Executive Insight Video:
Executive Insight Video:
Dan Pink, Journalist, Lecturer and Author of “Drive: The Surprising Truth About What Motivates Us,” and “To Sell Is Human: The Surprising Truth about Moving Others,” provides insight on how organizations can adopt a sales culture.
He starts off by saying that organizations change and in adapt in different ways, and calls out the importance of small wins, saying that big goals are fine and good, but change will happen when there is a series of smaller wins that cascade into systemic change.
Dan Pink goes on to share some valuable advice for leaders looking to foster change and addresses the importance of problem finding, rather than problem solving.
Dan Pink, Journalist, Lecturer and Author of “Drive: The Surprising Truth About What Motivates Us,” and “To Sell Is Human: The Surprising Truth about Moving Others,” provides applicable tips and tools for the new way of work.
Pink explains that there is a fundamental change in the act of buying and selling- a change in what people are actually buying- a change in when this selling takes place- and the terms of the transactions, and a change in approach is required.
We are no longer as focused on the selling of tangible goods as much as the selling of expertise, ideas, and ways of doing things and inside an organization, we are always selling ideas and concepts, as well as different ways of doing things.
Dan Pink states that this new way of selling requires a new set of ABCs to replace the “Always Be Closing” ABCs of the past. The new ABCs of selling are the following:
Watch as Dan Pink elaborates on the provocative ways we need to be selling, and always moving others.
In Dan Pink’s new book, "To Sell Is Human: The Surprising Truth about Moving Others", he says, “Like it or not, we are all in sales.”
While 1-9 workers today are officially in sales roles at work, meaning that their job is to sell tangible good and services- the other 8 in 9 workers are in sales as well. Whether Recruiting, looking for a job, convincing and persuading employees or bosses to do things differently, we are all looking to move people.
The term “sales” has some negative connotations based on the outdated practices of the past-from the days of “buyer beware” when the seller had more info than buyer. Dan Pink argues that big changes have occurred because of the wealth of information at our finger tips- now the sales function and the consumer are evenly matched, and this transition means that we can all master the art of sales.
Deborah Konitsney the Director of Organization Research at Kaiser Permanente discusses how Kaiser Permanente has taken on the task of building a high-performance culture by developing a comprehensive model for performance.
The process included gathering both quantitative and qualitative data from high performing departments, and using the data to make a model based on the workplace environment in these departments.
The four most important factors that were found to contribute to a high-performance department were the following:
- The management
- Team interaction/dynamics
- Individual colleagues/teammates
Deborah Konitsney, the Director of Organization Research at Kaiser Permanente shares the process and metrics used to look at high performance managers. She states the importance of sharing evidence with managers about what leads to high performance. One of the practices was to link data from the employee option survey data to performance outcome data and to look at the correlation by either individual or department.
The connection between the outcome metrics and the work environment creates a powerful story for managers.