Orchestrators can be HEROIC to their executive team.
The BEING HEROIC Leadership framework was first introduced in 2008. Since then, it’s been used to help Sales Enablement leaders elevate their role.
The BEING HEROIC(Leadership Framework) framework was discussed in two episodes of the Inside: Sales Enablement podcast:
- A Being HEROIC Litmus Test (Ep#40)
- Leadership begins with the courage do do something different (EP#32)
A Leadership Framework
Leadership Framework divided in six steps.
|H||Holistic||The whole is greater than the sum of the parts||Why sales management development?How do sales managers help achieve sales results?How does sales process work with sales management development?What are we impacting between reps and managers?What are we impacting between first- and second-line managers?How will this help us achieve our sales results?Why do you have sales managers in the first place?The key here:Why focus on this over the many other things? How does this relate to the many other things?Who are we making successful?How are we going about it?|
|E||Engineered||How the parts|
best fit together
|How do we measure progress of this initiative? Time or task vs. measured by Goals and outcomes?How will we help others see and embrace outcomes and goals vs deliverables and tasks?How do we help Andrea manage “today” and the outcome?What does it mean to “own” the mission?What will sales VPs “inspect” from their managers?The key here:Roles and responsibilities are important when there’s not a clear process. Because we’re co-creating globally there are a lot of perspectivesEngineered allows us to center people and help them orient togetherThis allows us to stay ahead of the friction|
|R||Reality||How do the parts behave in relation to each other||How are we collecting the reality from sales leaders?How do we help sales managers in their “daily life”?What perspectives do sales managers have about the help they are receiving?Is our help about “value” or “volume”How do we help others (HR, product, marketing) relate to the sales managers world and agree to priorities?|
The key here: If we don’t win the hearts and minds of sales managers, then the initiative will not gain tractionReality helps create transparency and allows us to respond with precisionFinding out the environment before injecting something new helps us avoid being tone deafEnsuring top-down support is critical if passive or active push back happens
|O||Ongoing Operations||Continuous and sustained improvement over time||How will we explain the program in terms of the experience vs the “time commitment” they need to make?Can sales enablement members view themselves in terms of the experience being created and how it will help managers be successful?Do sales managers and leaders understand the positive upside of this initiative and is the upside (value) greater than the perceived risk (time)? The key here: Thinking about sales management development “As a service” helps the team think through the ongoing operation ongoing approach includes many parts such as communications, process, measurement, delivery, content creation, reporting, and administration idea of continuous improvement requires feedback and an ability to adjust. Not to be reactive but to be outcome-focused The program will become the new way of onboarding and developing managers and establish a clear delineation between line management and sales management for a better Leadership Framework.|
|I||Impactive||The way the message resonates and is internalized by stakeholders||How do we deliver the message of sales management development to leaders?What is the ONE thing we are focused on to help?How do we center the sales enablement team on that one thing?How do we package a message about this program where everyone sees themselves winning in their own way?How do sales managers communicate this to their people? Does our message “stick” or get changed?How do we set and manage expectations around outcomes? The key here: If we don’t establish an impactive message, we will receive random feedback and not be able to process through it We could lose control of the message if we’re not tight from the beginningHaving leaders say “this is what we’re going to do” isn’t good enough to change how people work from day to day|
|C||Collaboration||How humans work together to achieve results||Whom are the resources allocated to support this rollout?What’s the role of the sales enablement team? What’s the role of your direct manager?Who has veto power? Who can opt out?What are the consequences of not participating?How do we work together remotely or in-person?How do we ensure the right things need to happen? The key here: Collaboration and inclusiveness are required to drive cohesion.You can’t have a simplified commercial system without cohesionCohesion brings teams together to achieve results|
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