needed. These reviews ensure that development plans remain relevant and effective.

To Conclude

High Potential Leadership Development is a strategic imperative for organizations aiming to secure their future success. By identifying, nurturing, and retaining high-potential employees, businesses can build a robust pipeline of leaders ready to navigate the complexities of the modern business world. An effective High Potential Leadership Development program, aligned with organizational goals and focused on continuous learning and development, ensures that these future leaders are well-equipped to drive growth and innovation. Investing in High Potential Leadership Development not only prepares the organization for future challenges but also creates a culture of excellence and continuous improvement. As one of the best corporate training companies in India doing leadership development programs in India and Asia, GrowthSqapes has robust frameworks and global experience & know-how to deliver the same.

This blog has been written by Satyakki Bhattacharjee, Managing Partner – GrowthSqapes

3 Keys Of Account Management

Posted on July 16, 2024 - 7:22 am by admin

A Key or a Strategic Account in B2B sales is a strategically valuable customer of yours’ whose loss would impact your organization’s revenue or profits significantly. Owing to the same these accounts are your organization’s “precious jewels”. While managing those “jewels” is crucial, towards the same, it is noteworthy that Strategic/Key Account Management (SAM/KAM) is not just about winning new business from your customers but changing the very complexion of how you do business with those customers. This calls for a robust SAM/KAM framework with a strong focus of winning and retaining those strategically significant customers to unlock the value of those “jewels”.

Let’s look at 3 keys which can be used to unlock the value of the jewels.

Accurately estimating the future value: All customers do not become large from day one. What is big today started off small at some point of time in the past which is why it’s important to look at growth potential in your key account selection criteria. The business value that the customer offers is co-related with time. Therefore, while trying the estimate the value opportunity, some of the areas where account managers would need to do research pertaining to the above are: potential volume of future sales, their expansion into new markets, their profitability from operations, the uniqueness of their product offerings, focus on innovation etc.

Deftly analyzing the attractiveness value: Over and above the value opportunity, there are several pointers to determine your interest and investment of resources in a particular account. For example, you may like to consider the ease of doing business with a particular account before investing your resources in them for the longer term. Some of the other factors that you may like to evaluate are: how much of industry’s work do they represent, their budgets for your products/services, customer’s potential volume you can realistically capture, their willingness to collaborate with you, your access to their decision-makers and influencers, the mutual alignment of values and culture and the like.

Deeply understanding the positioning value: What is your positioning in the customer’s mind space as against your competitors, will determine, whether both teams will be able to work well together for the longer term or not. For example, a good current position in their mind would mean that you have a good relationship with the customer but more growth of the account is possible, perhaps through cross-selling products/services or by penetrating other divisions. A strong current position would mean that you are well entrenched with the customer and are maximizing the value from and to them. Limited current position would mean that you have been selling to them for some time but have only limited penetration of the account and future growth is unlikely unless conditions change.

Key account managers shoulder the responsibility of deepening the existing accounts via development of new opportunities. Towards the same, they do not have an infinite bandwidth of time to grow and protect their existing accounts. Therefore, they must ensure that they are applying uniform guidelines in assessing the new opportunities when they arise. Those guidelines are determined by these factors:

1. The current and future reality of the value opportunity.

2. The competitive ability.

3. Winnability in the account

4. Financial and non-financial worthiness of the win.

The Key Account Development framework of GrowthSqapes empowers you to train and develop both the skillset and mindset that is vital for Key Account Management.

This blog is written by Meena Murugappan, an Associate Partner with GrowthSqapes

5 Challenges Faced by Every First-Time Manager

Posted on July 3, 2024 - 11:43 am by admin

It’s not easy being a first-time manager. For many it can be challenging. People usually become first-time as a result of promotion or because they always wanted to lead people and hence, worked towards making it happen. In either case, having no prior experience makes it a daunting task to get started and excel in the leadership role. While leadership training programs for managers help, if one understands the challenges and plans to deal with them, one can easily handle the new role. Here are the top five challenges that every first-time manager faces:

How to display authority without prior experience in leadership role:

One of the biggest challenges a first-time manager faces is performing the new role without prior experience in executing it. One may have been an excellent individual contributor, but becoming a leader is an entirely different ballgame. Now, they are not only responsible for their growth but also everyone reporting to them. Displaying authority becomes even more challenging if one has worked in the same team as colleagues, before moving to management. The team might have trouble accepting the person as the leader. The formality of one’s power may be hard to absorb for many. However, authority is much needed as without it, one cannot influence the direction of the team and manage the deliveries. At the same time, authority is not something that can be demanded. One needs to earn it gradually by establishing influence without alienating the team.

