The Partner Channel Magazine Winter 2016
The Partner Channel Magazine share sales, marketing, and leadership tips for Microsoft Dynamics Partner organizations on a quarterly basis
The Partner Channel Magazine share sales, marketing, and leadership tips for Microsoft Dynamics Partner organizations on a quarterly basis
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SALES<br />
Why Change<br />
story by CHRISTOPHER ELMORE<br />
illustration by DAVE SWANG<br />
I<br />
have a unique perspective on change. On one hand, I counsel salespeople to help their clients make a<br />
big change in the way they do business. On the other, I help accounting and finance people change a<br />
process they have known their entire business life. Given those facts, my professional life is dedicated<br />
to helping people change. Personally, I don’t like change and find it very difficult. Until recently,<br />
whenever change came up in my personal or professional life, my initial reaction was simply, “NO!”<br />
AND THEN…<br />
It all started with a simple request by a local university to teach a course on entrepreneurship. My company was<br />
doing well and getting a lot of attention in the community, so I thought this would be a great way to give back a little<br />
and influence the next generation. <strong>The</strong> funny thing is I got more out of teaching the class than my students. It came<br />
all around one word: “Why.”<br />
IN THE PROCESS…<br />
While I was teaching a section on messaging, I came across Simon Sinek’s Ted Talk on what he referred to as “<strong>The</strong><br />
Golden Circle.” I know; hang with me here. Now, I had heard about this and had known about the idea for years,<br />
but for some reason I had never connected the principles of <strong>The</strong> Golden Circle with change management. I think<br />
one of my hang-ups was the name. For some reason it seemed like a scheme or a network marketing program. <strong>The</strong><br />
Golden Circle has three levels of understanding: What, how, and why. It struck me that knowing why you need to do<br />
something, or why something is being done, is the key to change management. <strong>The</strong> problem is, on the list of what,<br />
how, and why, most people tend to spend the majority of time and effort on “how.”<br />
HOW?<br />
In corporate America, we are such “doers”; doers to the point that we have a tendency to forget about why we’re<br />
doing what we are doing. It’s kind of like the Hatfield-McCoy feud that lasted almost 30 years. When it ended, the<br />
families were asked why they fought each other; no one could remember. Why we do what we do – our mission – is<br />
an important reminder that helps the tasks have meaning and purpose. How we do what we do is the means to an<br />
end and can help our tasks be as efficient as possible.<br />
BIG FINISH!<br />
To make a point (you are welcome) and to be very clear about change and the importance of doing change well,<br />
I think we have put change behind the wrong noun. When you think of helping people change, most think “change<br />
management.” Management will help you with the “how” and not the “why.” Leadership points to “why.” I did a study<br />
18 WINTER <strong>2016</strong> | THEPARTNERCHANNEL.COM