How to build trust with the team:

As a first-time manager, it will be hard to build trust in the initial days of the job. As there is no prior evidence of one’s achievements or leadership abilities, it is understandable when the team and stakeholders don’t show their trust outright. Trust is highly essential to lead a team and have fruitful partnerships with stakeholders. Without trust, the team will not be comfortable following the leader’s directives. Team members will frequently question the decisions and approach. However, trust is not something that gets built overnight. It takes time and effort to enable the team members to have confidence in someone. For that, the leader needs to show that they are worthy of the team’s trust and support it through their words and behaviour.

How to lead a diverse team:

Owing to the multitude of team members, often there are different individual priorities and interests in a team. Some members are more ambitious and goal-oriented, while others desire a better work-life balance. At the same time, people’s priorities and interests can change with time. Within all this, the team needs to work towards a common goal that aligns with the company’s vision. Irrespective of individual preferences, they need to come together to build a strong team. Any friction among individuals due to conflicting ambitions can adversely impact the team’s performance. Hence, the leader must assess the dynamics regularly and adjust his/her leadership approach. The more diverse your team is, the more challenging it will become to accommodate everyone’s aspirations and make them work as a cohesive unit.

How to manage stakeholders and higher management:

As an individual contributor, you’re shielded from the complexities of managing higher management, internal stakeholders, and the politics that come with them. Your manager bears the burden of handling these aspects for the team. However, stepping into a leadership role requires mastering the art of shielding your team from these hassles. Even if you excel at leading a team, managing upwards presents its own set of challenges. The future of you and your team hinges on your ability to manage your superiors effectively. It falls on your shoulders to showcase the team’s accomplishments, secure funding for crucial projects, advocate for deserving raises and promotions, and more. Navigating the intricate power dynamics of senior leadership can prove daunting, especially when you’re still acclimating to the corporate landscape. Seasoned managers hold a distinct advantage in influencing higher-ups, leaving newcomers feeling powerless.

How to develop leadership skills while being personally effective:

As a first-time manager, your journey involves a myriad of learning curves and revelations. Navigating this terrain means embracing the challenges of adapting to a fresh role, comprehending new responsibilities, nurturing your team, orchestrating relationships with leaders and stakeholders, and assimilating into a corporate culture distinct from your prior experience as an individual contributor. Amidst this whirlwind, you’re also tasked with cultivating your professional trajectory and honing a diverse skill set to foster personal growth. Balancing these multifaceted demands can strain your time management skills, leaving you stretched thin amidst competing priorities. The inevitable push beyond your comfort zone, particularly in the initial months, can feel overwhelming. There may be moments when you believe you need more time to address each obligation adequately despite your earnest efforts. However, recognize that grappling with the complexities of managing teams, executing individual tasks, and advancing your career is a natural facet of the first-time manager experience.

Embarking on the journey as a first-time manager is undoubtedly challenging. While the prospect of stepping into a managerial role may initially appear straightforward, the reality demands a steadfast commitment, unwavering focus, and an indomitable spirit. First time manager training programs help the new managers gain ground on the skills needed.

This blog has been written by Amol Dhamne, a consultant and facilitator with Growthsqapes

How Can Leaders Shape A Culture Of Customer Centricity, Internally?

Posted on June 25, 2024 - 7:29 am by admin

Customer Centricity is one of the top buzz words in the business world today. While there’s a general understanding about it being related to various aspects that focus on delivering a great customer experience leading ultimately to happy and satisfied customers, there’s a lot more to it than it meets the eye. Some statistics about customer centricity as captured by HubSpot are as follows:

Poor customer service costs $1.6 trillion is losses each year.
76% of customers expect their needs to be understood by organizations.
More than 80% organizations who prioritize customer experience report revenue increases.
Companies that are customer-centric are 60% more profitable than those that aren’t.
Customers are willing to spend 17% more in return for a good experience.

This builds into the following outcomes:

Improved customer satisfaction and retention rates
Greater business success through positive word-of-mouth customer referrals
Increased potential for upsell and cross-sell
Increment in the Customer Lifetime Value metrics

The question however arises is that can this be achieved just by individual focus on customer centricity while dealing with the end customer? The resounding answer to this is ‘No’. This is just the tip of the iceberg; what is the center of visible focus. The real hero is what lies beneath the visible surface of this iceberg in the depths of the invisible world of customer centricity. Thus, customer centricity is a mindset, making it a behavioural aspect that is driven by culture. In other words, it’s a culture of overall customer centricity within an organization that builds up and leads to a commitment and zeal for customer centricity in an organization.

But then, how does this culture of customer centricity come into being? This is where the role of organizational leaders comes into the picture. The organizational leaders need to act and be, in certain ways to be able to shape a culture of customer centricity internally. Note that, leadership development programs can orient the leaders towards the same. This begins with a focus on the internal customers – the employees, and eventually leads to an enhanced focus on the external end customers.

Let’s look at some ways in which this can be achieved:

Identify their Customers: Leaders need to identify that their first set of customers exist within the organization – the employees. The way they envisage and treat the employees sends a strong message about the organizational commitment to customer centricity both internally and externally. The greater the focus on keeping the internal customers happy, the more it translates into organizational identification, commitment and zeal amongst them to deliver an exceptional experience to the external/end customers – the client and end users.

Know their customers: Once the leaders have identified the two sets of customers, the next step is towards familiarizing themselves with them. Again, starting with the employees, it is important to understand their needs, expectations and demands to be able to build an organizational climate that fosters the practice of customer focus and empathy. This could, in turn, motivate the employees to focus on the needs, expectations and demands of the external customers by way of understanding their preferences, expectations, industry/sector, competition, buying motivators, etc., thus leading to a deeper business understanding about the end customer. It goes needless to say that this information thereby equips the organization to attempt to deliver exceptional customer experience and service to the end customer by going above and beyond the expected levels of service and delivering a value proposition in each encounter.

Organizational Vision, Mission & Value Alignment: There exists a need for the organizational leaders to communicate effectively with the employees in terms of the organizational vision, mission and values. This communication helps the employees gain valuable insights into the purpose and identity of the organization as a whole and allows them a chance to align themselves with it. Once this alignment is achieved, the employees drive this agenda by being committed and motivated to the organizational vision, mission and value of delivering exceptional customer experience and service, thereby leading to an organizational culture of customer centricity.

Empower the Internal Customers: Leaders should aim to empower the employees with the right tools, resources, training, autonomy and trust in their decision-making abilities. This leads to enhanced ownership and accountability amongst the employees and enables them to support the external customers by delivering impactful and personalized experiences, thereby leading to both loyal, engaged and motivated internal and external customers.

Listen to their Customers: For a leader to shape a culture of customer centricity, the most important weapon is their listening skills. It starts with listening to the internal customer through employee surveys, feedback, reviews, social media, complaints, etc., and acting on them to bring about the desired cultural change/improvement. This may involve having meaningful interactions with them, asking the right questions and empathizing with them. Once the internal customers feel listened to and cared for, their commitment, intent and zeal to deliver a similar experience to the external customers goes up radically. This gets reflected in external customer experience metrics like higher customer satisfaction scores, net promoter scores, customer lifetime value and lower customer churn rates.

Lead by Example: Leaders would be successful in shaping a culture of customer centricity by leading from the front by way of setting examples. They ought to take every opportunity of ensuring a delightful and exceptional experience for the internal customers – the employees by way of preempting their needs and expectations and proactively catering to them, alleviating their problems and complaints and acting on their feedback. This would set an example in front of them and motivate them to act in the same way towards the external customers. This would lead to customer delight time and again and firmly establish a culture of customer centricity in the organization.

The road for leaders to shape a culture of customer centricity internally is a long one, that would require them to navigate past various twists and turn along the way. Merely investing in customer interaction training or customer service skills training is not the answer. It needs commitment, patience and perseverance as the magic ingredients that can help leaders on this path of continuous improvement. They should definitely remember that it’s the infectious phenomena that happy and satisfied internal customers would lead to happy and satisfied external customers; just like a smile leads to another smile. Moreover, it’s by acting on the changes inside that the change gets reflected outside.

This blog has been written by Namita Singh, Consultant & Project Manager at Growthsqapes

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